SR-05-28-2013-4ACity Council Meeting: May 28, 2013
Agenda Item: 4 -A
To: Mayor and City Council
From: Gigi Decavalles- Hughes, Director of Finance
Subject: Financial Status Update and Proposed FY 2013 -15 Biennial Budget
Recommended Actions
Staff recommends that the City Council:
1) Receive the FY 2013 -14 through FY 2017 -18 Financial Status Update;
2) Receive City departments' presentations on the Proposed FY 2013 -15 Biennial
Budget;
3) Review and provide direction to staff on the Proposed FY 2013 -15 Biennial
Budget (Attachment A);
4) Review and provide direction to staff on Decision Packages (Attachment C);
5) Review and provide direction to staff on the Fee Study Report (Attachment D);
and
6) Direct staff to proceed with setting the FY 2013 -15 Budget Adoption hearing on
June 25, 2013.
Executive Summary
This report presents the City of Santa Monica's Proposed FY 2013 -15 Biennial Budget
and Capital Improvement Program Budget for FY 2013 -14, as well as the May 2013
Financial Status Update for the General Fund for Fiscal Years 2013 -14 through
2017 -18. The financial status update includes the numbers set forth in the Proposed
Budget as well as new information received since the Five Year Financial Forecast was
presented to Council on January 22, 2013.
In January, staff projected a potential General Fund structural deficit beginning in
FY 2013 -14 in the worst case, and in FY 2014 -15 in the best case. At the time, Council
directed staff to implement strategies to develop a balanced FY 2013 -15 Biennial
Budget that would avert such deficits.
The Proposed FY 2013 -15 Biennial Budget is balanced and maintains core municipal
services. Responding to Council direction, City staff identified expenditure savings and
cost recovery proposals resulting from a comprehensive fee study when developing
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their department budgets. The Proposed Biennial Budget is $520.9 million in
FY 2013 -14 and $527.7 million in FY 2014 -15.
The May 2013 Financial Status Update shows positive balances in the first two years.
However, structural deficits starting at $3.9 million begin in FY 2015 -16 due to projected
extraordinary increases in the City's pension contributions, and increase to $9.2 million
in FY 2017 -18. Applying best and worst scenarios to the forecast results in varying
degrees of deficits over the latter three and four years of the forecast, respectively.
Changes in other funds since the January 2013 forecast are resulting in healthier fund
balances.
Background
On January 22, 2013, City Council reviewed and commented on the FY 2013 -14
through FY 2017 -18 Five -Year Financial Forecast. The Forecast included a range of
scenarios noting best to worst cases. In the best case, the General Fund would have a
budget shortfall of $9 million in FY 2014 -15, increasing to approximately $15 million in
FY 2017 -18. Under the worst case scenario, State takeaways related to Redevelopment
dissolution and higher expenditures related to labor costs resulted in a deficit of
$4 million beginning in FY 2013 -14, increasing to almost $29 million in FY 2017 -18. To
achieve fiscal sustainability despite the pressures of rising costs and the threat of
redevelopment claw backs, Council directed staff to implement various budget
strategies in the development of the Proposed FY 2013 -15 Biennial Budget. These
budget strategies include controlling total compensation costs through negotiations with
bargaining units; achieving efficiencies and increasing cost recovery to lower the
General Fund net expenditure baseline by 5 %; and maintaining the City's healthy
reserves.
Discussion
Economic Update
The national economy is recovering slowly. After annual growth of 2% in the last three
years, many experts are projecting growth approaching 3% annually in 2014 and 2015.
Unemployment, while slowly improving, at 7.5 %, is still not expected to drop below 7%
until possibly 2015, based on recent economic forecasts. The housing market is
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rebounding and home prices and sales are anticipated to continue to grow over the next
two years.
Like the national economy, the State economy is expected to show modest
improvement over the next few years. Unemployment continues to fall, housing sales
and median prices have been strong, and the commercial real estate market is also
showing signs of recovery, with lower vacancy rates and higher asking rents. The
Governor's May Revision to the proposed FY 2013 -14 budget is balanced due to
spending reductions and new revenues from Proposition 30. The May Revision also
increased FY 2012 -13 revenue estimates by $2.8 billion, reflecting increased income
tax revenues, due partially to the recovering economy and to wealthy individuals taking
capital gains before higher tax rates kicked in for 2013. However, revenue estimates for
FY 2013 -14 were revised downward by $1.3 billion (1.3 %), reflecting lowered personal
income growth estimates, primarily due to the uncertain global economy and the end of
the payroll tax holiday.
Santa Monica's diversified tax base and geographic locations has led to a typical strong
recovery from the most recent economic downturn. The City's economically driven tax
sources have recovered significantly to reach or exceed their pre- recession levels. This
strong recovery will moderate in the future as the City transitions out of its recovery
period.
Property values in the City remain the third highest in Los Angeles County and are
expected to continue to increase about 3% annually. Sales tax receipts, which declined
for two consecutive years due to the economy and the temporary closure and remodel
of Santa Monica Place, have also turned around and, like property taxes, are projected
to show modest growth in the near future. Tourism continues to exhibit strength, but
growth is expected to moderate to about 3.5% per year after three consecutive years of
near double digit gains coming out of the recession. Business license taxes are also
expected to grow slowly, following the general course of the local economy, while Utility
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Users Tax revenues projected to remain flat
General Fund Financial Status Update
The financial status update includes updated revenue projections and the most recent
information related to growth rates for both revenues and expenditures. Operating
expenditures are anticipated to increase at an average rate of 3.7% over the five years
of the financial update, while revenues are anticipated to increase at an average rate of
2.4 %. The primary reason for the difference is a 4% average annual increase in total
staff compensation (salaries and benefits), which represents 72% of the General Fund
operating budget. The high rate of expenditure growth is due primarily to new
developments in PERS contribution rates that will start in FY 2015 -16. Non -salary
expenditures increase at the rate of the consumer price index, which is 2.0% in
FY 2013 -14, increasing to 2.5% for the remainder of the forecast period.
Scenarios
The financial status update includes three scenarios.
The probable scenario reflects the Proposed Budget assumptions as well as
increases in retirement and healthcare. Also incorporated in the probable
scenario are known impacts from the dissolution of redevelopment.
® The best case scenario reflects slightly higher revenues than are projected in the
Proposed Budget.
® The worst case scenario reflects the effects of additional State takeaways of
former redevelopment assets and loss of additional revenues.
The factors noted in the scenarios are explained in more detail below.
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Proposed FY 2013 -15 Biennial Budget
The proposed two -year budget, presented as Attachment A, is balanced and maintains
core municipal services; addresses continuing and emerging community needs; sets
forth a reduced budget baseline; funds high priority capital projects and maintenance;
and promotes sustainability, livability, education, human capital, economic development,
mobility, and fiscal stability. New revenues anticipated from the fee study and the
decision packages are included in the proposed budget. The overall Proposed Budget
for the City of Santa Monica is $520.9 million in FY 2013 -14 and $527.7 million in
FY 2014 -15.
The largest component of the budget is the General Fund. Much of the budget
balancing work has centered on the General Fund, where most municipal services are
funded. The proposed General Fund budget is $306.1 million in FY 2013 -14 and
$311.3 million in FY 2014 -15.
Retirement Costs
In Spring 2013, CalPERS staff announced a number of upcoming adjustments to the
PERS actuarial methodology used to determine retirement contribution rates paid by
employers and employees beginning in FY 2015 -16. These adjustments include a
change in the amortization methodology, updated mortality assumptions, and a lowering
of the portfolio's 7.5% discount rate to 7.25 %.
In April 2013, the CalPERS Board approved the amortization change, and it is likely that
the Board will approve the mortality and discount rate changes in the next year. Early
estimates indicate as much as 50% increases in contribution rates over five years. This
is an unprecedented increase that has the ability to cripple municipalities that have
already suffered severe losses due to the recession and the dissolution of
redevelopment.
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In Santa Monica, staff estimates a $5.8 million annual increase to the General Fund
contribution rate in FY 2015 -16, that will ultimately reach an $18.1 million annual
contribution in FY 2019 -20. Citywide, the contribution increase begins at $7.4 million
and reaches $22.7 million in FY 2019 -20. Discussions and analysis on this change are
in the early stages and therefore estimates are subject to change. However, staff will
be forced to look at General Fund priorities over the next two years to find ways to
absorb these costs.
Healthcare Costs
January 1, 2014 marks the full implementation of the Patient Protection and Affordable
Care Act (PPACA). At this point, the City's health insurance consultants have advised
that new taxes will be levied on employers (the City) and health insurance companies.
These taxes, the latter of which will be passed on to the City, are anticipated to total at
least $1 million annually. These costs were not included in the January 2013 forecast
but have been incorporated in the Proposed Budget. Alongside these new costs will be
the continued escalation of healthcare premiums, which are anticipated to increase by
at least 14% per year over the next two years. In addition, current healthcare premiums
are subject to change pending new agreements with insurers.
Redevelopment
The General Fund has absorbed approximately $2 million in costs previously funded by
Redevelopment. This is due to the State's disallowance of redevelopment loan and
note repayments to the General Fund, including debt service payments on the Civic
Center Parking Structure, as well as senior housing voucher costs and compliance
monitoring of affordability covenants for housing. These costs were included in the
January Forecast. In addition to the operating costs are ongoing impacts related to
potential State clawbacks of former redevelopment assets and revenues, which are
shown in the worst case scenario.
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$15.0
$10.0
$5.0
$0.0
-$5.0
-$10.0
-$15.0
FY 2013 -14 FY 2014 -15 FY 2015 -16
Fund Balance - worst Case • -•• -a =Fund Balance - Best Case
Probable Scenario (as budgeted)
REVENUES*
EXPENDITURES
Operating-
.
Capital
USE OF CAPITAL RESERVES
NET REVENUES: OVI
FY 2016 -17 FY 2017 -18
— Fund Balance - Projected
$ 303.6 $ 312.4 T$ 321.0 $ 326.7 $ - - 337.2
Staff estimates that the first two years of the forecast will yield a positive fund balance,
which will strengthen the City's reserves. This is due in large part to the cost
efficiencies and enhanced cost recovery efforts that the City has incorporated into the
Proposed Budget per Council direction.
However, the third year of the forecast, FY 2015 -16, shows a potential budget shortfall
of $3.9 million due to increased retirement costs, increasing to $9.2 million in
FY 2017 -18. The worst case shows a potential deficit of approximately $2.2 million as
early as FY 2014 -15, increasing to $13.2 million in FY 2017 -18, depending upon the
outcome of disputes between the City and the State regarding former redevelopment
assets. A best case scenario, where revenues could increase slightly, shows the
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$ (283.7) $
(292.4)1, $
(306.6)1 $
_.._ (316.8) $ (328.2,
$ (222)1 $
(18.21 $ -
(18.2)!. $
(182) $
$ 109$
_ $
_. $
_._ $ -.
ES
$ 8.6 $
'1.8 $
-(3.9) $
(6.4) $ - (9.2.
Staff estimates that the first two years of the forecast will yield a positive fund balance,
which will strengthen the City's reserves. This is due in large part to the cost
efficiencies and enhanced cost recovery efforts that the City has incorporated into the
Proposed Budget per Council direction.
However, the third year of the forecast, FY 2015 -16, shows a potential budget shortfall
of $3.9 million due to increased retirement costs, increasing to $9.2 million in
FY 2017 -18. The worst case shows a potential deficit of approximately $2.2 million as
early as FY 2014 -15, increasing to $13.2 million in FY 2017 -18, depending upon the
outcome of disputes between the City and the State regarding former redevelopment
assets. A best case scenario, where revenues could increase slightly, shows the
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FY 2015 -16 deficit decreasing to $0.7 million, increasing to $5.8 million in FY 2017 -18.
Expenditure Reductions and Cost Recovery & Compliance Proposals — General Fund
As part of the budget development process, City departments were asked to find ways
to offset their current budgets by 5 %. By focusing on core services, departments
identified expenditure savings of $5.5 million in FY 2013 -14, increasing to $6.2 million in
FY 2014 -15. Enhanced cost recovery efforts are anticipated to yield $4 million in
FY 2013 -14, increasing to $5.6 million in FY 2014 -15. A portion of the cost recovery
increases were identified in the fee study, discussed below. Finally, $3 million in
FY 2014 -15 projects previously included in the CIP plan were rescheduled to reflect
updated project timing. In combination, these changes achieve the 5% target in
FY 2014 -15.
To achieve expenditure savings, staff first reduced operating budgets to eliminate
recurrent savings. Staff also established more efficient staffing structures by eliminating
positions that are vacant and reducing overtime budgets. Streamlining operations and
new methods of providing services also resulted in savings.
To ensure that City staff are able to provide the highest level of services to the public,
community members must contribute their fair share, be it through taxes, fees or
permits, for services ranging from the general to those providing individualized benefits
that are fee - supported. In the next year, Finance staff will be strengthening the
compliance, audit and collections program to ensure taxes and fees owed to the City
are identified and collected.
Several departments have identified new areas where cost recovery is warranted, such
as park trainer fees, filming fees from interim use of the Civic Auditorium, and new non-
resident Library access fees. By leveraging City resources more effectively, such as
auctioning used computer equipment and providing a new passport processing service,
the City is also able to increase cost recovery.
A number of return on investment programs are anticipated to increase revenues while
also addressing key community needs. Additional parking meters and extended meter
enforcement hours will increase turnover of on- street spaces and thereby make this
limited resource available to more community members. Continued expansion of the
City's fiber optic network, CityNet will increase revenues while also helping local
businesses become stronger players in the global economy.
City Departments' Significant Expenditure Reductions and Cost Recovery Proposals are
detailed in Attachment B.
Other Funds
Other major funds that are included in the Financial Status Update fall into two
categories: 1) funds that operate with sufficient revenues to sustain necessary
operation and capital needs, and 2) funds that have a structural deficit where ongoing
revenues are not sufficient to cover ongoing expenditures.
Self - Sustaining Enterprise Funds
In the Proposed FY 2013 -15 Biennial Budget, the Wastewater Fund forecast indicates
there are adequate reserves for the next two years. The Big Blue Bus Fund is also
showing a stable forecast as the department reduced overtime pay and materials and
supplies budgets and increased cost recovery on contractual services.
The Resource Recovery and Recycling Fund is anticipated to experience a structural
deficit in FY 2014 -15 unless a rate increase is implemented. Staff will complete a rate
study upon the completion of the Zero Waste Master Plan and will return to Council in
the second quarter for FY 2013 -14 to present proposed rates.
The Water Fund has sufficient revenue to cover current operations and a rate increase
will not be necessary for FY 2013 -14. A rate study will commence in FY 2013 -14 after
the Sustainable Water Master Plan is completed in order to include financial impacts
identified in the Plan and ensure financial sustainability of the Fund.
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The Beach Fund will generate adequate revenues to sustain its operations throughout
the next five years. The Proposed Biennial Budget shows the merging of the Beach
House Fund into the Beach Fund for more efficient tracking.
In the Airport Fund, a realignment of capital projects, streamlined expenditures and a
greater focus on revenues, including updated landing fees approved by Council in
April 2013, present a balanced fund picture going forward.
Funds Requiring General Fund Subsidies
The subsidies from the General Fund to the Cemetery and Pier Funds are anticipated to
decrease by $400,000 in FY 2013 -14 due to expenditure efficiencies, increased
revenues and changes in capital project scheduling.
The Housing Authority Fund will require General Fund subsidies of $120,000 and
$290,000, respectively during each year of the biennial budget due to the loss of
Redevelopment funding and reduction in HUD funding.
The Civic Auditorium will discontinue full operation on June 30, 2013. Council will be
considering potential future uses of the facility in June 2013
Position Changes
The Citywide Proposed Budget includes a net increase of 6.1 Full Time Equivalent
(FTE) positions in FY 2013 -14. The General Fund includes a net increase of 0.5 FTE
temporary position (decrease of 8.1 permanent FTE, offset by increase of 8.6 temporary
FTE). Non - General Funds include a net increase of 5.6 FTE temporary positions
(decrease of 18.5 permanent FTE, offset by increase of 24.1 temporary FTE). For
FY 2014 -15, the proposed budget includes a net increase of 1.6 FTE (increase of 0.5
permanent FTE and 1.1 temporary FTE) in the General Fund. New positions are
related to the opening of the Pico Library and Tongva Park (7.0 permanent FTE and 5.6
temporary FTE), or are funded through overtime savings or increased revenues.
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Major Initiatives
A number of initiatives that City staff will be supporting during the biennial budget period
are reiterated throughout the proposed budget document, as they are among the
highest priorities. These initiatives are noted in the City Manager's Message, Emerging
Themes as well as department goals and objectives.
Decision Packages
As part of the Proposed FY 2013 -15 Biennial Budget, City staff has developed decision
packages in four areas that require Council's review and direction. These decision
packages specify proposed projects, expected benefits, financial impact, as well as
alternatives to the recommended policy decisions. The following decision packages are
detailed in Attachment C:
1) Records & Election Services — City Council Agenda Mailing Subscription and
Election Filing and Translation Fees
2) Finance — Adjust Preferential Parking Permit Rates
3) Information Systems — Auctioning Decommissioned Computer Equipment
4) Library Charge Non - Residents for Library Cards and Charge for Library
Internet Time
Citywide Fee Study
Since 1988, Council has directed staff to periodically conduct studies to calculate the
City's cost of providing various services that benefit individual users of the service rather
than members of the community, and to determine if the City is recovering an
appropriate share of these costs through user fees. It is City policy to achieve full cost
recovery for these services, with some exceptions. The Community & Cultural Services
Department fees, which average 26% cost recovery, are based on a pricing policy that
reflects Council priorities for community recreation and social services benefits. Animal
Control fees are also less than cost covering as cities traditionally subsidize these
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services to encourage licensing spaying /neutering. Some other fees are recommended
for less than full cost recovery due to previous Council direction or statutory limits.
A recent study prepared by MGT of America analyzed the cost of services in the
Planning and Community Development, Public Works, Police, Fire, Community and
Cultural Services, and the Records and Election Services Departments. Zoning
ordinance fees were not studied and will be presented to Council when the Zoning
ordinance revisions are completed in FY 2013 -14. This study was the most
comprehensive fee study conducted in over 15 years as over 700 fees were studied.
Based on the study, staff recommends creating 27 new user fees and one new penalty
charge (16 of which are in the General Fund), increasing most fees to an appropriate
level of cost recovery, reducing 71 fees, and eliminating 6 fees. Staff anticipates
implementation of the fee study recommendations will result in approximately
$1.45 million in additional annual revenue, $1.1 million of which is in the General Fund
($0.9 million — user fees; $0.2 million — penalty charge).
Attachment D (Fee Study Report) provides a summary of the results of the fee study, as
well as the consultant's report. Staff will return to Council with implementing ordinances
and resolutions at the time of Budget Adoption.
Capital Improvement Program (CIP) Budget
Last year the City of Santa Monica developed its first biennial Capital Improvement
Program (CIP) Budget. On June 12, 2012, Council approved and adopted funds for
FY 2012 -13 and approved funds for FY2013 -14. This year, the CIP Committee was
asked to consider a small number of new applications for FY 2013 -14 as part of the CIP
Exception Based Budgeting process. The loss of Redevelopment Funds, the possibility
of additional Redevelopment Agency claw backs, and the escalating cost of total
compensation have resulted in reduced commitments to capital spending. With no
additional funding allocated to capital projects, only those projects that required
immediate funding or that could be funded through return on investments (ROls) or
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special revenue sources were considered. Additionally, staff reallocated funds from
existing capital projects that could be postponed, terminated, or reduced in scope to
fund immediate projects that have emerged as higher priorities.
The CIP Committee's recommendations placed an emphasis on safety. New projects
include two critical public safety communication projects, traffic signal safety
enhancements, emergency water distribution infrastructure, and water treatment
technology testing. The Citywide FY 2013 -14 CIP Proposed Budget is $91.4 million.
The General Fund portion is $22.2 million and is consistent with the FY 2013 -14 budget
approved by Council last year as part of the biennial CIP Budget process. The new
projects recommended by the CIP Committee are described in more detail as follows:
• The Portable Radios and Mobile Radios project would upgrade firmware,
standardize the feature sets and add encryption capability on all radios used by
the Fire Department to ensure that all Fire personnel can communicate with the
Santa Monica Police Department in emergencies. The proposed funding is
$213,000 and would be funded in the General Fund.
• The Mobile Data Computer Replacement project would replace outdated and
inadequate equipment on all fire apparatus to provide real time information to first
responders, capture accurate response time data, and provide mapping and pre -
incident plan information. The proposed funding is $360,000 and would be
funded in the General Fund.
• Funds deferred from Phase 5 of the ATMS project would be used to fund critical
Traffic Signal Safety Enhancements. This project would construct a new traffic
signal at Olympic Dr. and Avenida Mazatlan and identify and replace any aging
concrete composite traffic signal poles. The proposed funding is $750,000 and
would be funded in the General Fund.
• The installation of 350 additional on- street single -space parking meters at various
locations throughout the City is forecasted to generate over $500,000 annually in
net revenue. The proposed funding is $323,000 and would be funded in the
General Fund.
• The proposed funding for the CityTV Replacement Playback System is $130,000
and is funded through rent savings. A minor tenant improvement that would
create a new training facility in an existing unused space will be funded from
$50,000 savings from deferred projects.
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• The Colorado Esplanade project is a multi -modal streetscape and circulation
infrastructure project that fully integrates the downtown Light Rail station by
providing optimal access for pedestrians, bicycles and vehicles in and around the
station area. The proposed additional $710,000 in funding would be in the
Water, Wastewater, and Special Revenue Source Funds, and added to the
previously approved $9 million.
• Community Development Block Grant (CDBG) will provide funds for the Park
Restroom Renovations ($700,000), the Accessible Beach Walkway — South
Beach Park Universally Accessible Playground ($154,000), alley renewal work
($297,212), and Energy Upgrades to the Ken Edwards Center ($100,800).
• The Big Blue Bus is purchasing 38 CNG 40 foot buses to replace the remaining
diesel bus inventory. The proposed funding is $11 million and would be funded
in the Big Blue Bus Fund.
• The San Vicente Booster Station Standby Generator project requires an
additional $1.85 million, for a project total of $3.85 million, to construct and install
a new standby emergency generator to replace a diesel engine installed in the
1930's. This project is under design and provides the necessary infrastructure to
ensure that water can be distributed in the case of catastrophic power failure.
The new allocation would cover geotechnical and structural costs that are
required as a result of the reconstruction of the vault. This project would be
funded in the Water Fund.
The Water Treatment Technology Testing Pilot project would verify acceptability
and suitability of an alternative membrane technology to increase water
recoverability at the Arcadia and Olympic Water Treatment Plants. The Arcadia
project budget would be $400,000 and funded in the Water Fund and the
Olympic project budget would be $500,000 and utilizes remediation funds
provided by the Gillette /Boeing settlement.
While FY 2014 -18 capital plan amounts are provided solely as a planning tool and
projects are not guaranteed for funding, there are significant gaps between budget plan
capital amounts and available funds beginning FY 2014 -15. Although the City is
considering issuing bonds for some projects, the CIP Committee will have to make
decisions to both maintain the City's infrastructure and proceed with new capital
initiatives. As the City's fund balance continues to decline, projects may be deferred,
including the maintenance of infrastructure, to the extent that financial resources are
available. Staff will continue to evaluate the deferral of maintenance to ensure that
safety and the long term useful life of the assets are not compromised.
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Human Services Grants Program (HSGP) and Organizational Support Program (OSP)
for Santa Monica's Arts and Culture Non - Profits
The City engages in a competitive process to allocate funds to non - profit organizations
through the Human Services Grants Program (HSGP) and Cultural Arts Organizational
Support Program (OSP). Funds are awarded to core agencies for a multi -year period
and provide predictable resources for program operation and services to the
community. On June 21 2011, Council awarded two -year grants to 11 nonprofit arts
and cultural agencies through OSP and four -year grants to 24 human service
organizations through HSGP. On January 22, 2013, Council renewed OSP grants for
two years, which would align the program with the HSGP funding cycle, and postponed
the next grant cycle to begin in FY 2015 -16.
FY 2013 -14 represents the third year of the current four -year funding cycle. The
Proposed FY 2013 -15 Biennial Budget includes grant funding levels equivalent to
FY 2012 -13 funding levels to well performing agencies.
Pursuant to the Council action on January 8 2013, City staff issued a Request for
Proposals (RFP) to serve disengaged youth ages 16 to 24 in Santa Monica. Funding
recommendations to serve an unmet need among older (opportunity) youth will be
presented to City Council on June 25, 2013.
Next Steps
Council will convene a public hearing on June 25, 2013 to consider, receive public
comment, make revisions to, and adopt the first year and approve the second year of
the Biennial Budget.
Members of the public can provide comments on the Proposed Budget by sending an
email to councill smgov.net or by giving public testimony at the May 28 and May 29
study sessions and Budget Adoption hearing on June 25, 2013.
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Financial Impacts & Budget Actions
There is no immediate budget action necessary as a result of the recommended
actions. Staff will return to Council on June 25, 2013 to recommend adoption of the first
year and approval of the second year of the Proposed FY 2013 -15 Biennial Budget.
Prepared by: Susan Lai, Acting Budget Manager
Approved:
Forwarded to Council:
Rod Gould
City Manager
Attachments:
A: Proposed FY 2013 -15 Biennial Budget
B: City Departments' Significant Expenditure
Proposals
C: Decision Packages
D1: Citywide Fee Study Summary
D2: Fee Study Report
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Reductions and Cost Recovery
City Council
Pam O'Connor
Mayor
Terry O'Day
Mayor Pro Tempore
Gleam Davis
Robert Holbrook
Kevin McKeown
Tony Vasquez
Ted Winterer
Executive Management
Rod Gould City Manager
Elaine Polachek Assistant City Manager
Kathryn Vernez Deputy City Manager
Budget Preparation
FINANCE STAFF
Gigi Decavalles- Hughes
Susan Lai
David Carr
Oscar Santiago
Stephanie Lazicki
Michael Towler
Carolyn Connolly
Jennifer Young
Director of Finance
Acting Budget Manager
Assistant City Treasurer
Principal Budget Analyst
Senior Budget Analyst
Senior Administrative Analyst
Assistant Administrative Analyst
Executive Administrative Assistant
CITY MANAGER'S STAFF
Danielle Noble Assistant to the City Manager
Matthew Mornick Principal Administrative Analyst
vim. � � l f �!; fey.
�'
UserGuide .......... ...............................
City Manager's Message
City Manager's Message .....................
Santa Monica at a Glance
Santa Monica at a Glance...........
; /,f'
OverallEconomic Conditions .................................................................................... .............................15
CitywideBudget Overview ........................................................................................ .............................18
Major General Fund Tax Base Projections ............................................................... .............................23
EmergingThemes ...................................................................................................... ............................... 25
Fund Balances
FundBalances ............................................................................................................. .............................29
Fund Balance Projections for FY 2013 -14 and FY 2014- 15 :.................................... .............................32
F'my
RevenueSummary by Category ..............................................................................
.............................37
Five -Year Revenue Summary .....................................................................................
.............................39
Revenue Analysis, General Fund ..............................................................................
.............................46
RevenueAnalysis, Other Funds .................................................................................
.............................55
Expenditures
ExpenditureSummary by Fund .................................................................................
.............................67
Five -Year Expenditure Summary .............................................................................
............................... 69
Departmental Summaries
CityCouncil ..................................................................................................................
.............................81
CityManager ...............................................................................................................
.............................85
Records and Election Services (City Clerk) .............................................................
.............................97
Finance.........................................................................................
............................... ............................105
CityAttorney ................................................................................
............................... ............................115
HumanResources ........................................................................
............................... ............................121
InformationSystems ....................................................................
............................... ............................127
Planning and Community Development ................................
............................... ............................135
Police.............................................................................................
............................... ............................147
Fire..................................................................................................
............................... ............................157
Community and Cultural Services ............................................
............................... ............................165
Library............................................................................................
............................... ............................175
PublicWorks ..................................................................................
............................... ............................185
BigBlue Bus ...................................................................................
............................... ............................201
Housing and Economic Development ....................................
............................... ............................211
Personnel and Staffing
OrganizationalChart .................................................................. ............................... ............................219
Summaryof Personnel by Fund ................................................. ............................... ............................220
Personnel by Department and Division ................................... ............................... ............................225
Capital Improvement Program
ProgramSummary .......................................... ...............................
FY 2013 -14 Project Descriptions ....... ...............................
ProjectDetail ................................................... ...............................
CIP Summary— Appropriations by Fund ...... ...............................
0
...... 261
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BudgetPlanning Process ............................................................ ...............................
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Budget Calendar and Budget Cycle ....................................... ...............................
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FiscalPolicies ................................................................................ ...............................
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Financial Framework for Budgeting .......................................... ...............................
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Summary of Long -term Indebtedness ........................ ...............................
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Photo Credits: Photos courtesy of Kristen Beinke; Ed Burns; Robert Landau; Kirk M. Rogers; Nik Wheeler and City Staff.
User Guide
Each May, the City's Proposed Budget is available in executive summary format for presentation to City
Council and the public at public counters and online at www smaov.net. Following adoption in June, the
Adopted Budget is made available at the same sites. Also available with the Adopted Budget is a
supplemental document detailing revenue and expenditure line item budgets for each department.
The Budget Process
In June 2011, the City Council adopted Santa Monica's first Biennial Budget, covering fiscal years 2011-13. The
new, longer -range budget planning tool has made the overall budget process more efficient. Staff continues
to return to Council semi - annually to present financial status updates on the City's general and other funds, to
make adjustments at midyear and year -end, and to adopt an exception -based budget in the second year.
The FY 2013 -15 Biennial Budget includes the following budgeting and planning components:
• Expenditure Efficiencies and Updated Cost Recovery and Tax Compliance —The City's five year forecast
highlighted that rising compensation costs and the loss of revenue due to the dissolution of redevelopment
are requiring the City to adjust its budget in order to achieve long range stability. To effect this change,
Departments presented proposals for expenditure savings, increased cost recovery, a greater focus on tax
compliance, and returns on investment along with their budget submissions. Recommended changes are
included in this Proposed Budget.
• Expenditure control budgeting— Expenditure control budgeting is an approach that promotes sound fiscal
management and offers flexibility and resources to respond to emerging or changing needs. Year -end
departmental savings will be split between the department (1 /3) and the General Fund (2/3).
Departments may use the funds for one -time needs, or bank the savings over multiple years. This practice,
begun in Santa Monica in 2011, has produced increased savings in the great majority of the City's
departments.
• A streamlined budget document reduces duplicative information and improves readability. The line item
detail is not provided with the Proposed Budget but will be available online with the Adopted Budget.
• Goals, objectives and service benchmarks are limited to the few items that best describe department
core services.
• "Emerging Themes" identify the areas of special emphasis for the upcoming budget. Emerging themes
are discussed later in this report.
Proposed Budget
The budget document provides background information relevant to the development of the annual budget
along with a presentation of the actual budget information in proposed form. The budget sections include:
City Manager's Message
This section transmits the budget document to City Council and the citizens of Santa Monica in a transmittal
letter.
Santa Monica at a Glance
Included in the Santa Monica at a Glance section is an overview of Santa Monica, including history, general
information, and demographics.
Budget Overview
The amount of funding recommended for programs and services is driven by available resources. Economic
conditions at the national, state and local levels affect the level of revenue available to the City each year.
This section identifies the existing economic conditions that influenced the development of the annual
budget. The section includes summary charts for Citywide budgeted revenues and expenditures, including
an overview of retirement expenditures and employee contributions. The section also presents summary
information regarding the major tax revenues and their impact on the General Fund revenue forecasting, and
revenue analysis for each fund.
Fund Balances
This section includes a description of the funds and their fund balance projections for the two budget years.
Revenues
This section presents Revenue Analysis for all funds and a Five -Year Revenue Summary.
Expenditure Summaries
This section includes a description of the funds and their fund balance projections for the two budget years. It
also presents a Five -Year Expenditure Summary, which covers two prior years, the current year, and two
budget years. It is important to note that in some cases, total expenditures exceed revenues. With very few
exceptions, this discrepancy is due to the timing of capital expenditures, which are funded from prior year
revenues, and is not indicative of a structural operating deficit.
Department Summaries
This section presents a description of each department, its mission and the services provided by its divisions.
The section also identifies the department goals, objectives, and benchmarks for the upcoming budget cycle.
It also identifies the divisional expenditure budget and related positions and identifies any significant changes
presented in the budget.
Personnel & Staffing
This section presents the City's organization chart and displays positions by fund and department as proposed
or adopted in the budget.
Capital Improvement Program
The annual Capital Improvement Program (CIP) budget is presented in this section, along with the proposed
CIP plan for the next four years.
Reference
The reference section includes a description of the budget planning process and budget framework, budget
calendar and budget cycle, fiscal policies, summary of long -term indebtedness, debt service schedule, GANN
appropriations limit, the Youth Budget, a glossary of terms, and a listing of acronyms.
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I am pleased to offer a balanced and strategic two -year budget for the City of Santa Monica.
After five years of turmoil in the housing and stock markets, accompanied by high unemployment, indications
are that the economy is making a slow recovery. However, cities are still struggling to cope with great losses
in property and sales tax income, as well as state and federal program funding. At the same time, they must
shoulder the burden of steep increases in pension and health care costs. The elimination of redevelopment
agencies (RDA) in California has wiped out a major source of revenue that cities relied upon to rehabilitate
blighted areas and aging infrastructure, and to fund affordable housing. Cities have been forced to cut
services, infrastructure maintenance, and staffing, and to draw down precious reserves to sustain core
services and pay debts. A number of California cities were forced to declare bankruptcy in this environment.
Santa Monica is very fortunate to have emerged from the economic downturn with renewed vigor and
promise. Our location, and our enterprising and diverse commercial base, afford us the opportunity to
weather economic downturns better than others, and to rebound earlier. However, Santa Monica shares the
challenges of lost Redevelopment funding and rising healthcare and pension costs. These challenges require
us to be frugal and regularly revisit our priorities in order to properly fund the wide range of services and
projects that help define our community.
This two -year budget proposal:
• Maintains core municipal services, despite the additional costs we will be required to shoulder due to the
dissolution of redevelopment
• Addresses continuing and emerging community needs
• Sets forth a more sustainable, reduced budget baseline
• Funds high priority capital projects and maintenance
• Promotes sustainability, livability, education, human capital, economic development, mobility, and fiscal
stability
In recent years, forecasting has taken on a vital role in Santa Monica's budget planning, prompting us to
make budget mid - course adjustments to successfully meet challenges. Regular updates of our five year
financial plan have highlighted the prospect of a structural deficit in the General Fund in the future due to
expenditures increasing at a faster pace than revenues. Most recently, this has been exacerbated by the loss
of redevelopment revenue and assets.
During the previous biennial budget period, the City Council endorsed a multi - pronged strategy to address
the projected deficits in the General Fund while maintaining services, staffing, and infrastructure. The strategy
involved:
• Negotiated changes in employee compensation, including health care and retirement cost sharing, a
second tier retirement plan, and elimination of performance bonuses
• Two significant paydowns of pension liabilities as well as continued discounted prepayment of annual
pension costs
• Greater cost recovery through updated fees and charges for individual benefit services
• Strengthening of the City's economic uncertainty and contingency reserves
• A zero -based budgeting approach for the City's Capital Improvement Program (CIP)
This combination of actions improved the City's financial outlook, yet the loss of Redevelopment and the
threat of State clawback of Redevelopment assets, as well as continuing increases in health care, pension,
and workers' compensation costs, have added new obstacles to achieving a balanced General Fund
budget over the next five years. These concerns, as well as the lessons learned during the recent recession,
point to the importance of maintaining healthy reserves to weather challenges ahead.
In January 2013, as we began planning for the new biennial budget, Council directed staff to implement the
following budget strategies:
• Limit the growth of total compensation costs
• Find efficiencies and increase cost recovery to lower the General Fund net expenditure baseline by 5%
• Maintain our healthy reserves
Using these strategies, and barring any new shock losses, the current five -year forecast gives us a path
towards increased stability. Future developments related to the disposition of former RDA assets and pension
and healthcare costs will require revisiting the forecast and make further budget adjustments as necessary.
The overall proposed budget for the City of Santa Monica is $520.9 million in FY 2013 -14 and $527.7 million in
FY 2014 -15. The size of these budgets is indicative of the breadth, depth, and diversity of services, projects,
and activities undertaken by the City of Santa Monica for public safety, quality of life, infrastructure
maintenance, transportation and development - related services. In many ways, Santa Monica operates
similarly to a small county despite its compact 8.3 square mile land area.
The largest component of the budget is the General Fund. Much of the budget balancing work has
centered on the General Fund where most municipal services are funded. The proposed General Fund
budget is $306.1 million in FY 2013 -14 and $311.3 million in FY 2014 -15.
Significant Budget Issues
While we weigh a number of factors in developing the budget, the following items represent the greatest
hurdles to a balanced budget.
The dissolution of Redevelopment will result in an annual loss of at least $20 million in revenue to the City, with
another $22 million up for renewed negotiation each year, in addition to threatening redevelopment assets.
After the California Supreme Court upheld ABlx26, the legislation dissolving redevelopment agencies, the
City Council elected to become the Successor Agency to the Redevelopment Agency of the City of Santa
Monica in order to satisfy obligations of the former agency. Legislation signed on June 27, 2012 (A131484)
sought to clarify the process that Successor Agencies would follow in the administration and gradual
dissolution of the redevelopment program. However, the process has been inconsistent and unclear, and a
great amount of time and effort has been spent by cities, counties, and the State to determine the validity of
each and every contractual obligation, and to release funds to pay down these obligations.
Agencies are in the process of completing a series of audits administered on behalf of the State Department
of Finance and the State Controller's Office to determine disposition of agency assets. These assets are
subject to clawback, with the added threat that those cities not complying with the clawback demands will
have their sales and property taxes withheld.
To date, more than 100 lawsuits have been filed against the State by cities and agencies protesting these
terms; Santa Monica is among these complainants.
While Santa Monica seeks recognition and agreement by the State of its redevelopment cash flow needed
to pay debt service obligations, in addition to protecting the former assets of the Redevelopment Agency,
our budgeting strategy is to anticipate the worst until we have confirmation that our funding streams and
assets are safe.
In the meantime, the known effects of the dissolution of redevelopment are many. Two major projects, the
Civic Center Joint Use Program with the Santa Monica - Malibu Unified School District (SMMUSD) and the
rehabilitation of the Civic Auditorium, were suspended. Without seismic retrofitting, the Civic Auditorium
cannot continue to function, and so it is necessary to close the facility and eliminate 20 permanent positions
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as of July 1, 2013. While we have worked hard to place 18 staff in other positions, it is anticipated that as
many as 13 employees (10 permanent and 3 as- needed) will not find an alternative placement within the
City. Another 11 positions funded by redevelopment funds are also deleted as of July 1, 2013, requiring staff
to transfer to funded vacant positions. While staff has attempted to transition all personnel whose positions
are eliminated to other openings in the City, the City will not be able to accommodate all personnel from the
Civic Auditorium.
The State's disallowance of redevelopment loan and note repayments to the General Fund, including debt
service payments on the Civic Center Parking Structure, as well as senior housing voucher costs and
compliance monitoring of affordability covenants for housing, will have a net impact of approximately
$2 million on the General Fund. And finally, staff reprioritized its General Fund capital project programming to
accommodate the funding of high impact projects that could no longer be funded with redevelopment
funds, including the Pico Branch Library, the Early Childhood Education Center, and the Colorado Esplanade.
It will be necessary for the City to seek financing for other critical projects, such as Fire Station I and the
Corporation Yards, and to secure new funding streams to support the continuation of the affordable housing
production program.
Employee compensation
Total compensation, which includes employee salaries, pension contributions, health care and workers'
compensation costs, makes up 58% of the City's overall budget, and 72% of the General Fund operating
budget. The rising cost of healthcare, and the need to supplement CalPERS pension portfolios with higher
contributions, drive our total compensation cost growth rate to a level that is approximately double our
revenue growth rate. To accommodate healthcare, pension, and worker's compensation increases, the cost
of living adjustment (COLA) for employees must consider the total compensation package and not just
salaries.
Significant new healthcare costs and continued increases
January 1, 2014 marks the full implementation of the Patient Protection and Affordable Care Act (PPACA).
While this measure has the very necessary but difficult goal of bringing affordable healthcare to all
Americans, the positive effects of lower health care costs are in the long term, and the short term brings
higher costs related to program administration and funding. At this point, experts have advised us that our
added citywide costs will beat least $1 million annually. Alongside these new costs will be the continued
escalation of healthcare premiums, which are anticipated to increase by at least 14% per year over the next
two years.
Steep retirement rate increases In the future
Pension plans have taken center stage during the years after the market downturn of 2008, as CaIPERS
investment portfolio returns fell to a level that left many overly generous plans underfunded. Here I should
note that Santa Monica has historically exercised prudence in its plan offering, and requires employee
contributions to pay for benefit costs. The total cost of pension benefits, offset by employee contributions, is
detailed for your information on page 22 of this document.
California took steps to stem the further growth of pension costs in 2012 with the passage of the Public
Employee Pension Reform Act (PEPRA). Among the changes included in the measure is the requirement that
employees entering the CalPERS system after December 31, 2012 will receive a smaller retirement benefit
package. This will serve to lower pension costs in the long term, but is not anticipated to provide relief in the
near future.
In April 2013, the CalPERS Board approved adjustments related to the methodology used to amortize pension
costs over time in order to fully fund the plan in 30 years. At the same time, CalPERS staff announced that
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additional adjustments would very likely be made to actuarial assumptions relating to mortality and the
discount rate of the PERS portfolio. While this is a solid and prudent plan, the cost is high. Early estimates
indicate as much as 50% increases in contribution rates over five years. These increases will not take effect
until the next biennial budget period, in FY 2015 -16, yet potential citywide annual increases reaching as much
as $22 million in five years must be considered as we prepare this year's budget.
Continued increases in workers' compensation costs
Workers' compensation costs are also increasing at a faster pace than revenues, growing up to 7.5% from
year to year. Workers' compensation is a difficult cost to control, as it is highly regulated at the state and
federal level. Ironically, the State's passage of the Workers' Compensation Reform Act in 2012 served to
increase the costs of certain benefits without the advantage of offsetting savings. It is essential that we do
everything in our power to limit employee absences and prevent new claims.
On that score, we have a strong Return to Work program that places injured employees in modified duty jobs.
Further, we regularly monitor the progress of all injured employees and evaluate injury trends to determine if
training or process improvements can prevent future occurrences. The City recently implemented a
strengthened pre - placement physical testing program and is making more wellness opportunities available to
employees. These efforts, coupled with a commitment to create a safe work environment, represent best
practices for managing workers' compensation costs.
Budget Strategy
The City's overall budget strategy centers on controlling total compensation costs through negotiations with
bargaining units, a combination of ongoing expenditure decreases and cost recovery, and the commitment
to maintain reserves into the future. Departments were asked to undertake a thoughtful review of their
current operations and refocus attention and funding on core and priority programs. Departments were able
to shift our reliance on General Fund revenues by 3.7% in FY 2013 -14 and 5.07o in FY 2014 -15. The following are
some of the changes reflected in this budget document:
Expenditure savings
By focusing on core services, departments were able to identify expenditure savings totaling $5.5 million in
FY 2013 -14, increasing to $6.2 million in FY 2014 -15. Human Services grant funding levels are recommended to
remain constant given the economic conditions and reduced federal and State support for these services.
Using FY 2013 -14 amounts, changes include:
• $3.0 million in efficiencies. This includes an overall decrease of 8 permanent and as- needed General
Fund FTE positions (without layoffs) and approximately $1 million in reduced overtime. Also included are
decreased costs resulting from streamlining contractual costs, more efficient use of supplies, restructured .
canine and mounted units in the Police Department, and more cost - effective methods of handling
uniform costs. These reductions will have minimal impact on services.
$1.5 million in reductions related to doing things differently. Reductions result from reorganization of
processes and priorities at the Cemetery and the Pier, which lower the subsidy from the General Fund to
these funds by approximately $400,000, more restricted use of City vehicles, changes in emergency
vehicle procurement practices, streamlining fleet maintenance operations and in -house construction
management costs for capital projects, which together will provide almost $600,000 in savings, transferring
selected parks maintenance tasks from contractors to existing staff, and changing the service model for
Household Hazardous Waste disposal. These changes will also have minimal or no impact on services.
$1.0 million in recurrent savings that have been available in past years for new initiatives or one -time
projects.
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While there are no significant changes in capital improvement projects in FY 2013 -14, the second year of the
Biennial Budget forces a reduction of $3 million in FY 2014 -15. While this change may not have a great impact
initially due to updated project scheduling, continued contraction of our capital project program will result in
deferral of maintenance over time. We expect to address this potential in FY 2014 -15, when we have greater
clarity over the effects of the redevelopment loss.
Cost Recovery and Tax Compliance
To ensure that we are able to provide the highest level of services to the public, we must make sure that
members of our community contribute their fair share, be it through taxes, fees or permits, for services ranging
from the general to those providing individualized benefits that are fee - supported.
For those revenues we already have in place, we are strengthening our compliance, audit and collections
program, ensuring that the public understands its responsibility for paying the relevant local taxes, licenses,
fees that in turn pay for essential services to City residents and businesses. We anticipate our initial efforts in
the business license and parking facility tax area to increase collections by approximately $570,000 on an
ongoing basis.
The City completed _a comprehensive fee study leading up to the development of the FY 2013 -15 Biennial
Budget. Working with a consultant, staff identified total program costs in order to enhance cost recovery in
cases where individuals benefit from a specific service provided by City staff. Cost recovery levels vary based
on policies, and therefore cost recovery ranges from 26% to 100 %. Staff has budgeted $1.1 million in the
General Fund in new revenue from adjustments to existing fees, new fees, and new penalties
In addition, several departments have identified areas where greater cost recovery is warranted. This
includes park trainer fees, filming fees from interim use of the Civic Auditorium, auctioning used computer
equipment, a new passport processing service, and new non - resident Library access fees, totaling
approximately $1 million.
We are also proposing to expand our capacity to collect revenues while also addressing key community
needs through a number of return on investment programs. These include:
• Installing 350 meters in various areas of the City that would benefit from increased sharing of parking
resources, and an adjustment to our preferential parking rates overall. We expect these initiatives to
ultimately yield $1.3 million in new revenues to the City on an ongoing basis.
• Extending parking meter enforcement hours in high traffic areas will ultimately increase revenues by
$1.5 million.
• Continued expansion of the City's fiber optic network, CityNet, is on track to generate approximately
$350,000 in additional annual revenues by FY 2014 -15. Not only is this entrepreneurial effort anticipated to
gross $1.6 million in annual revenue by the end of the next biennial budget, but it is also helping local
businesses compete in the global economy with cutting edge network solutions.
Adjustments
Certain adjustments were necessary to reflect actual costs. The FY 2013 -15 budget includes an additional
$600,000 for credit card processing fees in the General Fund reflecting a significant increase in the public's
use of credit cards over the past year. As the City provides greater access to automated services and
remote connections, and in particular automated payments, costs for credit card and communications fees
will continue to rise. Other adjustments relate to position classification changes and reorganizations, as well
as previous redevelopment costs that must now be absorbed by the General Fund.
Other Funds
The Citywide budget includes a number of funds that fall into two categories: (1) funds that operate with
sufficient revenues to sustain necessary operating and capital needs; and (2) funds that have a structural
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deficit where ongoing revenues are not sufficient to cover ongoing expenditures. For the most part, we are
reporting good news on these latter funds, with some adjustments required to keep our Resource Recovery
and Recycling (RRR) and Water funds operating at a healthy level.
Self - Supporting Funds
Enterprise funds that historically rely on sufficient revenues to support necessary operations include the RRR,
Water, Wastewater, and Big Blue Bus (BBB) funds.
At this time, results of the forecast indicate that the RRR Fund will experience an operating deficit beginning in
FY 2014 -15 unless fee increases are implemented. Staff will complete a rate study upon the completion of the
Zero Waste Master Plan and will return to Council in the second quarter of FY 2013 -14 to present proposed
rates. The FY 2013 -14 budget includes efficiencies in the RRR fund achieved by expanding the life of
containers and various vehicles and cancelling two projects.
The Water Fund has sufficient revenue to cover current operations and a rate increase will not be necessary
for FY 2013 -14. A rate study will commence in FY 2013 -14 after the Sustainable Water Master Plan is
completed in order to include financial impacts identified in the Plan and ensure financial sustainability of the
fund.
The Wastewater Fund forecast indicates that there are adequate reserves for the next two years. Staff will
evaluate the health of the fund in relation to needed capital investments in advance of the next biennial
budget cycle.
Through a series of efficiencies that have reduced the overtime, materials and supplies budgets, as well as
contract restructuring, the BBB Fund is now poised to avoid a structural deficit and maintain its reserve levels
through the next five years. Staff is refining strategies to decrease expenditures, such as further reductions in
the use of overtime, more efficient scheduling of service hours, automation of certain operations, and
acquisition of new buses, which will allow the BBB to reduce its maintenance and fuel budget.
The Beach Fund will also generate adequate revenues to sustain its operations throughout the next five years.
The Biennial Budget shows the merging of the Beach House Fund into the Beach Fund for more efficient
tracking. The Beach House has lowered its subsidy from the Beach Fund considerably, from $2.7 million when
it first opened in 2009 to $0.7 million in FY 2013 -14.
Until recently, the Airport Fund has required General Fund loans to cover operating deficits. However, a
realignment of capital projects, streamlined expenditures and a greater focus on revenues, including
updated landing fees approved by Council in April 2013, present a balanced fund picture for the Airport
Fund going forward,
Funds Reguirina General Fund Subsidies
As I noted above, the General Fund subsidies to the Cemetery and Pier Funds are anticipated to decrease by
$400,000 in FY 2013 -14, due to increased expenditure efficiencies, increased revenues, and in the case of the
Pier fund, updated scheduling of capital projects.
The Civic Auditorium will cease full operation on June 30, 2013. Mothballing the Auditorium will require a small
amount of maintenance costs, which will be incorporated into the General Fund budget. Council will be
considering potential interim uses of the facility in June 2013.
The Housing Authority Fund has a projected operating structural deficit of approximately $120,000 in
FY 2013 -14 and $290,000 in FY 2014 -15 due to the loss of Redevelopment funding for the administration of the
senior voucher program, and the reduction of U.S. Department of Housing and Urban Development (HUD)
allocations. Efforts to increase revenues include applying for grants and optimizing the City's ability to claim
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additional administrative reimbursement. Efforts to decrease expenditures include implementing electronic
procedures both internally and with clients to reduce administrative costs.
Major Initiatives
A number of initiatives that staff will be supporting during the biennial budget period, listed below, are
reiterated throughout the budget document, as they are among our highest priorities. These initiatives are
noted in our emerging themes as well as department goals and objectives.
Support for Youth and Education
The City of Santa Monica has long recognized that the community benefits from strong local schools. To that
end, the City entered into a joint facilities use agreement some years ago that commits the City to providing
significant funding to the School District in exchange for community access to school facilities. That
agreement calls for $8.2 million in City funding for school facility use next year. By way of a separate
agreement, the City shares one -half of the proceeds of a half -cent transactions and use tax, or
approximately $6.8 million with the School District, as recommended in a voter - approved advisory measure.
In addition, the budget supports a wide range of recreation and cultural offerings that benefit pre - school and
school -aged children in Santa" Monica, as shown in the City's Youth Budget in the Cradle to Career initiative
further discussed on page 291 of this document.
EXPO Light Rail
The City will engage with Metro, Expo and the community to ensure that the EXPO light rail project is well
integrated into the City by its opening in 2016.
Implementation of the Land Use and Circulation Element (LUCE)
The next major steps in realizing the vision of the LUCE will include the adoption of the Downtown Specific
Plan and the Bergamot Area Plan, both of which will be completed during the biennial budget period. The
new zoning code will bring greater specificity to the LUCE by the close of 2013. In addition, the Pedestrian
Action Plan and several components of the Bike Action Plan, including a bikeshare system, bicycle lanes and
bike parking spaces will also take form.
Parking and Traffic and Circulation
To respond to the community's concern about parking, traffic and circulation, we will reposition and better
align the City's transportation, parking, and enforcement functions and services within the Planning and
Community Development Department. At the same time, we will continue to incorporate transportation
improvements on roadways, including the resurfacing of Lincoln Boulevard in the short term and the
conceptual design of a safe, pedestrian and transit - oriented roadway in the future, expansion of traffic
control technologies such as the advanced traffic management system to synchronize signals, and new
pedestrian crosswalk signage. The installation of 350 new meters in previously unmetered spaces throughout
the City will increase turnover in parking spaces, making this resource available to more people.
Wellbeing Index
As one of five winning cities named by Bloomberg Philanthropies, we will use our $1 million prize to develop a
Wellbeing Index that will define, measure and improve conditions needed for optimal human development in
our fair City. We are among the first in the country to undertake such a challenge and feel confident that this
innovative tool will serve both the City and its residents well.
Airport
We will carry out the City Council's direction to reduce the noise, emissions and dangers associated with the
Santa Monica Airport through restructuring, partial or full closure after July 2015.
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Water Self - Sufficiency Plan; Zero -Waste Strategic Plan
Adopt the Zero Waste Plan and work towards 100% water self- sufficiency through the implementation of the
Water Master Plan.
Quality of Life
Open the world -class Tongva Park, as well as Ken Genser Park, in the Civic Center in the fall of 2013, and the
Pico Branch Library in December 2013.
Civic Auditorium
Develop an interim use for the Civic Auditorium as well as a plan for its future.
Infrastructure and Facilities
Upgrade critical infrastructure, including Fire Station 1, which will require financing, as well as the Pier and Pier
Bridge.
Joint Fire and Police Communications Center
Consolidate the Fire and Police dispatch functions for better service to the public.
Affordable Housing
Develop a strategy to continue providing a comprehensive affordable housing production and preservation
program without the assistance of redevelopment funding.
Budget Process
We strive to make this budget more readable, understandable, useful, and effective as much more than
simply a spending plan. As you read the document, you will understand how the targeted allocation of
resources will generate services, activities, and projects that will benefit the Santa Monica community for
years to come.
The Biennial Budget
The proposed FY 2013 -15 budget represents the City's second biennial financial plan. This budgeting
technique improves efficiency of budget development by reducing amount of staff time needed to produce
the budget in the second year. This allows greater focus on such initiatives as the Capital Improvement
Program (CIP) process and specialized studies in the second year.
Furthermore, by budgeting over a 24 -month period, we improve long range planning and provide better
program evaluation. The two -year focus enhances integration of financial and strategic planning for better
resource allocation.
Staff will provide the Council with mid -year and year -end reports, including opportunities every six months to
make adjustments to the biennial budget. These periodic adjustments will allow us to fully comply with the
City's Charter requirement of adopting an annual City budget and gain the benefits of two -year budgeting.
Improve the City's Management System
The proposed budget focuses on goals, objectives, and service benchmarks that are of greatest interest to
the overall community. As City Manager, I will hold departments accountable for the progress in achieving
these goals as well as items on internal work plans. The enhanced and focused two -year budget is a critical
piece of the City's overall management system.
Expenditure - Control Budgeting
The FY 2013 -15 budget includes expenditure - control budgeting - an approach that promotes greater
efficiency and cost - effectiveness. It provides incentives for departments to save budget allotments where
possible, avoiding the "use it or lose it" approach common to many agencies. Year -end departmental
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savings are split between the department (1 /3) and the General Fund (2/3). Departments may use the funds
for one -time needs or bank the savings over multiple years for a rainy day.
Community Input
Each year the City takes great pains to connect with residents and businesses as well as boards, commissions,
and neighborhood groups to receive thoughts on budget building for the coming year. Such input is
received through numerous community and neighborhood meetings, the City's website, biennial resident
satisfaction survey, regular mail, and constituent comments to the City Council.
Continuing work on community priorities is incorporated into every department's core services and is
reflected in the key goals, objectives, and service benchmarks that appear in the department summary
section. Our list of "emerging themes" represents what we have heard from our residents as additional
community needs that must be addressed. These include public safety and crime reduction, land use,
shared streets, parking and traffic circulation, homelessness, water self sufficiency, sustainability and the
environment, and wellbeing. This budget includes resources and strategies to address these emerging issues,
while maintaining valued City services and infrastructure maintenance.
Conclusion
This biennial budget will guide and ensure Santa Monica's continued progress in times of economic
uncertainty. This is no small feat. It encapsulates the needs, expectations, hopes, and dreams of residents
and businesses we serve in a fiscally sound manner.
I am indebted to the City Council for its leadership and overall direction in the development of this budget.
The many residents, neighborhood associations, businesses and non - profit organizations that have
participated in the budget process are to be.commended for their time, passion and involvement. The
Finance Department, under the highly capable leadership of Gigi Decavalles- Hughes and her crack budget
unit, deserves special praise. Moreover, I am very impressed with the high degree of professionalism,
commitment, and effort by City staff in budget development and execution to ensure this promise of civic
enhancement and renewal.
The resulting budget is key to the City's continued safety, vitality, inclusiveness, and sustainability.
Thank you,
Rod Gould
City Manager
0
W
�i7)
P 1 J
According to legend, the name "Santa Monica" was given to the spot where soldiers camped at an Indian
village near two springs (probably the present day location of the Veterans Administration at Wilshire and
Sawtelle) because a padre accompanying the expedition said the waters of the springs reminded him of the
tears shed by St. Monica over her wayward son, St. Augustine, before his conversion. Although no one knows
the truth of this legend, it is generally cited as the origin of the City's name.
The 8.3 square mile city is situated on the west side of Los Angeles
County, about 16 miles from downtown Los Angeles, where the Pacific
Coast Highway and Interstate Highway 10 meet. It is bordered by the
City of Los Angeles on three sides and the Pacific Ocean on the west.
The area is served by two freeways, Santa Monica (Interstate 10) and
San Diego (405), and by four major east -west thoroughfares: Santa
Monica (Route 66), Wilshire, Olympic and Pico Boulevards, and is
located approximately six miles from Los Angeles International Airport.
Santa Monica is home to a mix of commercial districts, residential communities,
recreational and art venues, three miles of wide beaches, high - profile corporate
headquarters, hi -tech and entertainment companies, small entrepreneurial
start-ups, and retail businesses. Santa Monica is also a full - service city. City
departments provide police, fire, transit (a regional bus system and general
aviation airport), water, wastewater, refuse, streets, parking, planning, building,
engineering, free public Wi -Fi, a high speed fiber optic network, parks, affordable
housing, economic development, sustainability, library, rent control, recreational,
social, cultural, and educational services to the community. A generally mild climate and consistently good
air quality are hallmarks of the coastal district that surrounds Santa Monica.
Historic Timeline
Amite -long wharf is
Juan Rodriguez Rancho Seca d. and Senator John P. bails. The City Muscle Beachign9es
Cabdllodrops Santa Monica. and Jones record a ma serves as the maw Third Street The Santa Monica
P 1 an international fitness promenade Pier e.termld. is
anchor in Santa Rancho La Ballona fa the sown of port of call for LOS craze on Santa
Monica Ha, land rants. Santa Monica. Angeles onfil 190.3. opens. centennial.
Y g 9 Monica State Beach.
City named Commerdal and The City of Santa The first pilots to Douglas Aircraft P.0oc cork opens, ken sense,
'Santa Monica', tourism oppodunilies Monica is fly around the builds military bringing back the first Square and
boom. Incorporated, world lake off aircraft of the fullscale amusement Tongvo Park
from Clover Plod. Santa Monica park on the Pler since open.
Airport. the 1930's.
Area divided Into
Rancho San Vicente y
Santa Monica, C
Col. Robert S. Baker A
City named Commerdal and The City of Santa The first pilots to Douglas Aircraft P.0oc cork opens, ken sense,
'Santa Monica', tourism oppodunilies Monica is fly around the builds military bringing back the first Square and
boom. Incorporated, world lake off aircraft of the fullscale amusement Tongvo Park
from Clover Plod. Santa Monica park on the Pler since open.
Airport. the 1930's.
Government and Administration
The City of Santa Monica was incorporated on November 30, 1886 and subsequently adopted a City Charter
in 1945. In 1947, a Council- Manager form of government was established following a vote of the City's
residents and approval by the California legislature.
The City Council consists of seven members elected by the community at large to four year terms. Elections
are held every two years, at which time either three or four Council members are elected. The Council selects
from its members the Mayor, and appoints a City Manager to administer the affairs of the City, as well as a
City Attorney and a City Clerk. The City Council also serves as the governing bodies for the Santa Monica
Redevelopment Successor Agency and the Housing and Parking Authorities.
Quick Facts
1980
9990
2000
2019
80,000
Population in Santa Monica
86,905
82,000 :84,000 86,000 88,000
6, 7 %population increase from 2000 to 200 0 Census
Source: U.S. Census Bureau, Census 2010
Educational Attainment: 64% bachelor's degree or higher
Percentage of Homeowners: 27.9%
Percentage of Family Households: 37.2%
Source: U.S. Census Bureau, Census 2010. — American Community Survey
The Local Economy
89,736
90,000
�- Age DIshibu8on In 2010
W Elan A,:40.1 Vea.of Age
h'i ?1:V3 (lNYIdY /mnEO'l lk �WS�ar/�Sk Lbn
A,,Guuc
uos
US-19
.2064
.65,
Median Family Income: $107,660
Percentage of Renters: 72.1 %
Percentage of Nonfamily Households: 62.8%
Santa Monica has a strong, diverse economy. Known as "Silicon Beach ", local businesses are at the leading
edge of the nation's creative economy and Internet technology - related startup companies. Santa Monica
offers Class A office space with access to a nationally recognized high speed fiber optic network to global
financial, marketing, entertainment, Internet, and software development companies. Principal local
employers are in the fields of education, municipal government, technology, health care, policy and
research.
12
Employers and employees are drawn to the area's cultural, artistic, and
recreational amenities. Tourism is a key piece of the local economy. Santa
Monica attracts visitors from around the world as well as millions of
day- trippers. Over six and a half million people visit the City each year from
outside Los Angeles County for pleasure, vacation, or business.
These visitors spend over $1.3 billion annually, generating retail sales and
transient occupancy taxes for the City. Nearly 12,000 jobs within the City are
supported by the tourist industry. The City's 36 hotels, with more than
3,800 rooms, typically operate with occupancy rates above the 80% range on
an annual basis. Room rates are among some of the highest in Los Angeles
County.
Retail plays a major role in Santa Monica's economy. Santa Monica is home to
a number of distinctive shopping districts. In the heart of Downtown, the
open -air Third Street Promenade and Santa Monica Place draw locals and
visitors. South of the Civic Center are the Main Street and Pico Boulevard
districts, with eclectic shops, art, antiques, exotic cuisines, performance venues,
and fine dining. On the north end of town, numerous boutiques and trendy
restaurants line Montana Avenue.
Tourists, shoppers, and employees significantly boost the daytime population to
an estimated 250,000 people.
Schools and Health Care
The highly -rated Santa Monica - Malibu Unified School District serves both Santa Monica and Malibu residents.
The district's 2012 Growth Academic Performance Index (API) score was 859, well above the state target.
There are ten elementary schools, two middle schools, three high schools and an alternative K -8 school in the
district.
Santa Monica College (SMC), a two -year community college, serves 34,000 full -time and part-time students on
several campuses and offers more than 90 fields of study. The college is the leader among the state's
112 community colleges in transferring students to the University of California, University of Southern California,
and other four -year campuses.
Sana Monica is also home to two renowned and respected health facilities, Saint John's Health Center and
Santa Monica -UCLA Medical Center.
13
v
3
j
i
f
3
v
2 T F
The assumptions used in preparing the FY 2013 -15 revenue budget are based on a review of information
concerning the national, state, regional, and local economies. A wide range of data was used from
respected sources, including the UCLA Anderson Forecast, the Los Angeles Economic Development
Corporation (LAEDC), Bloomberg News, and economic analyses from various other respected sources.
National Economy
The U.S. economy emerged from the recession Real GDP Growth vs. Unemployment
several years ago, but the recovery has been one Real GDP Unemployment
of the slowest on record. Economic growth has 12.094
been hovering around 27o annually for the last 8.0%
three years, well below the 47o-67o growth rates 4.00
typical of prior recoveries. Growth is expected to 0.0%
ramp up slowly over the next two years. A recent -4.0°0/
survey of economists conducted by Bloomberg -8.00
projects growth at 2.7% in 2014 and 3% in 2015. 2007 2008 2009 2010 2011 2012 2013 2014 2015
However, the impacts of the Federal budget (0 (0 (0
sequestration, higher payroll taxes and taxes on Soume.Bloomberg'UCLAAndemon Fomcast
upper income households, the weak European
economy, and implementation of the Affordable Care Act, will all keep growth from accelerating faster in the
short term. Consumer spending is showing signs of slowing after several strong quarters, but is expected to
pick up again, reflecting strength in the housing and automobile sectors. The employment situation is also
slowly improving. The April 2013 unemployment rate was 7.5% as the economy added an average of 181,000
jobs per month in 2012. A similar increase is expected in 2014. However, even with this level of job creation,
the unemployment rate is not expected to fall below 7% until 2015.
The housing market is showing a rebound. The most recent S &P /Case - Shiller index of home prices in 20 cities
reported an 8.1% year over year gain for the period ending January 31, 2013. Data from the National
Association of Realtors (NAR) showed that February existing home sales were up 10.251. from a year earlier and
median prices rose 11.6% over the same time period. Further increases are projected for at least the next two
years.
U.S. Existing Home Sales
2006 2007 2008 2009 2010 2011 2012 2013 2014
(0 (0
Soume: NationalAssociation of Realtors
15
There is some uncertainty regarding future
inflation rates. The Bloomberg forecast projects
continuing low inflation rates of 1.9% in 2013,
2.1% in 2014, and 2.2% in 2015. However, the
UCLA Anderson School Forecast projects a bit
higher inflation by 2015 due to increased
housing prices, the impact of Fed monetary
policy, and some wage pressure resulting from
a shortage of skilled labor. While the effect of
oil price increases on the U.S. economy has
been minor so far, the continued uncertainty
and unrest overseas could eventually dampen
economic growth. Additionally, Federal
stimulus polices which have helped spur the
economic recovery have also significantly
increased the Federal budget deficit and national debt, which could lead to a contraction in the economy if
not dealt with in the next few years. State and local government deficits may also be a drag on the economy
over the next several years.
In summary, the economy continues its mild expansion. Consumer spending continues to be strong, although
business investment is still somewhat erratic. Sustained job growth is continuing, but at a slow pace. The stock
market surpassed its high points prior to the recession and has reached record levels. However, the pace of
economic growth is still relatively slow, unemployment is still high despite job creation, inflation has the
potential to increase, and the national debt looms as a potential roadblock to sustained economic recovery.
State Economy
The California economy, like the nation's, has begun to California Housing Market
grow at a slow, but steady pace, and further
acceleration is expected over the next two years. The Ingle Family Home Resales in Thousands
UCLA Forecast projects economic growth (as Median Price e In Thousands
measured by employment increases) will be 1.6% in 800 $600
2013 and then 2.370 and 2.4% in 2014 and 2015 600 $400
400
respectively. Unemployment fell to 9.0% in April 2013 200 $200
and is expected to decrease to 8.47o in 2014 and 7.2% 0 $0
in 2015, still above the national average. Real personal 2005 2006 2007 2008 2009 2010 2011 2012 2013
income is projected to grow by 1.4% in 2013 followed M
by higher growth rates of 3.6% in 2014 and 3.37o in 2015. Source: California Association of Realtors
The housing market is also in recovery. The median
sales price of existing family homes in March was 13.7% higher than one year earlier. The California
Association of Realtors (CAR) predicts that the number of home sales in the state will increase by 1.3% for the
entire year after a 5.1 % increase in 2012. Median sales prices will increase by about 5.7% in 2013 on top of a
10.9% increase in 2012. However, the projected 2013 median price of $335,000 is still 407o below the peak of
$560,300 in 2007. It will likely be years before that level is seen again. The worst also seems to be over for the
commercial real estate market as vacancy rates are decreasing and asking rents appear to be on the rise.
9
5
1
-a
-7
-T
_1E
California Taxable Sales &
Personal Income
°Taxable Sales Real Personal Income
a
0
a
x
2006 2007 2008 2009 20C 2011 204 2075 20U 2015
source: UCLA Anderson Forecast M (h M
Tourism has experienced a strong recovery and
statewide sales taxes have also rebounded sharply in
the last three years to pre- recession levels with fourth
quarter figures up 6.1 % from the prior year after adjusting
for anomalies. Increases over the next three years are
projected to be moderate, ranging from 3% to 4% per
year. Personal income is projected to increase over the
next two years by the highest rates since 2006. Taxable
sales have exceeded pre- recession levels.
One of the biggest threats to the California economy in the last decade has been huge State budget deficits.
However, the Governor's proposed FY 2013 -14 budget provides a balanced budget primarily due to spending
reductions and new revenues from Proposition 30. While many local governments are still experiencing
hardships, the worst appears to be over due to the improved economy. However, pension and health care
costs still pose significant threats in the future.
V
Local Economy
Santa Monica benefits from a more
diversified tax base than many cities.
For example, the City's five major tax
sources, Transient Occupancy (TOT),
Sales, Property, Utility Users, and Business
License, each make up between 9%
and 16% of General Fund revenues. In
many cities, sales and property taxes
alone account for up to 60% of
revenues. Most of these tax sources are
economically driven and were
significantly impacted by the recession.
However, all have recovered to some
extent over the last three years.
# of Transfers
2,000
IWO
l000
500
.0
City of Santa Monica Property Transfers
Average Taxfrmnsfer
$6,000
$4,000
$2,000
2003 -04 2004 -05 200506 2006 -07 2007-08 2008 -09 2009 -W 2010 -11 2MV
s Number of Transfers Average Tax Per Transfer
Source: Counryof LO Angeles Regsvar Recomer
The real estate market was impacted by the recession, but Santa Monica did not see the same level of price
depreciation as other areas. The number of property transfers did decrease significantly over a five year
period beginning in FY 2003 -04 and reached the bottom in FY 2008 -09 at the lowest level for which records are
available. However, the rate of transfers has stabilized in the last three years and the average transfer amount
has moved up sharply, resulting in assessed value increases, which eventually translate into property tax gains.
Sales tax receipts, which declined for two consecutive years due to the recession and the temporary closure
of Santa Monica Place, also recovered sharply, growing nearly 25% over the last three fiscal years. Growth is
expected to be moderate going forward. Additionally, Santa Monica voters approved Measures Y and YY,
implementing a one -half cent local sales tax in November 2010, which has generated nearly $13 million per
year in new revenues since implemented, half of which is paid to the school district for the use of certain
school facilities.
Tourism, which provides a strong stimulus to the local economy by creating jobs and producing revenues, has
rebounded sharply from recession declines with FY 2012 -13 expected to be the third straight year of near
double digit growth.
The improvements to the local economy have pushed tax revenues above pre- recession levels. However,
long term growth rates for General Fund revenues are projected to grow rather modestly, averaging about
2.5% annual growth over the next five years. A discussion of local taxes follows the Citywide Budget overview.
IVA
Total FY 2013 -14 City Revenues — $522.5 million
Total FY 2014 -15 City Revenues — $503.3 million
Total projected City revenues for FY 2013 -14 are $522.5 million, a 3.9% decrease from the FY 2012 -13
estimated actual. The $21.2 million decrease reflects one -time revenues received in the prior year.
Fines and
Forfeits
$15.1
3%
Licenses
Permits
$34.1
7%
estments &
Rents
$11.5
2%
Other
$15.5
3%
FY 2013 -14 Citywide Revenues by Category (in millions)
Revenues in FY 2014 -15 are projected to be $503.3 million, $19.2 million or 3.7% less than in FY 2013 -14. The
decrease reflects less Big Blue Bus capital grant revenues and Miscellaneous Grants revenue.
Inter -
-mmental
-- :�"'' "�
.�^� rr' rm,.:
$33.0
7%
'�� �..
� ��?s1.'� .�,:"�"- �x�.,`'
..
Fines and Forfeits
$15.1
investments&
W-ww-109'Licenses & Permits
,.. Rents
-wil $35.6 `` - $122
7 %2' 2%
$14.1
3%
FY 2014 -15 Citywide Revenues by Category (in millions)
IN
$6.6
1%
Taxes
$44.3
9%
Total FY 2013 -14 Proposed City Budget — $520.9 million
Total FY 2014 -15 Proposed City Budget — $527.7 million
The FY 2013 -14 proposed budget includes
$520.9 million in expenditures, net of transfers and F
reimbursements, for all funds. This amount Otv
represents a 5.6% decrease over the revised $3:
budget for FY 2012 -13, primarily due to decreased 7;
capital spending and dissolution of
redevelopment.
The FY 2014 -15 proposed budget includes
$527.7 million in expenditures, net of transfers and
reimbursements, for all funds. This amount represents
an increase of 1.37o from FY 2013 -14, primarily due to
increased General Fund expenses, primarily from
salaries and wages.
ind
FY 2014 -15 Citywide Expenditures by Fund
The difference between Citywide revenues and expenditures is due to disparities in timing between
revenues and expenditures for capital projects. Other reserves and assignments are also used to fund the
Capital Projects.
As in previous years, City revenues are subject to changes in economic conditions, State budget actions,
and legislative changes.
MI
a
General Fund Budget
FY 2013 -14 Proposed General Fund Revenues — $306.0 million; Expenditures $306.1 million
Total FY 2013 -14 total General Fund revenues are projected to be $306 million, which is $17.3 million, or 5.4%
less than the FY 2012 -13 estimated actual, reflecting one -time funds received in FY 2012 -13. The General Fund
Operating Budget for FY 2013 -14 is $283.9 million and Capital Improvement Projects add an additional $22.2
million, for a total General Fund budget of $306.1 million. Operating expenditures increase $9.9 million or
3.6 %, over the FY 2012 -13 revised budget. For FY 2013 -14, prior year revenue surplus will fund the difference
between expenditures and revenues.
Where does the General Fund money come
from in FY 2013 -14 (in millions)
All Other Invest)
$5.4 Rents
27. _ ® ®- $10.1
Where does the General Fund money go in
All
9
Capital
$22.2
7%
FY 2013 -14 (in millions)
FY 2014 -15 Proposed General Fund Revenues — $314.8 million; Expenditures $311.3 million
Total FY 2014 -15 General Fund revenues are projected to be $8.8 million, or 2.9% more than in FY 2013 -14,
primarily due to increased local tax revenues ($5.9 million), revenues from licenses and permits ($1.5 million),
charges for services ($0.6 million), rentals ($0.4 million), and investment income ($0.4 million). The General
Fund Operating Budget for FY 2014 -15 is $293.1 million and Capital Improvement Projects add an additional
$18.2 million, for a total General Fund budget of $311.3 million. Operating expenditures increase $9.1 million,
Where does the General Fund money go in
AIIU -
$24.
8%
Capital
$18.2
6%
City Council, City Manager, Records & Election Servic
City Attorney. Human Resources and Intormatlon Systems.
FY 2014 -15 (in millions)
20
�•- -•
The City's Biennial Budget is informed by a five year forecast completed for each of the City's funds. The
General Fund forecast essentially acts as a risk assessment tool that contemplates the impact of best case,
probable, and worst case scenarios on the City's budget; the budget is based on the probable case. The
three scenarios show the effects of slightly higher revenues in the best case, to impacts of potential
redevelopment clawbacks in the worst case. Included in all the scenarios are increases in healthcare,
pension and workers' compensation costs, and the need for the General Fund to assume costs previously
funded by Redevelopment. In January 2013, Council directed staff to implement a budgeting strategy that
would allow our fund balance to withstand these risks and maintain its healthy reserves, as follows:
• Limit the growth of total compensation costs
• Find efficiencies and increase cost recovery to lower the General Fund net expenditure baseline by 5%
This budget document achieves a combination of increased cost recovery and expenditure savings totaling
3.7% of the General Fund budget in FY 2013 -14 and 5% in FY 2014 -15. This is done through a combination of
changes in the way we do business, elimination of vacant positions and reductions in overtime, return on
investment projects, enhanced tax compliance, and updated fees based on a recently - completed
comprehensive fee study.
The growth rate for total compensation in the Biennial Budget reflects the rate of the consumer price index,
which is also similar to the average rate of projected revenue growth (approximately 2.5 %). Labor
negotiations were ongoing as of the publication of this document.
Other Funds
In addition to the General Fund, the City budget includes a number of funds that are either self sustaining or
subsidized. In the FY 2013 -15 Biennial Budget, the Wastewater Fund forecast indicates that there are
adequate reserves for the next two years.
The Big Blue Bus Fund is also showing a stable forecast as the department has reduced overtime and materials
and supplies budgets and increased cost recovery on contractual services.
The Resource Recovery and Recycling Fund is anticipated to experience a structural deficit in FY 2014 -15
unless a rate increase is implemented. Staff will complete a rate study upon the completion of the Zero Waste
Master Plan and will return to Council in the second quarter for FY 2013 -14 to present proposed rates.
The Water Fund has sufficient revenue to cover current operations and a rate increase will not be necessary
for FY 2013 -14. A rate study will commence in FY 2013 -14 after the Sustainable Water Master Plan is completed
in order to include financial impacts identified in the Plan and ensure financial sustainability of the Fund.
The subsidies from the General Fund to the Cemetery and Pier Funds, is anticipated to decrease by $400,000
in FY 2013 -14 due to expenditure efficiencies, increased revenues and changes in capital project scheduling.
The Civic Auditorium will discontinue full operation on June 30, 2013. Council will be considering potential
interim uses of the facility in June 2013.
The Housing Authority Fund will require General Fund subsidies of $120,000 and $290,000, respectively during
each year of the biennial budget due to the loss of Redevelopment funding and reduction in HUD funding.
21
Citywide Total Compensation
Total compensation, which includes employee salaries, pension contributions, health care and workers'
compensation costs, makes up 55% of the City's overall budget, and 72% of the General Fund operating
budget. The rising cost of healthcare, and the need to supplement low- performing CalPERS pension portfolios
with higher contributions, drive our total compensation cost growth rate to a level that is approximately
double our revenue growth rate. To accommodate healthcare, pension, and workers' compensation
increases, the cost of living adjustment (COLA) for employees must consider the total compensation package
and not just salary. The table below details these increases by component.
% Annual Increase FY 2013 -14 FY 2014 -15
Health Insurance' 14.0% 14.0%
Retirement2 4.09% 1.83%
Workers' Compensation 7.5% 7.5%
Does not reflect increases associated with the implementation of the Patient Protection and Affordable Care Act. Amount is subject
to change pending new agreements with insurers.
3 Does not reflect increases associated with recent ColPERS Board- approved actuarial adjustments which begin in 2015.
Pension Contributions
The City's defined benefit pension plan, Santa
Monica Public Employees' Retirement Plan,
provides retirement and disability benefits,
annual cost of living adjustments, and death
benefits to plan members and beneficiaries.
The plan is part of the Public Agency portion of
the California Public Employees Retirement
System (CaIPERS), which acts as a common
investment and administrative agent for
participating public employers within the State
of California. Active full time employees in the
plan reimburse the City for a portion of the
costs. Detail of gross projected pension plan
costs for FYs 2013 -15, offset by employee
reimbursements, is outlined to the right.
FY 2013 -14 FY 2014 -15
Gross Pension Cost
$ 43,941,413
$ 45,254,083
Employee Contributions
10,466,373
10,696,892
Net Pension Cost to the City
$ 33,475,040
$ 34,557,191
All Other Funds
Gross Pension Cost
$ 12,574,344 $ 12,909,047
Employee Contributions
4,040,324 4,101,898
Net Pension Cost to the City
$ 8,534,020 $ 8,807,149
I Total Gross Pension Cost
Total Employee Contributions
Total Net Pension Cost to the
22
$ 56,515,757
14,506,697
$ 42,009,060
$ 58,163,130
14,798,790
$ 43,364,340
Local Taxes represent approximately General Fund Revenues
two - thirds of projected General Fund
Real Property Diversified Tax Base
revenues. Five of these tax sources,
Transfer Taxes AII Other Non-
Transient Occupancy Taxes (TOT),
2% Tax
Sales Taxes, Property Taxes, Utility
Parking Facility / 32%
Users Taxes (UUT), and Business
taxes J
License Taxes, account for
37
$191.9 million out of the $212.7 million
Businaxesenses
in local taxes projected to be
?axes
9%
received in the next fiscal year. The
Utility Uses Property Taxes
remaining tax revenues are from
Taxes,: a%
Parking Facilities Taxes, Real Property
toy
Transfer Taxes, Vehicle License Fees,
and Condominium Taxes. The
transient
projections reflect a prudent
Occupancy sales and use
approach to forecasting using
Taxes - Taxes
standard methodologies such as
147 16%
trend analysis, known extraordinary
circumstances, fiscal impacts of legislative
changes, outside consultant forecasts, and professional judgment,
to arrive at the revenue projections.
Overall, the projections assume mild economic growth resulting in
revenues trending up, but at lower rates
than during the recession recovery period of the last three years.
Listed below are the basic assumptions used to develop the revenue forecast for the major tax accounts
based on information known at this time. Many unknown variables, including economic shifts and unforeseen
state legislative changes, could affect the ultimate amount of monies actually received.
Property Taxes —14% of General Fund Revenues
The housing market has rebounded and is showing growth. The number of transfers in FY 2012 -13 is expected
to be the highest in seven years and may approach long -term historical averages during this budget cycle.
The commercial real estate market appears to have also begun a recovery resulting in decreased office
vacancy rates and stabilized rental rates. However, it is expected to be some time before property value
growth approaches historical levels. It is anticipated that the assessed value growth in Santa Monica will be
3% in both FY 2013 -14 and FY 2014 -15.
Revenue from unsecured property taxes (such as airplanes) is projected to remain relatively flat throughout
the forecast period. The stabilizing real estate market has also resulted in a decline in delinquent tax receipts.
Additionally, in FY 2012 -13 the City began receiving residual and pass- through payments from Redevelopment
Property Tax Trust Funds (RPTTF) due to the dissolution of Redevelopment. Projected residual revenues in
FY 2013 -14 and FY 2014 -15 do not include the impact from future City paybacks.
Sales Taxes --16% of General Fund Revenues
Sales taxes have returned to pre- recession levels, reflecting the recovering economy and the impact of the
renovated Santa Monica Place Mall. Additionally, revenues from the voter - approved one -half cent
Transaction and Use Tax have been higher than originally projected. Growth rates are expected to grow
moderately, by 2.4% in FY 2013 -14, reflecting the loss of several large tax generators, and then by 3.7% in
FY 2014 -15.
23
Transient Occupancy Taxes —14% of General F=und Revenues
Tourism has recovered strongly from the recessionary declines. Transient Occupancy Tax (TOT) revenues in
FY 2011 -12 finally reached the pre- recession peak of FY 2007 -08, reflecting annual growth rates averaging
nearly 11 % over the last three fiscal years. Occupancy rates have reached what is considered "full
occupancy" and average room rental rates have risen sharply. Based on information provided by
PKF Consulting and the Santa Monica Convention and Visitors Bureau, the rate of growth is expected to
moderate significantly over the next two years, to 3.5% in FY 2013 -14 and 3% in FY 2014 -15. No new properties
are anticipated to come on -line in the next two fiscal years.
Utility Users Taxes —10% of General Fund Revenues
Utility Users Taxes are projected to continue their trend of the last few years and remain relatively flat over the
next two years. Modest increases from electrical, natural gas, and cable television services are projected to
be offset by decreases in taxes from telecommunications services, reflecting a shift of consumer use to more
internet based, non - taxable services. Taxes from electric, gas, and cable television utilities are primarily driven
by rate changes by Southern California Edison, Southern California Gas Company, and Time Warner Cable,
respectively. Taxes from water and wastewater services reflect Council- approved utility rate increases in
these areas.
Business License Taxes — 9% of General Fund Revenues
As with most other local taxes, business license taxes recovered in FY 2011 -12, growing 37o after two years of
decreases. FY 2012 -13 revenues are expected to approach the pre- recession peak. Continued growth of
2.4% per year is expected in FY 2013 -14 and FY 2014 -15. This is less than historical averages as the overall local
economy is expected to show tempered growth. Additionally, several large taxpayers have left the City.
There is a potential for revenue increases reflecting the impact of an amnesty program conducted in
FY 2012 -13 and from compliance actions, such as business license discovery and audits.
Parking Facility Taxes — 3% of General Fund Revenues
Parking Facility taxes were also impacted by the recession as FY 2009 -10 revenues decreased by 1.0% from
FY 2008 -09, the first decrease since the tax was implemented. Revenues recovered significantly in FY 2010 -11
and FY 2011 -12, as a result of pricing revisions in the City -owned structures. As with other City taxes, growth is
expected to slow slightly, resulting in annual revenue increases of 2% in FY 2013 -14 and FY 2014 -15.
Real Property Transfer Taxes — 2% of General Fund Revenues
Recessionary economic conditions significantly reduced property turnover in the City. The number of transfers
in FY 2008 -09 was the lowest since the City implemented its own tax in FY 1992 -93, and 60% less than the peak
year. Activity slowly increased in FY 2009 -10 and has picked up sharply in FY 2012 -13 as year -to -date transfers
through February are 40% more than for the same period in the previous year. FY 2012 -13 revenues are
expected to be the highest since FY 2006 -07. However, the number of transfers is still low compared to past
peak periods, and a good portion of this year's increase can be contributed to pent up demand built up over
the last few years. Also, FY 2012 -13 revenues have been skewed upward by sale of several very large
properties. Based on this, revenues are expected to drop by $1.0 million in FY 2013 -14 before beginning a
period of mild increases beginning in FY 2014 -15 as the real estate market continues its slow recovery.
24
Emerging
Boards, Commissions, neighborhood organizations, special interest groups, and individual constituents provide
regular feedback about what is going on in Santa Monica. Individuals communicate during Council
meetings, through the Government Outreach system, and the City's website, and at the annual community
meeting series Santa Monica Talks (SM Talks). The Community's input, including responses captured in the
biennial resident survey, Council's direction, and staff's ongoing assessment of community needs have led to
the development of eight Emerging Themes. These items represent quality of life matters that the City will
address in each year of the 2013 -2015 biennial budget.
Public Safety and Crime Reduction
Protecting public safety, reducing crime and the fear of crime is a core City service. Compared to calendar
year 2011, there was an 11% increase in crime in 2012. Even with this increase, the overall crime rate is
consistent with levels not seen since the 1950s. Still, the Police Department will continue to strengthen its patrol
force with an "All- Hands" strategy. Officers, including managers and supervisors throughout the department,
are now assigned field duties. A crime impact team has been and will continue to be employed on a full -time
basis. With new leadership, the Police Department is focusing to reduce crime, increase pedestrian and traffic
safety and decrease homelessness with greater efficiency and effectiveness.
Although gang and youth violence has decreased in recent years, the Police Department, other City
departments and community partners are working to safeguard these gains by continuing focus on youth
intervention, education and, when needed, enforcement.
Land Use
What, where and how Santa Monica will allow new growth and development in the future is a concern
shared by many. When asked directly in the 2013 survey, 43% of residents said they consider the amount of
growth and development to be a serious problem facing the City.
A number of plans and a new regulatory system will be completed in FY 2013 -15. A new zoning ordinance as
well as specific and area plans will ensure new development reflects priorities established by Council and
community benefits identified in the Land Use and Circulation Element (LUCE). Council addressed the issue of
processing the Development Agreement applications in early 2013 and identified the following priorities:
projects that generate less traffic and relatively more revenue for the City, such as hotels and auto dealers,
projects that produce a higher level of affordable housing, projects that provide a mix of unit types,
educational institutions, and projects by the same developer where sites are combined for a more
comprehensive approach.
A revised zoning ordinance, which will refine the implementation of the LUCE and clarify expectations for
development, will be before Council for adoption in December 2013. Transition of a former industrial area into
an arts and.transit- focused mixed -use neighborhood will be guided by the Bergamot Area Plan, which will be
presented to Council in July 2013. The specific plan required by the LUCE to guide the vision of the downtown
district will be complete in March 2014. The Planning and Community Development Department will process
approximately 35 pending Development Agreements.
Shared Streets
The City will increase safety for pedestrians, bicyclists and motorists as well as improve multimodal
transportation on shared streets. Staff and residents are working together to complete the Pedestrian Action
Plan by June 2014. It will identify improvements now and in the future to help make streets and sidewalks safer
for visitors and members of the community.
25
In the same month the first phase of a bike share system will be installed in the City. Over 250 bicycles will be
able to be picked up and dropped off at any of the 25 station locations. Bike sharing will link major resident
and visitor destinations. An additional 150 new bike parking spaces will be completed by December 2015.
Five new miles of bicycle lanes, routes, sharrows and off - street recreational paths will fill gaps in the current
bicycle network.
Parking and Traffic Circulation
Mobility, parking and traffic circulation, including concerns about the effects of construction and
development, are top -of -mind for many residents and business owners in Santa Monica. In response to
community concerns, staff is evaluating strategies to reposition and better align the City's transportation,
parking, and enforcement functions and services within the Planning and Community Development
Department.
Development and transit strategies will achieve the long -term goal outlined in the LUCE of no net new
evening peak period vehicle trips. By September 2013, City staff will begin a pilot public car sharing program.
Conceptual planning to enhance pedestrian and transit connections, and balance use of the roadway and
improve safety on Lincoln Boulevard will be complete by June 2015. The Public Works Department will repair
seven miles of streets and roughly 45,000 sq. ft. of sidewalks each year of the two -year budget. The Police
Department will produce quarterly articles to increase awareness about traffic safety and energetically
enforce ordinances and traffic laws that have a direct connection to pedestrian, bicyclist and motorist safety.
Construction of a $20 million five -phase Advanced Traffic Management System project is underway to
upgrade traffic signals. Upon completion of Phase four of the project in 2013, 95% of City's signal system will
be upgraded. The resulting infrastructure and technology will allow the City to monitor real -time traffic and
thereby to smooth congestion and traffic flow.
Staff will carefully manage parking in town. Additional spaces are being built in downtown Parking Structure 6
and have been proposed as part of private development projects. A real -time way finding system will be
offered in 2013 to serve the downtown gateways and coastal parking lots, with changeable message signs at
the 4th /5th Street freeway exit and at the entrance to each beach lot.
The Big Blue Bus will incorporate a new fare collection system in February 2014 to improve service delivery and
make paying for bus service easier. Fifty -eight new compressed natural gas buses will go into service by
January 2014. Staff will begin to meet with the community in September 2013 to discuss ways to integrate bus
service with the arrival of Expo light rail.
An interdepartmental team is refining access options for the three Expo light rail stations, focusing attention on
first - and -last mile connectivity for Santa Monica residents and people traveling to Santa Monica. By June 2015
water, waste water, electrical and gas utilities on Colorado Avenue will be relocated. New sidewalks, curbs,
gutters, street lights and traffic signal construction will be underway and train tracks will be installed.
Construction of the three 'Santa Monica Stations - Olympic /26th Street, Colorado /17th Street, and
Colorado /4th Street - will be nearing completion.
With the arrival of the Expo light rail line in early 2016, staff will increase safety, connectivity and circulation on
the City's multimodal transportation network. Throughout the construction period and beyond, residents will
receive regular weekly updates about traffic control for construction activities in the public right -of -way
through SM Alerts! -. the City's notification system that communicates important community information and
emergency messages.
26
Homelessness
The City's response to homelessness is guided by the Action Plan to Address Homelessness in Santa Monica. In
the upcoming two -year budget, the City and local non - profit service providers will refocus efforts to identify
and house individuals known to have been in Santa Monica the longest, while re- directing individuals who are
new to the community back to resources in their hometowns. Specific measures are being coordinated
through the interdepartmental partnership of Community and Cultural Services, the Police Department, the
City Attorney's Office and the Housing and Economic Development Department in coordination with local
service providers to address new "hot spots" identified in the January 2013 Homeless Count, and to reduce
the impact of homelessness in the downtown area.
Water Self Sufficiency
Santa Monica is fortunate to be able to meet the majority of its current water needs through the local
pumping of groundwater from City wells. However, achieving 100% water self- sufficiency from local sources
would ensure a sustainable water supply to support the City's residents, businesses, and the local economy
and have regional benefits, as every drop of imported water conserved by Santa Monica reduces the
regional demand. Staff will implement its water master plan in 2013, promote conservation and greater use of
recycled water, increase local groundwater production and complete a siting analysis for the Olympic Water
Treatment Facility by June 2014. Outreach, education and, when necessary, enforcement, will be
implemented to reduce annual Citywide water demand by 1.0% in each year of the two -year budget to
bring Santa Monica closer to water independence.
Sustainability and the Environment
Santa Monica remains at the frontier of innovative waste reduction, recycling and natural resource
management. Under existing policies, the City diverts 77% of Santa Monica trash - one of the highest diversion
rates in the country. The Zero Waste Strategic Plan will guide work to strengthen current waste diversion
operations while adding new opportunities and emerging technologies. When finalized in June 2014, the Plan
will guide efforts to prevent 95% of the things the City disposes from going to the landfill by 2030.
To do this, the City will incrementally divert food waste from landfills. Plastic water bottles, cardboard, yard
trimmings and disposal of construction debris that can be recycled or reused will be mandatory. New disposal
programs will reduce commercial sector waste. Programs like bulky item pickup and options to recycle new
materials like carpets, mattresses and other textiles, will bring the City closer to zero waste generation.
The Office of Sustainability and the Environment will build upon programs to increase solar energy production.
Of the municipal fleet, 71 % of the vehicles use alternative fuels. The City will look for additional fleet
enhancements while working to advance the community -wide goal to reduce greenhouse gas emissions by
15% below 1990 levels by June 2015.
Civic Engagement
Civic engagement is about individual and collective action to identify and address issues of public concern.
Residents and businesses' input in ongoing conversations about the City drive the democratic process. In
Spring 2014, the City of Santa Monica will launch the first offering of a citizens academy to educate residents
about their local government and encourage participation in local public policy making. Residents of all
ages and backgrounds who are curious as to how the City and its partners make decisions, allocate
resources, and get things done will be encouraged to participate.
27
The citizens academy is one of many efforts to inform and educate residents about what is going on in the.
city. City TV — the City's community cable channel — provides programs about news, activities and events in
Santa Monica from their new state -of- the -art production facility. Revamped City websites make it easier to
get information online. An outreach campaign called Be Excited Be Prepared Santa Monica Constructs Its
Future provides a single place for up -to -date information on all capital projects in the city. Six issues of the
Seascape newsletter are published in the City each year. During the Fall annual community meeting series
Santa Monica Talks - residents meet face to face with City staff to share ideas and have questions answered
about what is going on in their City. For immediate connection with their local government, residents send
comments, complaints and service requests 24 hours a day, seven days a week to the Government Outreach
G 0
A system. Requests go directly to staff members, who respond to residents on average within five days.
Taken together, these resources support residents and business to be informed and active community
members.
Wellbeing
In Spring 2013, Bloomberg Philanthropies named the City of Santa Monica as one of five winning cities in its
Mayors Challenge, a contest to foster innovation in local government. The $1,000,000 prize will be used to
implement The Wellbeing Project, an effort to define, measure, and improve conditions needed for optimal
human development. The Wellbeing Project will provide the City new ways to evaluate how public goods
and services impact quality of life issues.
PQ
���I'� �► � � � ,�
Classification of Funds
The financial operations of the City are organized into funds for which budgets are prepared. These funds are
grouped into three major categories: General, Special Revenue, and Proprietary.
The General Fund is used to account for all financial resources necessary to carry out basic governmental
activities of the City that are not accounted for in another fund. The General Fund supports essential City
services such as police and fire protection, street maintenance, libraries, parks, and open space
management. Most of the General Fund is financed from tax revenues.
Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for
specified purposes.
(64) Special Revenue Source Fund — To account for various mitigation funds from developers'
agreements primarily on housing, traffic and parking areas.
(05) Charnock Fund — To account for the settlement funds received from various oil companies for
water and environmental remediation at the Charnock well field. For CAFR reporting purpose, this
fund is combined with the Special Revenue Source (04) Fund. In FY 2013 -14, the Charnock(05) and
Water(25) Funds will be consolidated into one fund.
• (06) Clean Beaches and Ocean Parcel Tax Fund —To account. for activity related to implementation
of Watershed Management Plan and the passage of Measure V in November 2006.
• (11) Beach Recreation Fund — To account for beach parking and concession revenues and
expenditures related to beach maintenance and recreation activities. In FY 2013 -14, the Beach
Recreation(1 1) and Beach House(24) Funds will be consolidated into one Beach fund.
Y (12) Housing Authority Fund —To account for the receipt and expenditure of federal funds related to
housing programs.
• (13) Disaster Relief Fund — To account for Federal and State disaster relief grants and the City's
recovery expenditures related to the January 17, 1994 Northridge Earthquake.
• (14) Tenant Ownership Rights Charter Amendment Fund —To account for filing fee and conversion tax
revenues and expenditures related to various housing programs authorized by Chapter XX of the City
Charter.
. (15) Housing Projects Fund — To account for the former assets of the Redevelopment low- and
moderate- income housing fund.
i (19) Community Development Block Grant Fund — To account for Federal entitlements under the
Housing and Community Development Act of 1974, as amended. The City Council annually allocates
CDBG funds to various programs.
.. (20) Miscellaneous Grants Fund — To account for the receipt and expenditure of miscellaneous
Federal, State and County awarded grants and special allocations provided to the City.
• (21) Asset Seizure Fund — To account for the receipt and expenditure of federal and state asset
forfeiture funds from equitable sharing programs. The federal guideline disallows a grantee to
supplant its budget with asset seizure funds. No expenditures are proposed during the budget
process. Instead, appropriations are recommended to the Council by a separate staff report when
eligible expenses are identified by the Police Department.
(22) Citizens Option for Public Safety — To account for the receipt and expenditure of the Citizens
Option for Public Safety program established by AB3229 of 1996. In addition to disallowing a grantee
to use the funds to supplant its budget, the State guideline requires a public hearing for the proposed
use of funds. Appropriations are recommended to the Council by a separate staff report after the
hearing is conducted.
• (24) Beach House Fund — To account for revenue and expenditures for operations of the Annenberg
Community Beach House. In FY 2013 -14, the Beach Recreation (11) and Beach House (24) Funds will
29
O
be consolidated into one Beach fund.
• (29) Rent Control Fund — To account for revenues and expenditures of the Rent Control Board.
Though included in the Comprehensive Annual Financial Report (CAFR), the fund is not discussed in
this document, as the budget is prepared separately for the Rent Control Board's adoption.
(43) Gas Tax Fund — To account for State and County gasoline tax allocations and any Federal funds
provided to the City for street - related purposes.
• (44) South Coast Air Quality Management District (SCAQMD) Fund — To account for the receipt of Air
Quality Management District funds and eligible expenditures.
(53) Parks and Recreation Facilities Fund — To account for funds collected under the City's Unit
Dwelling Tax. These funds are to be used for the acquisition, improvement, and expansion of public
parks, playgrounds, and recreational facilities.
Proprietary (Enterprise and Internal Service) Funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises where (a) the intent is that the costs (expenses,
including depreciation) of providing goods or services to the general public or City departments on a
continuing basis be financed or recovered primarily through user charges, or (b) the City has decided that
periodic determination of revenues earned, expenses incurred and /or net income is appropriate for capital
maintenance, public policy, management control, accountability, or other purposes.
• (25) Water Fund — To account for revenues and expenses of providing water service to the citizens of
the City. In FY 2013 -14, the Charnock(05) and Water(25) Funds will be consolidated into one Water
fund.
• (27) Resource Recovery and Recycling Fund — To account for revenues and expenses of operating
the City's refuse collection, street sweeping and cleaning, and recycling programs.
(30) Pier Fund — To account for revenues and expenses connected with management and
development of the Santa Monica Pier.
(31) Wastewater Fund — To account for revenues and expenses associated with maintaining the
sanitary sewer and storm drain systems within the City.
C (32) Civic Auditorium Fund — To account for revenues and expenses connected with management
of the Santa Monica Civic Auditorium. Effective June 30, 2013, the Civic Auditorium will cease
operations and the fund will no longer be used.
i (33/52) Airport/Special Aviation Funds — To account for revenues and expenses connected with
management of the Santa Monica Municipal Airport.
• (34) Stormwater Management Fund — To account for revenues and expenses associated with storm
water management.
• (37) Cemetery Fund — To account for revenues and expenses associated with operation of
Woodlawn Cemetery.
(41) Big Blue Bus Fund — To account for revenues and expenses related to operation of the City's
municipal bus lines.
• (54) Vehicle Management Fund — To account for user charges from other funds and expenses
related to replacement, maintenance and fueling of City owned vehicles, including specialized
mechanical equipment.
Y (55) Information Technology Replacement and Services Fund — To account for user charges from
other funds and expenses related to replacement of computer and telecommunication equipment.
C (56) General /Auto Liability Self- insurance Fund — To account for excessive insurance premiums for
general liability and automobile insurance programs; includes funds associated with defending
lawsuits and funds to pay general liability /auto claims.
Y (57) Bus Self- insurance Fund — To account for contributions from the Big Blue Bus Fund and expenses
30
related to the administration and payment of bus - related liability claims.
• (58) Risk Management Administration Fund — To account for expenses related to the administration of
Risk Management programs and the City's deductible insurance programs.
(59) Workers' Compensation Self- insurance Fund — To account for contributions from City
Departments for administration of the payment of workers' compensation claims.
(77) Parking Authority Fund — The Parking Authority is a financing authority for the City's parking
structures. The fund provides capital funding for new and improved parking facilities primarily in
downtown Santa Monica.
Three other fund types that are included in the City's Comprehensive Annual Financial Report are not
budgeted for various reasons:
Fiduciary Funds, are used to account for resources held for the benefit of parties outside the City. The fund
resources are not available to support City programs and therefore they are not budgeted.
• (77) Private Purpose Trust Fund — To account for the distribution of assets of the dissolved
Redevelopment Agency of the City of Santa Monica.
(80) General Trust Fund — To account for payroll withholding due state and federal agencies, EIR
monies deposited by developers and other resources held in trust for the benefit of parties outside the
City.
• (801) Street Light Fund —To account for collected payments of street assessments.
Permanent Funds, which consist of Cemetery Perpetual Care (82) Fund and Mausoleum Perpetual Care (89)
Fund, are used to report resources that reflect only earnings, not principal, to be used for City programs.
Earnings from these two funds are transferred to the Cemetery Fund to support the cemetery operations.
While the two perpetual care funds are not budgeted, the Cemetery Fund budgets the transfer amounts.
Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general
long -term debt principal and interest.
Fund Balance Projections
The following section shows fund balance projections for each year of the biennial budget in the three major
categories: General Fund, Special Revenue funds, and Proprietary (Enterprise and Internal Service) funds.
Funds are budgeted to maintain a positive balance on a yearly basis. In the cases where budgeted
expenditures exceed revenues, this indicates one -time capital projects where expenditures are funded from
prior years revenue held in reserve for this purpose, except in the case of the Housing Authority and Cemetery
funds, which require General Fund operating subsidies.
31
32
Projected
6/30/2014
Ending
FY 2013 -14
FY 2013 -14
Projected
Fund Category/Type
Fund
Budgeted
Budgeted
Operating
Fund
Balance
Revenues
Expenditures
Transfers a
Balance
Change $
Change %
GENERALFUND
(01) General °
14,317,925
305,997,497
(306,014,598)
(121,090)
14,179,734
(138,191)
-1.0%
SPECIAL REVENUE FUNDS
-
(04) Special Revenue Source
10,642,864
3,562,835
(3,461,644)
-
10,744,055
101,191
1.0%
(05) Charnock b
-
-
-
-
N/A
(06) Clean Beaches / Ocean Parcel Tax
3,860,348
2,994,600
(4,358,323)
(856,724)
1,639,901
(2,220,447)
-57.5%
(11) Beach Recreation
7,006,745
12,483,419
(13,183,431)
-
6,306,733
(700,012)
-10.0%
(12) Housing Authority
117,072
17,606,670
(17,844,832)
121,090
-
(117,072)
- 100.0%
(14) TORCA
1,057,187
107,000
(1,014,580)
-
149,607
(907,580)
- 85.8%
(15), Housing Projects °
6,736,978
2,200
(450,000)
-
6,289,178
(447,800)
-6.6%
(19) CDBG
151,801
1,984,644
(2,136,445)
-
-
(151,801)
- 100.0%
(20) Miscellaneous Grants
(2,637,844)
16,552,377
(10,495,763)
-
3,418,770
6,056,614
N/A
(22) Citizens' Option for Public Safety
122,100
(100,000)
-
22,100
22,100
N/A
(24) Beach House c
-
-
-
-
-
-
N/A
(43) Gas Tax
431,103
2,403,940
(2,751,240)
-
83,803
(347,300)
- 80.6%
(44) SCAQMD AB2766
632,192
114,000
-
-
746,192
114,000
18.0%
(53) Parks and Recreation Facilities
78,000
26,000
-
-
104,000
26,000
33.37.
ENTERPRISE FUNDS
-
(25) Water
34,881,783
22,280,397
(32,177,230)
-
24,984,950
(9,896,833)
-28.4%
(27) Resource Recovery and Recycling °
1,316,107
23,705,236
(25,616,377)
-
(595,034)
(1,911,141)
- 145.2%
(30) Pier
5,875,878
5,522,255
(9,647,123)
-
1,751,010
(4,124,868)
-70.2%
(31) Wastewater
27,433,470
20,241,704
(19,159,243)
-
28,515,931
1,082,461
3.9 %<
(32) Civic Auditorium'
-
-
-
-
-
-
N/A
(33) Airport / Special Aviation
1,018,153
5,681,701
(5,097,174)
-
1,602,680
584,527
57.4%
(34) Stormwater Management
2,645,354
2,063,262
(2,513,056)
856,724
3,052,284
406,930
15.4%
(37) Cemetery
215,693
1,421,700
(1,470,151)
-
167,242
(48,451)
-22.5%
(41) Big Blue Bus
-
95,878,084
(84,678,985)
-
11,199,099
11,199,099
N/A
(77) Parking Authority
3,528,304
25,000
-
-
3,553,304
25,000
0.7%
32
11 i
Projected 6/30/2034
Fund Category/Type Ending FY 2013.14 FY 2013 -14 Projected
Fund Budgeted Budgeted Operating Fund
Balance Revenues Expenditures Transfers 9 Balance Change $ Change
INTERNAL SERVICE FUNDS
(54) Vehicle Management
(55) Info Tech Replacement and Services
(56) General / Auto Liability Self- Insurance
(57) Bus Self- Insurance
(58) Risk Management Admin
(59) Workers' Comp. Self- Insurance
TOTAL ALL FUNDS
23,874,543
11,595,567
(8,562,376) -
- 26,907,734
3,033,191
4,153,786
2,094,874
(1,981,874)
- 4,266,786
113,000
14,421,998
3,085,000
(3,988,908)
- 13,518,090
(903,908)
2,657,315
2,530,000
(2,500,000)
- 2,687,315
30,000
448,304
2,448,322
(2,462,396)
- 434,230
(14,074)
4,157,666
9,340,000
(8,581,196)
- _ 4,916,470
758,804
12.7%
2.7%
-6.3%
1.1%
-3.1%
18_3%
a. Includes the unassigned portion of the General Fund balance; net of reserves and other assignments.
b. Beginning in FY 2013 -14, the Charnock Fund (05) combines with the Water Resources Fund (25).
c. Beginning in FY 2013 -14, the Beach Fund (11) combines with the Beach House Fund (24).
d. Following RDA dissolution in February 2012 Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low /Moderate Income Housing Funds transferred
to the Housing Projects Fund (15).
e. Resource Recovery and Recycling Fund (27) balance is pending rate increase, which is not included in revenue projection.
I. Beginning in FY 2013 -14, the City is closing the Civic Auditorium Fund (32).
g. Includes transfers between funds and transfers from fund reserves to support operations. -
19V
1 e. [��y - h ,
44 t [ t> t 1
34
Projected
Ending
6/30/2015
Fund Category/Type
Fund
FY 2014 -15
FY 2014 -15
Projected
Balance
Budgeted
Budgeted
Operating
Fund
6/30/2014
Revenues
Expenditures
Transfers 9
Balance
Change $
Change %
GENERALFUND
(01) General
13,537,372
314,768,814
(311,025,029)
(291,009)
16,990,148
3,452,776
25.5%
SPECIAL REVENUE FUNDS
-
N/A
(04) Special Revenue Source
10,744,055
4,704,047
(437,045)
15,011,057
4,267,002
39.7%
(05) Charnock °
-
-
-
-
—
-
N/A
(06) Clean Beaches / Ocean Parcel Tax
1,639,901
3,078,040
(2,193,209)
(915,434)
1,609,298
(30,603)
-1.9%
(11) Beach Recreation `
6,306,733
11,909,270
(12,504,540)
-
5,711,463
(595,270)
-9.4%
(12) Housing Authority
-
17,608,170
(17,899,179)
291,009
-
-
N/A
(14) TORCA
149,607
111,000
(102,910)
-
157,697
8,090
5.4%
(15) Housing Projects °
6,289,178
2,500
(450,000)
-
5,841,678
(447,500)
-7.1%
(19) CDBG
-
1,457,705
(673,700)
-
784,005
784,005
N/A
(20) Miscellaneous Grants
3,418,770
13,481,596
(12,808,089)
-
4,092,277
673,507
19.7%
(22) Citizens' Option for Public Safety
22,100
122,300
(100,000)
-
44,400
22,300
100.9%
(24) Beach House °
-
-
-
-
-
-
N/A
(43) Gas Tax
83,803
2,404,940
(2,401,240)
-
87,503
3,700
4.4%
(44) SCAQMD AB2766
746,192
114,000
-
860,192
114,000
15.3%
(53) Parks and Recreation Facilities
104,000
26,000
(130,000)
-
-
(104,000)
- 100.0%
ENTERPRISE FUNDS
N/A
(25) Watery
24,984,950
22,449,848
(29,416,575)
-
18,018,223
(6,966,727)
-27.9%
(27) Resource Recovery and Recycling `
-
24,325,776
(25,148,201)
-
(822,425)
(822,425)
N/A
(30) Pier
1,751,010
5,570,846
(7,069,731)
-
252,125
(1,498,885)
-85.6%
(31) Wastewater
28,515,931
20,727,443
(18,875,624)
-
30,367,750
1,851,819
6.5%
(32) Civic Auditorium'
-
-
-
-
-
-
N/A
(33) Airport / Special Aviation
1,602,680
5,941,287
(5,097,104)
-
2,446,863
844,183
52.7%
(34) Stormwater Management
3,052,284
2,067,087
(2,565,765)
915,434
3,469,040
416,756
13.7%
(37) Cemetery
167,242
1,457,245
(1,531,610)
-
92,877
(74,365)
- 44.5%
(41) Big Blue Bus"
11,199,099
69,594,801
(93,923,541)
13,129,641
-
(11,199,099)
-100%
(77) Parking Authority -
3,553,304
27,000
-
3,580,304
27,000
0.80/
34
INTERNAL SERVICE FUNDS
(54) Vehicle Management
(55) Info Tech Replacement and Services
(56) General / Auto Liability Self- Insurance
(57) Bus Self- Insurance
(58) Risk Management Admin
(59) Workers' Comp. Self- Insurance
TOTAL ALL FUNDS
Tti 7:
Ending
11,571,284
6/30/2015
Fund
FY 2014 -15 FY 2014 -15
Projected
Balance
Budgeted Budgeted Operating
Fund
6/30/2014
Revenues. Expenditures Transfers 5
Balance
$ Change %
26,907,734
11,571,284
(14,326,452)
- 24,152,566
(2,755,168)
-10.2%
4,266,786
2,134,815
(1,994,865)
- 4,406,736
139,950
3.3%
13,518,090
3,100,000
(3,810,903)
- 12,807,1'87
(710,903)
-5.3%
2,687,315
2,535,000
(2,500,000)
- 2,722,315
35,000
1.3%
43'4,230
2,705,078
(2,717,764)
- 421,544
(12,686)
-2.9%
4,916,470
10,050,500
(8,768,673)
- 6,198,297
1,281,827
26.1%
a. Includes the unassigned portion of the General Fund balance; net of reserves and other assignments.
b. Beginning in FY 2013 -14, the Chamock Fund (05) combines with the Water Resources Fund (25).
c. Beginning in FY 2013 -14, the Beach Fund (I1) combines with the Beach House Fund (24).
d. Following RDA dissolution in February 2012, Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low /Moderate Income Housing Funds
transferred to the Housing Projects Fund (15).
e. Resource Recovery and Recycling Fund (27) balance is pending rate increase, which is not included in revenue projection.
f. Beginning in FY 2013 -14, the City is closing the Civic Auditorium Fund (32).
g. Includes transfers between funds and transfers from fund reserves to support operations
h. Big Blue Bus transfer amount reflects use of available reserves to fund capital projects This amount is,unbudgeted; and does not appear in other expenditure summaries
35
36
Va%
r
c �. ,_
�,
FY2013 -14 REVENUE SUMMARY BY CATEGORY & FUND
Clean Beaches & Ocean Parcel Tax (06) 2.937.600 - - - - 57,000 - - - 2.994,600
Beach °(11) - - - 85,350 - 10,627,312 - 60.000 1,118.739 592.018 12.483,419
.Housing Authonty(12) - - - 17,578.670 - - 28.000 - - - 17,606,670
-,-- -. ,.., _ _ on ruur _ - - 27,000 - - - 107.000
Mist Grants (20)
Property
licenses&
Intergovern-
Charges for
Fines and Investment Rent Grants
Other
Budget Total
Fund
Sales Taxes Other Taxes
Taxes
Permils
mental
Services
Forfeits
-
- -
General (01)
42582,489 47,600,648 116,577,500
34,026,240
185,700
34,440,171
15,120,700 1,573,200 8,557,630
5,333,219
305,997,497
Special Revenue Source (041
- - -
-
-
491,167
- - - -
3,071,668
3,562.835
Clean Beaches & Ocean Parcel Tax (06) 2.937.600 - - - - 57,000 - - - 2.994,600
Beach °(11) - - - 85,350 - 10,627,312 - 60.000 1,118.739 592.018 12.483,419
.Housing Authonty(12) - - - 17,578.670 - - 28.000 - - - 17,606,670
-,-- -. ,.., _ _ on ruur _ - - 27,000 - - - 107.000
Mist Grants (20)
- - 2.450.557 - 13,166,820 -
_
56,000
- 879,000
16.552,377
COPS' (22)
- - 120,000
-
2,100
-
122,100
Beach Houseb (24)
- - - - -
-
- -
- -
Water' (25)
Resources Recovery and Recycling (27)
- - - -
- - - - -
21,409,269
23,094,036
- 100,000
- 77,000
- - 777,128
- 534,200
22.280,397
23,705,236
Per (30)
- - - - -
5,399,492
- 58,000
- - 64,763
5,522255
Wastewater (31)
- - - - -
19,489,596
5,000 466,108
- - 281,000
20241,704
Civic Auditorium° (32)
- - -
-
-
-
- - 2,448,322
Airpod °(33 and 52)
- - - -
5,574,851
21,500
85,350
5,681,701
Stormwater(34)
- - - - -
1,501,600
- -
- - 561,662
2,063,262
Cemetery (37)
- - - -
1,39000
-
25,500
1,421,700
Big Blue Bus (41)
41,978269 - -
17,377,040
- 268,750
- 33,142,610 3,111,415
95,878,084
Gas Tax (43)
- - - - 2,395,940
-
- 81000
- - -
2,403,940
SCAQMD(44)
- -. - - 110,000
-
- 4,000
- - -
114.000
Parks and Recreation (53) - - 25,000
-
- -
-
i,uw
-
- -
Vehicle Manogement(54) -
-
- 11,047,617
-
321,015
-
- 226,935 11,595,567
information Technology (55) - - -
-
1,981,874
113,000
- - 2,094,874
Self- Insurance General Liab /Auto (56) - -
-
- 3,000,000
-
85,000
-
- - 3,085,000
Self - insurance, Bus (57) - - -
2,500,000
-
30,000
-
- - 2,530,000
Self- insurance, Auto (58) -
- 2,448,322
-
-
-
- - 2,448,322
Self - insurance, Workers' Comp (59) - - -
-
- 9,190,000
150,000
9,340,000
- -
-
25,000
-
- - 25,000
Parking Authority (77) - - -
-
SUBTOTAL $ 42,582,489 $89,578,917 $122,070,657
$34,111,590
$35,540,774 $170,968,547
$15,125,700
$3,534,873
39,676,369
$33,142610 $15537,858 $571,870,384
Reimbursements and Transfers - - -
-
- (47,627588)
-
-
(1,701,593)
- - (49,329,181(
TOTAL $ 42582,489 $89,578917 $122070657
$34111590
$35,540,774 $123,340,959
$15,125,700
$3,534,873
$7,974,776
$33,142,610 $15,537,858 $522,541,203
8.1% 17.1% 23.47.
6.57.
6.87 23.6%
2.9%
0.7%
1.55,
639. 3.07. 100.07.
° In FY2013.14, the Chamock(05) and Water125) Funds will be consolidated into one fund.
-
° In FY2013 -)4, the Beach Recreationll p and Beoch Howef241 Funds will be consolidated into one Beach hrnd.
` Citizens'Option for Public Safety (COPS) fund.
° Effective June 30, 2013, the Civic Auditorium will cease operations.
° Includes Airyart and Special Aviation funds
37
FY2014 -15 REVENUE SUMMARY BY CATEGORY & FUND
Fund
Property
Taxes
Sales Poxes Other Taxes
licenses&
Permit
Intergovem-
mental
Charges for
Services
Tines and
Forfeit
Invesimeni
Pent Grants
Other
Budget Total
g
General (01)
44,300,864
49,339,865 119,048,01D
35,502.929
389,653
35.062,484
15,121,414
1,736,200
8,924,403 -
5,342,992
314,768,814
Special Revenue Source (04)
- 261,000
- -
Civic Auditorl(32) -
-
501,167
-
-
_ 4,202880
4,704,047
Chamock° (05)
-
-
Vehicle Management (54) - -
-
561,662
-
-
349,539
- 228,655
Clean Beaches & Ocean Parcel Tax (06)
-
3,011,040
-
-
-
118,000
67,000
-
2.134,815
3,078.040
Beach" (11)
-
-
87,911
-
10,042,352
-
68,250
1,118,739 -
592,018
11,909.270
Housing Authority (12)
-
- -
-
17,578,670
2,535,000
-
29,500
-
-
17,608,170
TORCA(14)
-
- 80,000
2705,078
-
-
-'
31,000
-
175,000
111,000
Housing Projects (15)
-
-
-
-
-
-
2,500
-
-
2,500
CDBG (19)
-
-
-
1,456,705
-
$10,043,142
(1,709,650)
$ 8,333,492
1,00D
- -
-
1,457,705
Misc. Grants (20)
-
2,451,182
-
10,964,414
-
-
66,000
- -
-
13,481,596
-
120,00D
-
-
2300
- - -
-
122,300
Beach House° (24) -
- - -
17,625,044
Watef (25) - -
- - - 21,991,542
- 115,000 -
- 343,306
22,449,848
Resources Recovery and Recycling (27) - -
- - 23,692,976
- 90.000 -
542,800
24,325,776
Pier (30) - -
- - - 5,437,640
- 68.000 -
- 65,206
5,570,846
wastewater (31) -
- - - 19,957,335-
5,000 484,108 -
- 261,000
20,727,443
Civic Auditorl(32) -
- -
-
-
Airport° (33 and 52) -
- - - 5,829,237
- 26,700 -
- 85.350
5,941,287
26,000
Vehicle Management (54) - -
-
561,662
2067,087
Big Blue Bus (41) 43.379,863 -
-
17,625,044
271,439
-
6,593.504 7,784.957
69,594,801
Gas Tax (43) - - -
-
2,395,940
-
-
9,000
-
- -
2,404,940
SCAQMD (44) - -
-
110,000
-
4,000
-
- -
114,000
Parks and Recreation (53) - - 25,000
-
-
11000
-
26,000
Vehicle Management (54) - -
-
-
10,993,090
-
349,539
- 228,655
11,571,284
Information Technology (55) - - - -
-
2016,815
-
118,000
-
-
2.134,815
Self- Insurance General Uab /Auto (56) - - -
-
-
3,000,000
-
100,000
-
- -
3,100,000
Self- insurance Bus (57) -
-
-
2,500,000
35,000
-
- -
2,535,000
Self- Insurance Auto (5B) - - -
-
-
2,705,078
-
-
- -
2705,078
Self- Insurance Workers Comp (59) - - -
-
-
9,875,500
-
175,000
-
- -
10,050,500
Parking Authority (77) -
-
-
-
-
27,000
- -
27,000
SUBTOTAL $ 44,300,864 $92,659,728 $124,615,232
Reimbursements and Transfers - - -
TOTAL $ 44,300,864 $92,659,728 $124,615,232
$35,590,840
-
$35,590,840
$33,015,382
-
$33,015,382
$174,166,792
(49,043,941)
$125,122,851
$15,126,414
-
$15,126,414
$3,877,536
-
$3,877,536
$10,043,142
(1,709,650)
$ 8,333,492
$6,593,504 $14,056,958
- -
$6,593,504 $14,056,958
$554,046,392
(50,753,591)
$503,292,801
8.8% 18.4% 24.87. 7.1%
° In FY2013 -14, the Ch=ock(05) and Water(25) Funds will be consolidated into one fund.
° In FY20 i3 -14, the Beach Recreati.rt 1) and Beach House(24) Funds will be consolidated info one Beach fund.
` Citizens Option for Public Safety (COPS) fund.
"Effective June 30, 2013, the Civic Auditorium will cease operations.
` Includes Airport and Special Aviation funds.
6.67.
24.97.
3.07.
0.8%
1.7%
1.3% 2.8%
100.051.
go
39
FY2012 -13
FY2012 -13
FY2012 -13 to FY2013 -14
FY2010 -11
FY2011.12
Revised
Estimated
FY2013.14
Change
Change
FY2014.15
FUND /REVENUE CATEGORY
Actual
Actual
Budget
Actual
Budget
Amount
Percent
Budget
GENERALFUND
Property Taxes
$ 36,048,258
$ 40,226,123
$
41,172,117
$
41,720,714 $
42,582,489
$
861,775
2.1 %
$
44,300,864
Sales Taxes
31,689,532
45,831,961
46,612,122
46,468,718
47,600,648
1,131,930
2.4
49,339,865
Other Local Taxes
103,104,849
108,433,055
113,627,000
114,502,521
116,577,500
2,074,979
1.8
119,048,010
Licenses and Permits
27,467,866
30,521,543
31,522,902
31,756,901
34,026,240
2,269,339
7.1
35,502,929
Intergovernmental
639,034
404,209
465,020
332,600
185,700
(146,900) °
(442)
389,653
Charges for Service
32,361,824
37,563,529
35,338,112
33,820,312
34,440,171
619,859
1.8
35,062,484
Fines and Forfeitures
15,952,958
15,651,820
15,054,100
15,045,000
15,120,700
75,700
0.5
15,121,414
Interest
6,481,618
3,555,401
2,004,000
2,400,200
1,573,200
(827,000)
(34.5)
1,736,200
Rentals
7,497,867
8,350,990
7,916,129
8,248,635
8,557,630
308,995
3.7
8,924,403
Other
5,080,787
144,262,485
3,490,074
29,006,482 6
5,333,219
(23,673,263) b
(81.6)
5,342,992
TOTAL GENERAL FUND
$ 266,324,593
$ 434,801,117
$
297,201,576
$
323,302,083 $
305,997,497
$
(17,304,586)
(5.4) %
$
314,768,814
a. Decrease relates to bi- annual reimbursement of election costs from L4 County,
b. FY 2012 -13 revenues reflect receipt of legal settlement funds from Boeing ($21 million)
Rent Control Board, and SMMUSD. No elections are scheduled In FY 2013 -14.
and Gillette ($2.4 million), as well as the sale of City -owned properties ($1.9 million). No payments
from Boeing or
property sales are anticipated in
FY 2013 -14.
SPECIAL REVENUE SOURCE FUND
Intergovernmental
$ -
$ -
$
-
$
- $
- -
$
N/A
$
Charges for Services
403,137
681,042
400,000
625,000
491,167
(133,833)
(21.4)
501,167
Interest
36,116
4,868
35,000
-
-
-
N/A
-
Other
1,434,955
1,900,311
14,255,625
14,723,469
3,071,668
(11,651,801) `
(79.1)
4,202,880
TOTAL SPECIAL REV. SOURCE FUND
$ 1,874,208
$ 2,586,222
$
14,690,625
$
15,348,469 $
3,562,835
$
(11,785,634)
(76.8) %
$
4,704,047
c. Decrease is due to one -time property sale (Ocean Avenue lot).
CHARNOCK FUND
Interest
$ 394,091
$ 254,425
$
-
50,000
$
- $
-
$
-
N/A %
$
-
Other
- -
4,356,698
5,154,213
28,854,225
-
(28,854,225)
(100.0)
-
TOTAL CHARNOCK FUND*
$ 394,091
$ 4,611,123
$
5,204,213
$
28,854,225 $
-
$
(28,854,225)
(100.0)7.
$
-
'Beginning in FY 2013 -14, all remaining revenues will be recorded
in the Water
(25)
Fund.
CLEAN BEACHES & OCEAN FUND
Other Local Taxes
$ 2,726,907
$ 2,783,722
$
2,880,000
$
2,880,000 $
2,937,600
$
57,600
2.0 %
$
3,011,040
Interest
70,876
79,772
89,000
89,000
57,000
(32,000)
(36.0) %
67,000
TOTAL CLEAN BCHS & OCEAN
$ 2,797,782
$ 2,863,494
$
2,969,000
$
2,969,000 $
2,994,600
$
25,600
0.9 %
$
3,078,040
39
REDEVELOPMENT FUNDS
Property Taxes
FY2012 -13
29,944,702 $
FY2012 -13
- N/A % $ -
Interest
330,634
FY2012 -13 to FY2013 -14
0 - -
- N/A -
Rent
-
PY2010 -11
- - -
FY2011.12
Other
Revised
(9,281,219)
Estimated
- N/A -
FY2013 -14
$ 77,017,986 $
Change
Change
N/A % $
FY2014 -15
FUND /REVENUE CATEGORY
which are not included in the
Actual
Actual
Budget
Actual
Budget
Amount
Percent
Budget
BEACH RECREATION FUND
Licenses & Permits
$
96,800
$
89,992
$
77,250
$
77,250
$
85,350
$
8,100
10.5 %
$
87,911
Charges for Services
7,346,455
9,544,379
9,299,990
9,299,990
10,627,312
1,327,322 de
14.3
10,042,352
Interest
84,699
57,782
139,000
70,000
60;000
(10,000)
(14.3)
68,250
Rent
278,239
278,239
278,239
278,239
1,118,739
840,500 °
302.1
1,118,739
Other
522,635
540,520
492,872
492,872
592,018
99,146
20.1
592,018
TOTAL BEACH RECREATION FUND"
$
8,328,828
$
10,510,912
$
10,287,351
$
10,218,351
$
12,483,419
$
2,265,068
22.2 %
$
11,909,270
d. Increases reflect the merging
of the Beach House and Beach Recreation Funds
in FY 2013 -14.
e. Increase in FY 2013 -14 and decrease
in FY 2014 -15 primarily
reflect Cirque du
Soleid which is anticipated to appear in Santa
Monica In altemate years.
HOUSING AUTHORITY FUND
Intergovernmental
$
16,629,811
$
16,266,746
$
16,337,026
$
16,496,691
$
17,578,670
$
1,081,979
6.6 %
$
17,578,670
Interest
33,266
19,026
45,000
30,550
28,000
(2,550)
(8.3)
29,500
Other
37,895
-
-
-
-
-
N/A
-
TOTAL HOUSING AUTHORITY FUND
$
16,700,971
$
16,285,772
$
16,382,026
$
16,527,241
$
17,606,670
$
1,079,429
6.5 %
$
17,608,170
TORCAFUND -
OtherLocalTaxes
$
132,576
$
89,508
$
100,000
$
95,000
$
80,000
$
(15,000)
(15.8) %
$
80,000
Interest
121,567
89,937
106,000
112,000
27,000
(85,000)
(75.9)
31,000
Other
161,609
85,200
-
-
-
-
N/A
-
TOTAL TORCA FUND
$
415,752
$
264,645
$
206,000
$
207,000
$
107,000
$
(100,000)
(48.3) %
$
111,000
HOUSING PROJECTS FUND
Interest
-
41,060
-
3,000
2,200
(800)
(26.7)
2,500
TOTAL HOUSING PROJECTS FUND
$
-
$
41,060
$
-
$
3,000
$
2,200
$
(800)
(26.7) %
$
2,500
REDEVELOPMENT FUNDS
Property Taxes
$ 73,735,954 $
29,944,702 $
0 $ - $ - $
- N/A % $ -
Interest
330,634
(14,706)
0 - -
- N/A -
Rent
-
-
- - -
- N/A -
Other
2,951,397
(9,281,219)
0 - -
- N/A -
TOTAL REDEVELOPMENT FUNDS"
$ 77,017,986 $
20,648,777 $
0 $ $ - $
N/A % $
- Redevelopment Funds became
private purpose trust funds,
which are not included in the
budget, upon dissolution of the RDA on February 1, 2012.
40
.®
FY2012 -13
FY2012 -13
FY2012 -13 to FY2013 -14
-
FY2010 -11
FY2011 -12
Revised
Estimated
FY2013 -14
Change
Change
FY2014 -15
FUND /REVENUE CATEGORY
Actual
Actual
Budget
Actual
Budget
Amount
Percent
Budget
COMMUNITY DEVELOPMENT BLOCK
GRANT
FUND
_
Intergovernmental
$
2,750,805
$
670,611
$
2,266,939
$
1,240,000
$
1,983,644
$
743,644
60.0 %
$
1,456,705
Interest
21,510
22,665
1,000
2,000
1,000
(1,000)
(50.0)
1,000
TOTAL CDBG FUND'
$
2,772,316
$
693,276
$
2,267,939
$
1,242,000
$
1,984,644
$
742,644
59.8 %
$
1,457,705
f. Variances primarilyreflect timing
of draw down of prior year allocations for
use on eligible projects.
MISC. GRANTS FUND
Other Taxes
$
1,299,856
$
2,149,131
$
2,095,970
$
2,095,970
$
2,450,557
$
354,587
16.9 %
$
2,451,182
Intergovernmental
6,961,174
4,393,939
12,226,216
5,209,892
13,166,820
7,956,928
152.7
10,964,414
Interest
211,944
125,407
202,000
218,000
56,000
(162,000)
(74.3),
66,000
Other
-
34,982
1,190,768
526,888
879,000
352,112
66.8
-
TOTAL MISC. GRANTS FUND"
$
8,472,974
$
6,703,458-
$
15,714,954
$
8,050,750
$
16,552,377
$
8,501,627
105.6 %
$
13,481,596
g. Variances primarily reflect the net result of timing changes
in the receipt of
awarded grant funs.
COPS FUND
Intergovernmental
$
120,544
$
211,178
$
120,000
$
120,000
$
120,000
$
-
N/A %
$
120,000
Interest
3,269
2,735
1,000
3,984
2,100
(1,884)
(47.3)
2,300
TOTAL COPS FUND
$
123,812
$
213,914
$
121,000
$
123,984
$
122,100
$
(1,884)
(1.5) %
$
122,300
BEACH HOUSE FUND
Charges for Services
$
810,761
$
1,051,570
$
716,550
$
833,000
$
-
$
(833,000)
(100.0) %
$
-
Interest
12,741
18,991
10,000
20,000
-
(20,000)
(100.0)
-
Rent
765,596
989,696
504,300
600,000
-
(600,000)
(100.0)
-
Other
2,390
7,451
-
-
-
-
N/A %
-
TOTAL BEACH HOUSE FUND-
$
1,591,488
$
2,067,708
$
1,230,850
$
1,453,000
$
-
$
(11453,000)
(100.0) %
$
-
- Beach House Fund will merge with Beach Recreation Fund
in FY 2013-14.
WATER FUND
Charges for Services
$
17,507,315
$
19,897,464
$
20,874,902
$
20,874,902
$
21,409,269
$
534,367
2.6 %
$
21,991,542
Interest
200,555
156,939
304,000
150,000
100,000
(50,000)
(33.3)
115,000
Other
356,558
400,332
321,100
321,100
771,128
450,028
140.2
343,306
TOTAL WATER FUND*
$
18,064,428
$
20,454,735
$
21,500,002
$
21,346,002
$
22,280,397
$
934,395
4.4 %
$
22,449,848
`Beginning in FY 2013 -14, all remaining
Charnock Fund revenues
will be recorded in
the Water (25) Fund.
.®
__
42
FY2012 -13
FY2012.13
FY2012.13 to FY2013 -14
FY2010.11
FY2011 -12
Revised
Estimated
FY2013 -14
Change
Change
FY2014 -15
FUND /REVENUE CATEGORY
Actual
Actual
Budget
Actual
Budget
Amount
Percent
Budget
RESOURCE RECOVERY AND RECYCLING (RRR) FUND
Charges for Services
$
21,870,554
$
22,258,738
$
22,287,418
$
22,665,340
$
23,094,036
$
428,696
1.9 %
$
23,692,976
Interest
132,490
119,485
190,000
150,000
77,000
(73,000)
(48.7)
90,000
Other
428,867
579,615
439,550
545,900
534,200
(11,700)
(21)
542,800
TOTAL RRR FUND
$
22,431,911
$
22,957,838
$
22,916,968
$
23,361,240
$
23,705,236
$
343,996
1.5 %
$
24,325,776
PIER FUND
Charges for Services
$
4,729,725
$
6,004,005
$
5,238,113
$
5,393,526
$
5,399,492
$
5,966
0.1 %
$
5,437,640
Interest
112,676
85,922
-
90,000
58,000
(32,000)
(35.6)
68,000
Other
1,677,992
318,745
45,054
51,705
64,763
13,058
25.3
65,206
TOTAL PIER FUND
$
6,520,393
$
6,408,672
$
5,283,167
$
5,535,231
$
5,522,255
$
(12,976)
(0.2) %
$
5,570,846
WASTEWATER FUND
Fines and Forfeitures
$
6,368
$
500
$
5,000
$
5,000
$
5,000
$
-
N/A %
$
5,000
Charges for Services
17,814,437
20,006,719
18,988,577
18,988,577
19,489,596
501,019
2.6
19,957,335
Interest
253,588
252,807
378,000
678,000
466,108
(211,892)
(31.3)
484,108
Other
482,129
767,355
281,000
281,000
281,000
-
N/A
281,000
TOTAL WASTEWATER FUND
$
18,556,522
$
21,027,382
$
19,652,577
$
19,952,577
$
20,241,704
$
289,127
1.4 %
$
20,727,443
CIVIC AUDITORIUM FUND
Charges for Services
$
2,603,146
$
1,667,171
$
1,368,020
$
1,111,497
$
-
$
(1,111,497)
(100.0) %
$
-
Interest
21,227
20,498
-
22,000
-
(22,000)
(100.0)
-
Other
5,030
11,310
-
-
-
-
N/A
-
TOTAL CIVIC AUDITORIUM FUND'
$
2,629,403
$
1,698,979
$
1,368,020
$
1,133,497
$
-
$
(1,133,497)
(100.0) %
$
-
'" Civic Auditorium will close full operations on June 30, 2013, and the fund will
no longer be used.
AIRPORT FUND
Charges for Services
$
3,748,673
$
3,891,716
$
4,064,885
$
4,223,374
$
5,574,851
$
1,351,477 h
32.0 %
$
5,829,237
Interest
25,018
5,603
43,000
58,676
21,500
(37,176)
(63.4)
26,700
Other
117,825
145,927
102,420
170,317
85,350
(84,967)
(49.9)
85,350
TOTAL AIRPORT FUND'
$
3,891,516
$
4,043,246
$
4,210,305
$
4,452,367
$
5,681,701
$
1,229,334
27.6 %
$
5,941,287
- Represents both Airport and Special Aviation
Funds
h. Increase primarily reflects impact of revised
landing fee rates.
42
FUND /REVENUE CATEGORY
€Y2010 -11
Actual
--
FY2011 -12
Actual
FY2012 -13
Revised
Budget
FY2012 -13
Estimated
Actual
FY2013 -14
Budget
FY2012 -13 to FY2013 -14
Change Change
Amount Percent
FY2014.15
Budget
STORMWATER MGMT. FUND
Charges for Services
$
1,185,722
$
1,438,517
$
1,455,000
$
1,498,600
$ 1,501,600
$
3,000
0.2 %
$
1,505,425
Interest
1,071
-
1,000
-
-
-
N/A
-
Other
59,966
476,746
261,662
1,461,662
561,662
(900,000)
(61.6)
561,662
TOTAL STORMWATER MGMT FUND
$
1,246,759
$
1,915,263
$
1,717,662
$
2,960,262
$ 2,063,262
$
(897,000)
(30.3) %
$
2,067,087
1. FY 2012 -13 estimated actual revenues
include receipt of one -time developer
in -lieu fees.
CEMETERY FUND
Charges for Services
$
856,141
$
1,133,990
$
1,203,332
$
1;358,185
$ 1,396,200
$
38,015
2.8 %
$
1,431,107
Interest
(36)
(1,147)
1,000
913
-
(913)
(100.0)
-
Other
11,265
114,826
-
25,000
25,500
500
2.0
26,138
TOTAL CEMETERY FUND
$
867,369
$
1,247,669
$
1,204,332
$
1,384,098
$ 1,421,700
$
37,602
2.7 %
$
1,457,245
BIG BLUE BUS FUND
Charges for Services
$
16,370,290
$
16,614,711
$
17,224,945
$
17,039,783
$ 17,377,040
$
337,257
2.0 %
$
17,625,044
Capital Grants
32,046,976
25,609,158
15,942,808
8,681,766
33,142,610
24,460,844
281.7
6,593,504
State Sales Tax Proceeds
35,834,031
38,397,690
41,908,269
41,817,896
41,978,269
160,373
0.4
43,319,863
Interest
217,220
181,808
250,000
185,957
268,750
82,793
44.5
271,439
Other
3,616,069
2,528,101
1,789,530
2,908,989
3,111,415
202,426
7.0
1,784,951
TOTAL BIG BLUE BUS FUND'
$
88,084,585
$
83,331,469
$
77,115,552
$
70,634,391
$ 95,878,084
$
25,243,693
35.7 %
$
69,594,801
j. Variances primarily reflect timing of capital grants for bus purchases and other eligible projects.
GAS TAX FUND
Intergovernmental
$
2,145,206
$
2,574,179
$
2,395,940
$
2,395,940
$ 2,395,940
$
-
N/A %
$
2,395,940
Interest
9,503
9,062
13,000
13,000
8,000
(5,000)
(38.5)
9,000
-Rent
-
_
-
-
_
_
N/A
-
TOTAL GAS TAX FUND
$
2,154,709
$
2,583,242
$
2,408,940
$
2,408,940
$ 2,403,940
$
(5,000)
(0.2) %
$
2,404,940
SCAQMD AB 2766 FUND
Intergovernmental
$
282,871
$
109,370
$
110,000
$
109,370
$ 110,000
$
630
0.6 %
$
110,000
Interest
6,442
5,804
7,000
7,000
4,000
(3,000)
(42.9)
4,000
TOTAL SCAQMD AB 2766 FUND
$
289,314
$
115,173
$
117,000
$
116,370
$ 114,000
$
(2,370)
(2.0) %
$
114,000
43
Five-Year Revenue Summary
FY2012 -13 FY2012.13 FY2012 -13 to FY2013 -14
FY2010 -11 FY2011 -12 Revised Estimated FY2013.14 Change Change FY2014 -15
FUND /REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
PARKS 8 REC FACILITIES FUND
$
25,000
(50.0)
(7.1)7.
1,000
-
$
26,000
OtherTaxes
$
25,400
$
43,960
$
16,000
$
25,000
$
25,000
$
-
Interest
1,246
1,525
2,000
2,000
11000
(1,000)
TOTAL PARKS S RECREATION
$
26,646
$
45,485
$
18,000
$
27,000
$
26,000
$
(1,000)
FACILITIES FUND
VEHICLE MANAGEMENT FUND
Charges for Services
$
10,746,229
$
8,916,773
$
10,778,822
$
10,823,822
$
11,047,617
$
223,795
Interest
264,552
203,612
434,000
385,752
321,015
(64,737)
Other
354,001
102,548
140,000
383,150
226,935
(156,215)
TOTAL VEHICLE MANAGEMENT FUND
$
11,364,783
$
- 9,222,933
$
11,352,822
$
11,592,724
$
11,595,567
$
2,843
INFORMATION TECHNOLOGY FUND
Charges for Services
$
2,142,689
$
2,156,488
$
2,072,071
$
1,966,469
$
1,981,874
$
15,405
Interest
48,278
48,608
78,000
156,000
113,000
(43,000)
Other
-
-
-
-
-
-
TOTAL INFORMATION TECHNOLOGY
$
2,190,967
$
2,205,096
$
2,150,071
$
2,122,469
$
2,094,874
$
(27,595)
REPLACEMENT AND SERVICES FUND
GEN LIABILITY /AUTO SELF- INSURANCE
FUND
Charges for Services
$
5,921,374
$
3,230,298
$
3,056,821
$
3,116,821
$
3,000,000
$
(116,821)
.Interest
148,954
119,879
202,000
130,000
85,000
(45,000)
Other
- -
-
-
1,000,870
-
(1,000,870)
TOTAL GEN LIBILITY /AUTO
$
6,070,329
$
3,350,177
$
3,258,821
$
4,247,691
$
3,085,000
$
(1,162,691)
SELF - INSURANCE FUND
BUS SELF - INSURANCE FUND
Charges for Services
$
2,922,675
$
860,000
$
2,664,919
$
2,664,919
$
2,500,000
$
(164,919)
Interest
53,168
57,087
58,000
58,000
30,000
(28,000)
TOTAL BUS SELF - INSURANCE FUND
$
2,975,843
$
917,087
$
2,722,919
$
2,722,919
$
2,530,000
$
(192,919)
44
N/A %
$
25,000
(50.0)
(7.1)7.
1,000
(3.7) %
$
26,000
2.1 % $ 10,993,090
(16.8) 349,539
(40.8) 228,655
0.0 % $ 11,571,284
0.8 % $ 2,016,815
(27.6) 118,000
N/A -
(1.3) % $ 2,134,815
(3.7) % $ 3,000,000
(34.6) 100,000
(100.0) -
(27.4) % $ 3,100,000
(6.2) %
$ 2,500,000
(48.3)
35,000
(7.1)7.
$ 2,535,000
WORKERS' COMP SELF- INSURANCE FUND
FY2012.13
FY2012.13
FY2012.13 to FY2013.14
FY2010 -11
FY2011 -12
Revised
Estimated
FY2013 -14
Change
Change
FY2014 -15
FUND /REVENUE CATEGORY
Actual
Actual
Budget
Actual
Budget
- Amount
Percent
Budget
RISK MANAGEMENT -ADMIN SELF-INSURANCE FUND
7.0 %
$
9,875,500
Interest
360,302
244,404
Charges for Services
$ 824,989
$ 1,916,028
$ 2,001,727
$ 2,001,727
$ 2,448,322
$ 446,595
22.3 T.
$ 2,705,078
Interest
33,947
9,268
46,000
500
-
(500)
(100.0)
-
TOTAL RISK MANAGEMENT-
$ 858,936
$ 1,925,296
$ 2,047,727
$ 2,002,227
$ 2,448,322
$ 446,095
22.3 %
$ 2,705,078
ADMIN
$
8,990,671
$
9,075,000
$
8,840,000
$
9,340,000
WORKERS' COMP SELF- INSURANCE FUND
Charges for-Services
$ 8,499,811
$
8,734,179
$
8,550,000
$
8,590,000
$
9,190,000
$
600,000
7.0 %
$
9,875,500
Interest
360,302
244,404
525,000
250,000
150,000
(100,000)
(40.0)
175,000
Other
9,516
12,088
-
-
-
-
N/A
-
TOTAL WORKERS' COMP
$ 8,869,630
$
8,990,671
$
9,075,000
$
8,840,000
$
9,340,000
$
500,000
5.7 %
$
10,050,500
SELF - INSURANCE FUND
PARKING AUTHORITY FUND
Charges for Services
$ 152,200
$
161,504
$
166,349
$
-
$
-
$
-
N/A %
$
-
Interest
72,250
42,627
120,000
40,000
25,000
(15,000)
(37.5)
27,000
TOTAL PARKING AUTHORITY FUND
$ 224,450
$
204,131
$
286,349
$
40,000
$
25,000
$
(15,000)
(37.5) %
$
27,000
TOTAL ALL FUNDS
$ 584,133,295
$
694,936,020
$
554,681,768
$
593,179,108
$
571,870,384
$
(21,308,724)
(3.6)%
$
554,046,392
LESS REIMBURSEMENTS
AND TRANSFERS (50,226,923) (48,520,039) (49,370,572) (49,459,189) (49,329,181) 130,008 (0.3) (50,753,591)
GRAND TOTAL $ 533.906.372 3 646.415.981 $ 505.311.196 $ 543.719.919 $ 522.541.203 $ (21.178.716) (3.9) % $ 503.292.801
DISASTER RELIEF FUND
Intergovernmental $ 997,313 $ 944,310 $ - $ 5,580,133 $ - $ (5,580,133) (100.0) $ -
Interest 23,902 7,644 - - - - N/A -
Other - - - - - N/A -
TOTAL DISASTER RELIEF FUND* $ 1,021,215 $ 951,953 $ - $ 5,580,133 $ - $ (5,580,133) (100.0) % $
* Reimbursements from the Federal Emergency Management Agency (FEMA) and the Califomia State Office of Emergency Services for projects related to the Northridge earthquake. No re1mbursements
are anticipated in FY 2013 -14, or FY 2014 -15.
45
=1
Overview
Departmental staff works in concert with Finance Department staff to develop revenue projections. The
projections reflect a somewhat conservative, yet prudent and consistent, approach using established budget
practices that reflect the economic impacts described in the "Overall Economic Conditions" section of the
budget. Staff considers qualitative and quantitative methods of forecasting and uses techniques such as
trend analysis, economic indicators, and professional judgment, to arrive at the revenue projections. Revenue
forecasting is one of the most challenging aspects in the budget process, as many unknown variables,
including economic changes over which the City has no control, affect the ultimate amount of monies going
into the City's coffers. These variables also include the impact of fluctuations in the local, regional, statewide,
and national economy; consumer habits and demands; and the fiscal impacts of legislative changes.
Total City Revenues
(net of reimbursements and transfers)
In Millions Total City revised budgeted revenues for FY 2012 -1.3, after
$750 adjustments for reimbursements and transfers and exclusive
of Disaster Relief Fund and RDA Successor Agency revenues,
$500 - are $505.3 million. Estimated actual total City revenues for
FY 2012 -13 are $543.7 million, $38.4 million or 7.6% more than
$250 the revised budget. The main components of the increase
$o are General Fund revenues ($26.1 million), primarily due to
10-11 11 -12 12 -13 13-14 14.15 one -time legal settlement revenues, property sales, and
Actual Actual Est.Act. Budget Budget Charnock Fund revenues ($23.7 million) as all remaining
settlement funds were recorded as revenue. Partially
offsetting increases are decreased Miscellaneous Grants Fund revenue ( -$7.6 million) reflecting project timing,
and less Big Bus revenues ($7.5 million) primarily due to the timing of receipt of capital grants. All other funds
show a net increase of $3.7 million from budget.
Total projected City revenues for FY 2013 -14 are $522.5 million, a 3.9% decrease from the FY 2012 -13 estimated
actual. The $21.2 million decrease reflects less General Fund revenue ( -$17.3 million) primarily due to one -time
revenues received in the prior year; less Charnock revenues ( -$28.9 million) as all settlement revenues have
now been recognized and all future revenues will be recorded in the Water Fund; and a $11.8 decrease in
revenues in the Special Revenue Source Fund as a large property sale occurred in the prior year. Partially
offsetting these decreases are increased Big Blue Bus revenues ($25.3 million ), primarily reflecting the timing of
capital grant reimbursements; increased funding for Miscellaneous Grants reflecting the timing of projects
($8.5 million), and a net $3 million increase in revenues from all other funds.
Revenues in FY 2014 -15 are projected to be $503.3 million, $19.2 million or 3.7% less than in FY 2013 -14. The
decrease reflects less Big Blue. Bus revenues ( -$26.3 million) as most planned bus purchases will have been
completed in the prior fiscal year and less Miscellaneous Grants revenue ( -$3.1 million) based on known grant
awards at this time. Partially offsetting these decreases are increased General Fund revenues ($8.8 million)
primarily from local taxes and parking. All other funds are expected to show net revenue growth of
$1.4 million.
Fund Details
Revenue projections for the next two fiscal years for all City funds are detailed in the section that follows.
46
General Fund
The local economic recovery moved into its third year in
FY 2012 -13. Supported by a strong rebound in tourism, the
voter approved half -cent sales tax, the reopening of Santa
Monica Place, and the recovery in both residential and
commercial real estate markets, local tax revenues have
finally exceeded pre- recession levels.
4 "in Millions
$500
$400
$300
$200
$100
FY 2012 -13 total estimated actual revenues are $323.3 million,
$26.1 million (8.8 %) greater than the FY 2012 -13 revised $0
revenue budget. Much of this difference is due to the receipt 10-11 11-xal 1z -13 X3-14 1415
Actual Actual Est Budget Budget
of one -time ($21 million) and on -going ($2.4 million) water
remediation settlement payments and one -time property sales ($1.9 million). Local tax revenues are
projected to be $1.3 million more than the revised budget, primarily from property taxes ($0.5 million) and
transient occupancy taxes ($0.8 million).
FY 2013 -14 total General Fund revenues are projected to be $306 million, which is $17.3 million (5.4 %) less
than the FY 2012 -13 estimated actual, primarily reflecting the one -time funds received in FY 2012 -13 . The
non - recurrence of the one -time revenues is partially offset by a modest increase in local taxes ($4.1 million)
as growth rates are expected to moderate; increased revenue from licenses and permits ($2.3 million),
primarily from increased parking revenues; and more revenues from charges for services ($0.6 million),
reflecting $1.1 million resulting from the comprehensive City -wide fee study, partially offset by a decrease in
overhead charges to other City Funds.
FY 2014 -15 revenues are forecast to be $8.8 million (2.9 %) more than in FY 2013 -14, primarily due to increased
local tax revenues ($5.9 million), revenues from licenses and permits ($1.5 million), charges for services
($0.6 million), rentals ($0.4 million), and investment income ($0.2 million).
General Fund revenues are grouped into the following major revenue categories. An in -depth review of
each of these major revenue categories follows:
i Property Taxes
• Sales Taxes
• Other Taxes
0 Utility Users Taxes
0 Transient Occupancy Taxes
0 Business Licenses Taxes
0 Other Local Taxes
47
• Licenses & Permits
• Intergovernmental
• Charges for Services
• Fines /Forfeitures
• Investment Income (Interest)
• Rent
• Other
Property Taxes
Property tax revenues result from a 1% levy on the assessed
value of all real property in the City. Proposition 13, passed by
California voters in 1979, specifies that assessed value of
properties will change at the rate of the Consumer Price Index,
not to exceed 2% per year, unless the property is improved or
sold, thus establishing a new market value.
[ In Millions
$40
$30
$20
The 1% property tax levy is collected by the County Tax $10
Collector and is distributed to various public agencies located
in the County, including cities, school districts, and special $0
districts. Santa Monica's share of the 1% levy is approximately
14% to 17 %, depending on the area of the City where the
property is located.
••. ,...
10-11 1112 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
The primary component of property taxes is taxes secured by real property. The City also receives unsecured
property taxes, a reimbursement of homeowner's exemptions, pass through and residual tax payments
related to the former Redevelopment Agency, and an additional levy over the 1% rate used to pay debt
service on voter approved debt. Beginning in FY 2004 -05, this category also includes property taxes received
in exchange for lost Vehicle License Fee (VLF) revenue resulting from the decrease in the VLF rate per the
FY 2004 -05 State budget (VLF Swap).
FY 2012 -13 estimated actual property tax revenues of $41.7 million are $0.5 million (1.3 %) more than the
revised budget based on year -to -date receipts and expected receipts for the remainder of the fiscal year.
FY 2013 -14 property taxes are projected to be $42.6 million, $0.9 million more than in FY 2012 -13. The primary
reason for the decrease is that the budget does not assume any further demands for payment from the
State Department of Finance, primarily due to a 37o increase in secured assessed valuation.
Revenues are anticipated to increase by another $1.7 million (4 %) in FY 2014 -15 to $44.3 million, primarily from
an additional 3% increase in assessed valuation and increased supplemental taxes as the real estate market
continues its modest recovery.
EN
Sales Taxes
The total sales tax rate in Santa Monica is 9.5 %. The rate is
allocated as follows:
In Millions
$50
State*
6.5%
$40
Local
0.75%
City General Fund*
$30
0.257.
To Counties for Transportation Uses
$zo
Prop A
0.5fol
voter approved debt allocated to local
$10
Prop C
0.5%
agencies from the Los Angeles County
$0
Measure R
0.5%
Metropolitan Transit Authority (LACMTA).
Measure Y
0.5%
Approved by Santa Monica voters in
November 2010
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act Budget Budget
* In March 2004, California voters approved Proposition 57, which authorized the issuance of $15 billion in bonds to
finance a portion of the State's budget deficit and a swap of one - quarter of local sales taxes for an equal
amount of "in -lieu" sales taxes to be funded from property tax revenues, specifically, the ERAF (Triple Flip).
FY 2012 -13 estimated actual revenues of $46.5 million are slightly (0.3 %) less than the revised budget based
on year -to -date receipts and anticipated 4th quarter activity. Also, several large taxpayers left the City
during FY 2012 -13.
The FY 2013 -14 forecast of $47.6 million reflects a modest 2.457o growth rate reflecting the slow pace of
economic recovery and the loss of major taxpayers the previous year. Approximately 29% of sales tax
revenue is generated from the one -half cent Transaction and Use Tax, (approved by Santa Monica voters in
November 2010 and implemented in April 2011), half of which is paid to the Santa Monica - Malibu Unified
School District for use of certain school district facilities.
Total revenues are projected to grow by another $1.7 million (3.7 %) in FY 2014 -15, reflecting continued, but
modest, economic growth.
Utility Users Tax
The City's 10% Utility Users Tax (UUT) is applied to electricity,
natural gas, telephone (both hardwire and wireless), cable,
and water /wastewater services.
FY 2012 -13 estimated actual revenues of $31.1 million are equal
to the revised budget.
rl In Millions
$40
$30
$20
Utility Users Taxes are projected to remain relatively flat over the $10
next two years. Increases from electrical, natural gas, and
cable television services, primarily from rate increases, are $0
projected to be offset by decreasing taxes from 1011
telecommunications services reflecting a continuing shift of Actual
consumer use from traditional taxable services to non - taxable
Internet based services such as texting and voice over internet protocol (VoIP).
49
11 -12 12 -13 1314 14-15
Actual EstAct Budget Budget
Transient Occupancy Tax
The City levies a 145r. tax on transient room rentals.
The economic recession had a significant impact on local
tourism. Transient Occupancy Taxes decreased by 14% over a
two year period after peaking in FY 2007 -08. However, tourist
activity began to rebound sharply in the second half of
FY 2009 -10 and healthy growth averaging 107. annually has
been experienced over the last three fiscal years. FY 2012 -13
estimated actual revenues of $40.7 million are $0.8 million (2.1 %)
more than the revised budget.
In Millions
$50
$40
$30
$20
$10
$0
if==
10-11 11 -12 12 -13 1314 14-15
Growth rates are expected to moderate over the two year Actual Actual Est.Act. Budget Budget
budget cycle. FY 2013 -14 revenues are projected to be
$42.1 million, $1.4 million (3.5 %) greater than the FY 2012 -13 estimated actual amount. Revenues are
projected to increase by another $1.3 million (3%) in FY 2014 -15 to $43.3 million. No new lodging
establishments are anticipated to open for business during this budget cycle.
Business License Taxes
Businesses operating in the City of Santa Monica are required
to obtain a business license annually and pay a tax. In most
cases, the amount of the tax is based on prior calendar year
gross business receipts. There are three major tax categories:
Professional: $5.00 for each $1,000 in gross receipts
Services: $3.00 for each $1,000 in gross receipts
Other: $1.25 for each $1,000 in gross receipts
5 In Millions
$30
$20
$10
Certain other small categories pay a flat fee, Businesses with $0
gross receipts between $40,000 and $60,000 annually pay the
minimum tax of $75. Businesses with worldwide gross receipts
less than $40,000 annually may ask for an exemption.
10-11 11 -12 12 -13 1314 14-15
Actual Actual EstAct. Budget Budget
FY 2012 -13 estimated actual revenues of $27.1 million equal the revised budget.
Slow growth is expected over the two year budget cycle. In FY 2013 -14, tax receipts are projected to be
$28.2 million, $1.1 million (4.27.) more than in FY 2012 -13. The increase reflects a 2.4% baseline increase plus
the impact of increased efforts to locate non - paying and /or underpaying businesses. FY 2014 -15 revenues
are projected to increase by another $0.7 million (2.3% million).
X717
Other Taxes
Other Taxes Include: Inkliltions '1- !Parking (:;Real Pro perlyTransfer
$18 is IMolor Vehicle ❑Other
• Real Property Transfer Tax - The Real Property Transfer Tax
is assessed on the sale of real property in the City at a
rate of $3.00 per $1,000 of transfer value.
• Vehicle License Fees - The City receives a per capita
share of all Vehicle License Fees collected in the State.
• Parking Facility Tax - 10% is assessed on private and
public parking fees collected in the City.
• Condominium Tax - The Condominium Tax of $1,000 is
assessed on all new condominium construction and
condominium conversions in the City.
$12
$6
$0
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual EstAct. Budget Budget
Based on year -to -date receipts and anticipated revenues for
the remainder of the fiscal year, estimated actual revenue from Other Taxes are anticipated to be essentially
equal to the revised budget.
The projected FY 2013 -14 decrease of $0.8 million primarily reflects a $1 million decrease in Real Property
Transfer Taxes as revenues from several extraordinarily large transfers are not anticipated to recur. Partially
offsetting the decrease is a $0.3 million increase in Parking Facility Taxes.
FY 2014 -15 revenues are estimated to be $0.3 million more than in FY 2013 -14, reflecting greater Real Property
Transfer Taxes as the housing market continues to recover ($0.1 million), as well as increased Parking Facility
Taxes ($0.2 million).
Licenses and Permits
FY 2012 -13 estimated actual revenues of $31.8 million are
$0.2 million (0.7 %) greater than revised budget primarily due to
greater than anticipated cable franchise fees and parking
revenues from newly opened lots.
FY 2013 -14 revenues are projected to increase by $2.3 million
(7.1 %) to $34 million, primarily reflecting increased on- street
parking meter rate increases, installation of new meters and
extension of meter hours of operation in certain areas
($3.3 million), and increased revenue from the sale of parking
permits ($0.9 million). Partially offsetting is decreased revenue
from downtown parking structures ($2.1 million).
In Millions
$40
$35
$30
$25
$20
$15
$10
$5
$0
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
FY 2014 -15 revenues are anticipated to increase by $1.5 million (4.3 %) to $35.5 million, due to the full year
impact of the meter installations and hours extensions ($1.1 million) implemented during the prior fiscal year
and preferential parking permit rate increases ($0.3 million).
51
Intergovernmental
Revenues and reimbursements from other government
agencies tend to fluctuate from year to year, often due to
bi- annual reimbursement of election - related costs. FY 2012 -13
estimated actual revenues are 28.5% less than the revised
budget, reflecting less than anticipated election cost
reimbursements and the end of the Firefighter In- Service training
program.
FY 2013 -14 revenues are projected to be $146,900 (44.2 %) less
than in FY 2012 -13 as no elections are scheduled.
' In Thousands
$1.000
$800
$600
$400
$200
FY 2014 -15 revenues are projected to be $202,953 (109.8 %) more $0
than in FY 2013 -14, primarily due to election cost reimbursements
from the Santa Monica - Malibu Unified School District, the Santa
Monica Community College District, and the Rent Control Board.
Charges for Services
FY 2012 -13 estimated actual revenues from charges for services
are $33.8 million, $1.5 million (4.3 %) less than the revised budget,
primarily due to a change in categorization of reimbursements
for Redevelopment Successor Agency administrative costs from
revenue to Interfund Transfer ( -$0.7 million); less than
anticipated revenues from Fire Department commercial
building inspections ( -$0.4 million) and responses to traffic
accidents with Haz -Mat spills ($ -0.2 million).
f
%1 -11 1412 4 -13 13 -11 M-15
Actual Actual EstAct. Budget Budget
fIS!In Millions
$40
$30
$20
$10
FY 2013 -14 revenues of $34.4 million are $0.6 million (1.8 %) more $0
than received in FY 2012 -13. The increase reflects the impact of 10-11 11 -12 12 -13 13 -14 14-15
a comprehensive City -wide fee study ($1.3 million) and new Actual Actual EstAct. Budget Budget
Library non - resident fees ($0.4 million). Partially offsetting is a
decrease in contributions from other City funds to pay for indirect overhead costs, primarily reflecting closure
of the Civic Auditorium as well as reductions in charges to certain other funds.
Revenues in FY 2014 -15 are projected to increase by another $0.6 million, primarily reflecting increased
payments from other City funds to pay for overhead costs and direct services ($0.3 million) and a net
increase of $0.3 million from other charges for services, primarily due to scheduled CPI fee rate revisions.
52
Fines and Forfeitures
The major components of fines and forfeitures are parking
citation fines and reimbursements from the State for vehicle
code violations. Revenues are anticipated to be $15.1 million
annually in both FY 2013 -14 and FY 2014 -15, essentially
unchanged from FY 2012 -13 levels.
Investment Income
;F ".In Millions
$20
$15
$10
$5
$0
1011 11 -12 12 -13 1&14 1415
Actual Actual EstAct. Budget Budget
This account represents earnings from the City's pooled l «; in Millions
investment portfolio and bond /loan proceeds. $e
FY 2012 -13 estimated actual revenues of $2.4 million are $6
$0.4 million greater than the revised budget due to
unanticipated interest on Wells Fargo loan proceeds reflecting $4
the timing of the use of the proceeds for eligible capital
projects. $2
The historically low interest rate environment continues to $0
impact investment income. FY 2013 -14 revenues are projected 1011 11 -12 12 -13 1314 1415
to be $0.8 million less than in FY 2012 -13 reflecting the lower Actual Actual Est.Act. Budget Budget
rates and a lower investable fund balance due to payments
related to RDA dissolution. However, rates are expected to begin to increase by the second year of the
budget cycle, resulting in increased investment earnings of $0.2 million in FY 2014 -15.
"11 ^. i'i
FY 2012 -13 estimated actual lease revenue from City -owned
properties is $0.3 million (4.2 %) greater than budget. Revenues
are projected to increase by another $0.3 million (3.7 %) in
FY 2013 -14 and another. $0.4 million in FY 2014 -15, based on
current rent schedules and additional revenues from dark fiber
leases.
53
;:I' In Millions
$10
$8
$6
$4
$2
$0
1011 11 -12 12 -13 1314 1415
Actual Actual EstAct Budget Budget
Other Revenues
FY 2012 -13 estimated actual revenues of $29 million are
$25.5 million greater than the revised budget, reflecting receipt
of legal settlement funds from Boeing ($21 million) and Gillette
($2.4) million, as well as the sale of City -owned properties
($1.9 million). FY 2013 -14 revenues are projected to be
$23.7 million less than in FY 2012 -13 as no additional payments
are due from Boeing for several years and no property sales are
included in the forecast. Revenues in FY 2014 -15 are expected
to be essentially unchanged from FY 2013 -14.
54
In Millions
$160
$140
$120
$100
$90
$60
$40
$20
$0
10-11 11 -12 12 -13 13-14 14-15
Actual Actual EsLAct. Budget Budget
Special Revenue Source Fund (04)
This is a fund established in FY 2000 -01 in accordance with
Government Accounting Standards Board Statement 33, to
record revenues restricted for use on certain eligible projects.
FY 2012 -13 estimated actual revenues of $15.3 million are
$0.7 million (4.5 %) more than the revised budget, primarily due
to the greater than anticipated receipt of developer fee
revenues. FY 2013 -14 projected revenues of $3.6 million are
$11.8 million less than in FY 2012 -13 due to a one -time property
sale in the prior year. FY 2014 -15 revenues are projected to
increase by $1.1 million, primarily due to increases in
transportation impact fees.
Charnock Fund (05)
This fund was established in FY 2003 -04 to record activity related
to two settlements with oil companies concerning the
contamination of the City -owned Charnock water wells. Per
terms of the December 2006 settlement, funds were deposited
in an escrow account to pay the costs to design, construct,
and operate a new water treatment facility. Until FY 2011 -12,
those funds were recorded as deferred revenue, and
recognized as revenue when they are expended. In
FY 2012 -13, all remaining deferred revenues of $28.8 million
were recognized, resulting in a $23.7 million increase from
budget.
, -'In Millions
$20
$15
$10
$5
$0
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
I' In Millions
$50
$40
$30
$20
$10
$o
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
The plant is now fully operational and operating permits have
been obtained from the State. Therefore, beginning in FY 2013 -14, this fund, including all revenues, is being
incorporated into the Water (25) Fund.
Clean Beaches and Ocean Parcel Tax Fund (06)
This fund was established in FY 2006 -07 to record activity related
to implementation of the Watershed Management Plan and the
passage of Measure V, Clean Beaches and Ocean Parcel Tax, in
November 2006.
FY 2012 -13 estimated actual revenues of $3 million are equal to
budget. Revenues are projected to increase to $3 million in
FY 2013 -14 and to $3.1 million in FY 2014 -15 primarily due to
annual CPI increases in the parcel tax assessment.
(•0i
'i:` In Millions
$4
$3
$2
$1
$0
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
Beach Recreation Fund (11)
This fund accounts for beach parking, recreation activities, and
concession revenues and expenditures related to beach
maintenance and recreation activities. Beach parking
revenues account for about 70% of total revenues and can be
highly dependent on weather conditions and other factors.
ilR In Millions
$14
$12
$10
$B
FY 2012 -13 estimated actual revenues of $10.2 million are slightly $6
(0.7 %) less than budget. FY 2013 -14 projected revenues of $4
$12.5 million are $2.3 million (22.2 %) greater than the FY 2012 -13 $2
estimated actual, primarily reflecting the incorporation of the $0
Beach House (24) Fund into this fund. Also impacting revenues 10-11 11 -12 12 -13 13-14 1415
is the bi- annual return of the Cirque du Soleil ($1 million). Actual Actual Est.Act. Budget Budget
FY 2014 -15 projected revenues of $11.9 million are $0.6 million (4.6 %) less than in. FY 2013 -14 as the Cirque du
Soleil will not be performing ( -$1 million), partially offset by increased beach parking revenues ( +$0.4 million).
Revenues
Housing Authority Fund (12)
The Housing Authority Fund accounts for the receipt and
expenditure of Federal and State funds related to housing
programs.
trl In Millions
$20
$15
FY 2012 -13 estimated actual revenues of $16.5 million reflects an
increase of $0.1 million (0.9 %) from the revised budget due to $10
greater than anticipated Section 8 program revenues.
Revenues are ro ected to increase b $5
p j y $1.1 million in
FY 2013 -14, primarily from increased funding for Section 8 $a
administrative costs. FY 2014 -15 revenues are projected to be
essentially the same as in FY 2013 -14.
10-11 11 -12 12 -13 13-14 1415
Actual Actual Est.Act Budget Budget
Tenant Ownership Rights Charter Amendment (TORCA) Fund (14)
The TORCA Fund accounts for TORCA Conversion Tax revenues
and expenditures related to. various housing programs as
authorized by Article XX— Tenant Ownership Rights of the City
Charter.
Revenue estimates of $0.1 million in FY 2013 -14 and FY 2014 -15
reflect the use of TORCA tax revenues for eligible projects and
interest earnings on available fund balances.
56
P' >In Millions
$0.5
$0.4
$0.3
$0.2
$0.1
$0.0
10-11 11 -12 12 -13 1314 1415
Actual Actual EstAcL Budget Budget
Housing Projects Fund (15)
.On February 1, 2012, the Redevelopment Agency of the City of
Santa Monica was dissolved and its assets transferred to the
City as Successor Agency. The City in turn assigned housing
assets and functions to the Housing Authority, which now
maintains prior Redevelopment Low Moderate Income Housing
Fund assets in the Housing Projects Fund. Revenues reflect
interest earnings.
Redevelopment Funds (15, 16, 17, 18)
(Low /Moderate Income Housing, Downtown, Earthquake and Ocean Park)
With the dissolution of redevelopment per State law, the last
RDA revenues were received in January 2012. Revenues from
the Redevelopment Property Tax Trust Fund to pay for debt
service obligations will be received in a private purpose trust
fund.
(_f! In Thousands
$80
$50
$40
$20
$0
0 = 7
10-11 11 -12 12 -13 13-14 1415
Actual Actual EstAct Budget Budget
ii -i In Millions
.Be
$50
$40
$20
$0
Community Development Block Grant (CDBG) Fund (19)
The Community Development Block Grant (CBDG) Fund
accounts for Federal entitlements under the Housing and
Community Development Act of 1974 (as amended). The City
Council annually allocates CDBG funds to various programs.
FY 2012 -13 estimated actual revenues of $1.2 million are
10-11 11 -12 12 -13 13-14 1415
Actual Actual Est.Act. Budget Budget
Ir In Millions
$3
$2
$1 million (45.2 %) less than the revised budget. This decrease $1
reflects a lower draw down of current year and prior year block
grant funds.
$0
In FY 2013 -14, the
projected increase of $0.7 million (59.8 %)
10-11 11 -12 12 -13
reflects an increase in expenditure reimbursements of prior year Actual Actual Est.Act.
and current year CDBG allocations. FY 2014 -15 revenues are
projected to decrease by $0.5 million (26.6 %), reflecting a decrease in prior year grant funds.
57
13 -14 1415
Budget Budget
Miscellaneous Grants Fund (20)
This fund accounts for the receipt and expenditure of
miscellaneous federal, state and county awarded grants and
special allocations provided to the City.
F:In Millions
$18
$14
FY 2012 -13 estimated actual of $8.1 million is $7.7 million less
than the revised budget. The decrease reflects the net result of $10
timing changes in the receipt of grants and new grants
received during the year. $6
The FY 2013 -14 and FY 2014 -15 revenue projections of $2
$16.6 million and $13.5 million, respectively, reflect the assumed
timing in the receipt of awarded grant funds.
Citizens' Option for Public Safety (COPS) Fund (22)
This fund accounts for State - funded revenues and associated
expenditures for the Citizens Option for Public Safety (COPS)
program established per AB3229 of 1996.
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
In Thousands
$200
FY 2012 -13 estimated actual revenues are on budget. No $150
change is currently projected for FY 2013 -14 or FY 2014 -15.
$100
Beach House Fund (24)
These revenues reflect operating revenues from the Annenberg
Community Beach House located at 415 Pacific Coast Highway
(PCH). The facility opened in April 2009. Beginning in
FY 2013 -14, Beach House revenues are incorporated into the
Beach Recreation (11) Fund. FY 2012 -13 estimated actual
revenues are $222,150 (18.1%) more than budget.
%1.3
$50
$0
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.ACt Budget Budget
i In Millions
$2
$1
$0
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
Water Fund (25)
This enterprise fund accounts for revenues and expenses of In Minions
providing water service to the citizens of the City. $25
FY 2012 -13 estimated actual revenues of $21.3 million are $20
$0.2 million (0.7 %) less than the revised budget due to less than $15
anticipated interest earnings. A $0.9 million increase is
projected for FY 2013 -14 due to the transfer of Windward School $10
Well relocation reimbursements from the Charnock Fund $5
($0.4 million) and CPI water rate increases ($0.5 million).
FY 2014 -15 revenues are projected to increase by $0.2 million, $0
primarily reflecting CPI rate increases partially offset by the
ending of Windward School Well relocation reimbursements in
the prior fiscal year.
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
The current rate schedule approved by Council in July 2008 ends at the end of FY 2012 -13. The Public Works
Department is conducting a rate study during FY 2012 -13, the results of which will impact future years'
revenues.
Resource Recovery and Recycling (27)
This enterprise fund accounts for revenues and expenses of
operating the City's refuse collection, street sweeping and
cleaning, and recycling programs.
I'fI In Millions
$25
$20
FY 2012 -13 estimated actual revenue of $23.4 million is $15
$0.4 million (1.9 %) more than budget due to greater than
anticipated construction and demolition revenue and transfer $10
station charges to other City departments. Revenues are $5
anticipated to increase by $0.3 million (1.5 %) in FY 2013 -14 to $0
$23.7 million, primarily due to increased garbage /refuse 10-11
collection fees. In FY 2014 -15, revenues are projected to Actual Actual stAct 1x 14 1415
Actual Actual EstACt. Budget Budge[
increase by $0.6 million (2.6 %), again primarily due to increased
garbage /refuse collection fees. Revenues do not include the impact of any potential rate increase resulting
from a rate study being conducted during FY 2012 -13.
59
Pier Fund (30)
This enterprise fund accounts for revenues and expenses
connected with management, operation, and development of
the Santa Monica Pier.
FY 2012 -13 estimated actual revenues of $5.5 million are
$0.3 million (4.8 %) greater than the revised budget. The
increase is mostly due to increased common area
maintenance (CAM) fees ($0.3 million) and interest earnings
($0.1 million), partially offset by less rental revenues
( -$0.1 million). FY 2013 -14 revenues are slightly (0.2 %) less than
the FY 2012 -13 estimated actual. Revenues in FY 2014 -15 are
projected to increase by 0.9 %, reflecting small increases in
rentals, CAM fees, and interest earnings.
Wastewater Fund (31)
This enterprise fund accounts for revenues and expenses
associated with maintaining the sanitary sewer and storm drain
systems within the City.
FY 2012 -13 estimated actual revenues are 1.5% greater than the
revised budget. In FY 2013 -14, revenues are projected to
increase by $0.3 million to $20.2 million, primarily due to
scheduled CPI sewer service charges previously approved by
Council, partially offset by less interest earnings (- $0.2).
Revenues are projected to increase by another $0.5 million
(2.4 %) to $20.7 million due to CPI sewer service charge rate
increases and more interest earnings.
'ffS'In Millions
$5
$4
$2
$0
10-11 11 -12 12 -13 1314 14-15
Actual Actual Est.Act Budget Budget
In Millions
$20
$15
$10
$5
$o
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
The current rate schedule approved by Council in July 2008, like the water rate schedule, ends at the end of
FY 2012 -13. The Public Works Department is conducting a rate study during FY 2012 -13, the results of which
will impact future years' revenues.
Civic Auditorium Fund (32)
This enterprise fund accounts
connected with management
Auditorium.
for revenues and expenses 'In Millions
of the Santa Monica Civic $4
$3
FY 2012 -13 estimated actual revenues of $1.1 million are $2
$0.2 million (17.1 %) below the revised budget due to less than
anticipated facility rentals. $1
The Auditorium will be closed after June 30, 2013. $0
60
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
Airport /Special Aviation Funds (33/52)
These funds account for revenues and expenses connected
with management of the Santa Monica Municipal Airport.
GG In Millions
$5
FY 2012 -13 estimated actual revenues of $4.5 million are $4
$0.2 million (5.8 %) more than the revised budget, primarily $3
resulting from increases in hangar rentals and land leases.
Revenues are projected to increase by $1.2 million in $2
FY 2013 -14 , primarily due to the impact revised landing fee $1
rates. Revenues are projected to increase by another $0
$0.3 million (4.6 %) in FY 2014 -15 due to increases in landing fees
and revenues from hangar, office /shop, and land leases.
Stormwater Management Fund (34)
10-11 11 -12 12 -13 13 -14 14-15
Actual Actual Est.Act. Budget Budget
This fund accounts for revenues and expenses associated with In Millions
storm water management. The primary source of revenue is $3
the Stormwater management parcel fee. Additional revenues
include the sale of recycled water, operating and capital cost
reimbursements from the City of Los Angeles related to the $2
SMURRF facility, and developer payments.
FY 2012 -13 estimated actual revenues are $1.2 million more $1
than budget reflecting unanticipated developer in -lieu fees.
The $0.9 million decrease expected in FY 2013 -14 reflects lower $0
in -lieu revenue. FY 2014 -15 revenues are projected to be
essentially the same as in FY 2013 -14.
10-11 1112 12 -13 13-14 14-16
Actual Actual Est.Act Budget Budget
Additionally, Stormwater Fund operations costs will be funded
from subsidies from the Ocean Beaches and Ocean Parcel Tax Fund during FY 2013 -14 and FY 2014 -15.
Cemetery Fund (37)
This fund accounts for revenues and expenses associated with
the operation of the City of Santa Monica Woodlawn
Cemetery, Mausoleum, and Mortuary.
":In Millions
$2
FY 2012 -13 estimated actual revenues of $1.4 million are
$0.2 million more than budget, reflecting increased revenues $1
from mortuary services and other miscellaneous sales and
services, partially offset by less than anticipated lot and
mausoleum sales. Revenues are projected to increase by 2.7%
in FY 2013 -14 and another 2.7% in FY 2014 -15, primarily due to $0
fee and rate increases.
N
10-11 1112 12 -13 13-14 14-15
Actual Actual Est.Act Budget Budget
Big Blue Bus Fund (41)
This fund accounts for revenues and expenses related to
operation of the City's municipal bus lines.
_ a In Millions
$120
FY 2012 -13 estimated actual revenue of $70.6 million are
$6.5 million (8.4 %) less than the revised budget, primarily due to $60
less than anticipated capital expense reimbursements for bus
purchases and capital projects. $40
In FY 2013 -14, anticipated operating and capital funding
allocations are projected to be $25.2 million (35.7 %) more than $0
in FY 2012 -13, reflecting increased capital expense
reimbursements for bus purchases and capital projects.
Revenues
10-11 11 -12 12 -13 1314 1415
Actual Actual Est.Act Budget Budget
FY 2014 -15 anticipated operating and capital funding
allocations are projected to be $26.3 million (27.47o) less than in FY 2013 -14 primarily due to most planned bus
purchases being completed in the prior fiscal year.
Gas Tax Fund (43)
This fund accounts for State gasoline tax allocations provided to
the City for street - related purposes. Beginning in FY 2010 -11,
State budget actions ended Proposition 42 allocations to cities,
but the loss was backfilled by increasing cities' share of gas tax
revenues. The tax is a per gallon flat tax and apportioned to
cities on a per capita basis.
il in Millions
$3
$2
State gas tax apportionments in FY 2013 -14 and FY 2014 -15 are
projected to be essentially equal to the FY 2012 -13 funding level
of $2.4 million based on State - provided estimates. Rising fuel $1
prices could lower statewide gasoline consumption, which
could affect the tax receipts.
10-11 11 -12 12 -13 1314 1415
Actual Actual EsLACL Budget Budget
South Coast Air Quality Management District (SCAQMD) Fund (44)
This fund accounts for the receipt of Air Quality Management
District funds and eligible expenditures.
The City's annual allocation for these revenues is expected to
remain constant at about $110,000 per year over the two year
budget horizon.
62
! In Thousands
$300
$250
$200
$150
$100
$50
$0
10-11 11 -12 12 -13 13-14 1415
Actual Actual EstAct. Budget Budget
Parks and Recreation Facilities Fund (53)
This fund accounts for funds collected under the City's Unit
Dwelling Tax, which is $200 for each dwelling unit constructed in
the City ($1,000 for single family residence). The funds are used
for the acquisition, improvement, and expansion of public
parks, playgrounds, and recreational facilities.
-An Thousands
$50
$40
$30
Tax revenues are projected to be $25,000 annually over the two $20
year budget horizon. $10
Vehicle Management Fund (54)
This fund receives allocations from City departments to finance
the City's annual scheduled costs for vehicle maintenance,
fuel, the scheduled replacement of vehicles, and the operating
costs and future replacement of the City's compressed natural
gas (CNG) facility.
FY 2012 -13 estimated actual revenues are projected to be
$0.2 million (2.1 %) more than budget, primarily due to sales
proceeds from surplus vehicles. Revenues in FY 2013 -14 and
FY 2014 -15 are anticipated to be essentially the same as in
FY 2012 -13.
$0
Revenues
1011 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
i' In Millions
$15
$10
$5
$0
1011 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
Information Technology Services and Replacement Fund (55)
This fund receives allocations from City departments to finance
the City's annual scheduled costs for replacement of
computer equipment and telephone - related services.
Revenues are projected to be approximately $2.1 million per
year over the two year budget horizon.
63
[ i In Millions
$3
$2
$1
$0
1011 11-12 12 -13 13-14 1415
Actual Actual Est.Act Budget Budget
Self- Insurance General Liability /Auto Fund (56)
In FY 2011 -12, this fund was being combined with the Auto (58)
Fund to account for contributions from other funds and expenses
related to the administration and payment of general liability
and automobile liability claims.
'i'in Millions
$6
FY 2012 -13 estimated actual revenues of $1.0 million more than $4
budget reflecting unanticipated claims recovery.
$z
The FY 2013 -14 budget of $3.2 million reflects a $1.1 million
decrease reflecting the one -time revenues received in the prior $o
year. FY 2014 -15 revenues are expected to be essentially the
same as in FY 2013 -14.
Bus Self - Insurance Fund (57)
This fund accounts for contributions from the Big Blue Bus Fund
and expenses related to the administration and payment of
bus - related liability claims.
FY 2012 -13 estimated actual revenues are equal to budget.
FY 2013 -14 revenues are expected to decrease by $0.2 million in
FY 2013 -14 and then then remain essentially flat in FY 2014 -15
based on contribution levels needed from the Big Blue Bus Fund
to meet operating needs and reserves.
Risk Management Administration Fund (58)
Prior to FY 2011 -12, this fund accounted for contributions from
other funds and expenses related to the administration and
payment of automobile - related liability claims. This fund now
represents contributions from other funds for property and other
special insurance.
FY 2012 -13 estimated actual revenues are 2.27o less than budget
due to decreased interest earnings. Revenues are projected to
increase by $0.5 million in FY 2013 -14 and another $0.3 million in
FY 2014 -15 due to an increase in required contributions for
property insurance.
64
Revenues
10.11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act Budget Budget
!In Millions
$3
$2
$1
$o
10.11 11 -12 12 -13 13-14 14-15
Actual Actual Est.ACt Budget Budget
!In Millions
$3
$2
$1
$o
1411 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act Budget Budget
Workers' Compensation Self- Insurance Fund (59)
This fund accounts for contributions from City Departments and
expenses related to the administration and payment of workers'
compensation claims.
FY 2012 -13 estimated actual revenues of $8.8 million are
$0.2 million less budget primarily due to less interest earnings.
FY 2013 -14 revenues of $9.3 million are $0.5 million (5.7 %) greater
than the FY 2012 -13 estimated actual, primarily due to an
increase in contributions required from all City funds to meet
operating and reserve requirements. FY 2014 -15 revenues are
projected to increase by another $0.7 million, again due to
increased contributions from departments.
Parking Authority Fund (77)
The Parking Authority is a financing authority for the City's
parking structures. The fund provides capital funding for new
and improved parking facilities primarily in downtown Santa
Monica.
FY 2012 -13 estimated actual revenues are $246,349 less budget
reflecting the discontinuation of lease payments from the
Redevelopment Agency and less interest earnings. FY 2013 -14
and FY 2014 -15 revenues reflect anticipated interest earnings.
Reimbursements and Transfers
These are technical changes to eliminate double counting of
certain revenues appearing in two funds and revenues paid by
one fund to another due to accounting procedures.
FY 2012 -13 estimated actual reimbursements and transfers of
$49.5 million are projected to be 0.2% less than budget.
Reimbursements and transfers are projected to decrease
slightly in FY 2013 -14 and then increase by $1.4 million in
FY 2014 -15 primarily due to more required self- insurance
contributions.
Disaster Relief Fund (13)
-,In Millions
$10
$B
$6
$4
$2
IIAa.�'ll L�SII
10-11 11 -12 12 -13 13-14 14-15
Actual Actual Est.Act. Budget Budget
In Thousands
$300
$250
$200
$150
$100
$50
$0
10 -11 11 -12 12 -13 13 -14 14 -15
Actual Actual Est.Act. Budget Budget
!1!' In Millions
$60
$40
$20
$0
10 -11 11 -12 12 -13 13 -14 14 -15
Actual Actual Est.Act. Budget Budget
Reimbursements from the Federal Emergency Management Agency (FEMA) and the California State Office
of Emergency Services for projects related to the Northridge earthquake. No reimbursements are
anticipated in FY 2013 -14, or FY 2014 -15.
65
m
Fund
Salaries and Wages
Supplies and Expenses
Operating Total
Capital Improvements
Budget Total
(01) General
$ 204,926,293
$
79,050,578
$ 283,976,871
$
22,158,817
$
306,135,688
(04) Special Revenue Source
-
511,681
511,681
2,949,963
3,461,644
(06) Clean Beaches /Ocean Parcel Tax
20,400
1,676,647
1,697,047
3,518,000
5,215,047
(11) Beach
3,650,491
7,826,888
11,477,379
1,706,052
13,183,431
(12) Housing Authority
1,439,617
16,271,754
17,711,371
12,371
17,723,742
(14) TORCA
-
102,910
102,910
911,670
1,014,580
(15) Housing Projects Fund
-
450,000
450,000
-
450,000
(19) CDBG
-
- 883,700
883,700
1,252,745
2,136,445
(20) Misc. Grants
-
2,822,216
2,822,216
7,673,547
10,495,763
(22) Citizens Op for Public Safety
-
100,000
100,000
-
100,000
(25) Water
5,607,210
16,335,347
21,942,557
10,234,673
32,177,230
(27) Resource Recovery & Recycling
8,976,991
13,612,575
22,589,566
3,026,811
25,616,377
(30) Pier
1,911,929
3,574,714
5,486,643
4,160,480
9,647,123
(31) Wastewater
2,297,459
10,019,458
12,316,917
6,842,326
19,159,243
(33) Airport
1,403,108
2,833,035
4,236,143
861,031
5,097,174
(34) Stormwater
-
1,656,332
1,656,332
-
1,656,332
(37) Cemetery
665,429
765,796
1,431,225
38,926
1,470,151
(41) Big Blue Bus
44,349,262
19,441,384
63,790,646
20,888,339
84,678,985
(43) Gas Tax
-
2,401',240
2,401,240
350,000
2,751,240
(54) Vehicle Management
3,118,338
2,931,535
6,049,873
2,512,503
8,562,376
(55) Info Tech Replacement and Services
-
-.
--
1,981,874
1,981,874
(56) Self- Insurance, Comprehensive
-
3,738,908
3,738,908
250,000
3,988,908
(57) Self- Insurance, Bus
-
2,500,000
2,500,000
-
2,500,000
(58) Self- Insurance, Risk Management Admin
1,478,521
983,875
2,462,396
-
2,462,396
(59) Self - Insurance, Workers' Comp
-
8,552,839
8,552,839
28,357
8,581,196
SUBTOTAL
$ 279,845,048
$
199,043,412
$ 478,888,460
$
91,358,485
$
570,246,945
Reimbursements and Transfers:
-
-
(42,603,396)
(6,725,785)
(49,329,181)
GRAND TOTAL
$ 279,845,048
$
199,043,412
$ 436,285,064
$
84,632,700
$
520,917,764
67
Fund
Salaries and Wages
Supplies and Expenses
Operating
Total
Capital
Improvements
Budget Total
(01) General
$ 211,967,310
$
81,153,728
$
293,121,038
$
18,195,000
$
311,316,038
(04) Special Revenue Source
-
437,045
437,045
-
437,045
(06) Clean Beaches /Ocean Parcel Tax
20,400
1,764,243
1,784,643
1,324,000
3,108,643
(11) Beach
3,753,178
8,141,574
11,894,752
609,788
12,504,540
(12) Housing Authority
1,485,178
16,110,101
17,595,279
12,891
17,608,170
(14) TORCA
-
102,910
102,910
-
102,910
(15) Housing Projects Fund
-
450,000
450,000
-
450,000
(19) CDBG
-
673,700
673,700
-
673,700
(20) Misc. Grants
-
2,132,243
2,132,243
10,675,846
12,808,089
(22) Citizens Op for Public Safety
-
100,000
100,000
-
100,000
(25) Water
5,733,672
17,020,537
22,754,209
6,662,366
29,416,575
(27) Resource Recovery & Recycling
9,297,739
13,523,385
22,821,124
2,327,077
25,148,201
(30) Pier
1,957,434
3,684,128
5,641,562
1,428,169
7,069,731
(31) Wastewater
2,355,368
10,381,685
12,737,053
6,138,571
18,875,624
(33) Airport
1,446,606
2,917,261
4,363,867.
733,237
5,097,104
(34) Stormwater
-
1,650,331
1,650,331
-
1,650,331
(37) Cemetery
701,625
790,931
1,492,556
39,054
1,531,610
(41) Big Blue Bus
45,979,893
19,989,613
65,969,506
27,954,035
93,923,541
(43) Gas Tax
-
2,401,240
2,401,240
-
2,401,240
Parks and Recreation (53) -
-
-
-
130,000
130,000
(54) Vehicle Management
3,220,753
3,010,276
6,231,029
8,095,423
14,326,452
(55) Info Tech Replacement and Services
-
-
-
1,994,865
1,994,865
(56) Self- Insurance, Comprehensive
-
3,810,903
3,810,903
-
3,810,903
(57) Self- Insurance, Bus
-
2,500,000
2,500,000
-
2,500,000
(58) Self- Insurance, Risk Management Admin
1,544,991
1,172,773
2,717,764
-
2,717,764
(59) Self- Insurance, Workers' Comp
-
8,739,142
8,739,142
29,531
8,768,673
SUBTOTAL
$ 289,464,147
$
202,657,749
$
492,121,896
$
86,349,853
$
578,471,749
Reimbursements and Transfers:
-
-
(44,230,207)
- (6,523,384)
(50,753,591)
GRAND TOTAL
$ 289,464,147
$
202,657,749
$
447,891,689
$
79,826,469
$
527,718,158
M
Five -Year ExIoenditure Summa
(1) (2) (3)
(4)
(5)
(6)
(7)
2012.13
-11.77.$
Change
Change
8,189,375
2010 -11 2011 -12 Revised Budget
2013 -14
Amount
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT Actual Actual °
Budget
(4)-(3)
(5)/(3)
Budget
(01) General Fund
(horn }inn R, rflnoi
City Council
City Manager
Records & Election Services
City Attorney
Finance
Human Resources
Information Systems
Planning & Comm. Development
Police
Fire
Community & Cultural Services
Library
Housing & Economic Development
Public Works
Operating Budget
Non - Departmental
All Other Transactions
Non - Departmental
Operating Budget Subtotal
Interfund Transfers
Operating Budget Total
Capital Budget
Sub -Total
Less Appropriated Capital b
General Fund Total
$ 634,654 $
- 563,537 $
996,310 $
880,057
$
(116,253)
-11.77.$
906,492
7,459,782
8,189,375
9,535,999
9,705,701
169,702
1.8%
9,859,282
2,286,234
2,148,328
2,755,331
2,117,183
(638,148)
-23.2%
2,664,644
8,476,555
8,931,186
8,975,905
9,597,429
621,524
6.9%
9,923,738
18,497,961
20,008,370
22,607,972
24,691,045
2,083,073
9.2%
24,989,673
3,114,638
3,442,006
4,029,000
4,039,520
10,520
0.3%
4,151,953
5,659,725
5,667,716
7,597,070
7,639,435
42,365
0.6%
7,993,942
14,336,983
14,982,415
16,308,975
16,361,262
52,287
0.3%
16,679,393
66,941,541
71,452,560
73,644,046
75,663,023
2,018,977
2.77.
77,298,910
28,349,854
29,342,699
31,488,227
32,324,400
836,173
2.7%
33,090,369
34,071,661
33,042,105
35,844,827
24,227,721
(11,617,106)
-32.4%
24,334,841
10,116,248
10,406,904
11,454,656
12,046,500
591,844
5.27.
12,328,180
7,330,028
5,975,497
7,001,264
4,925,120
(2,076,144)
-29.7%
4,993,400
24,288,537
25,748,032
26,767,763
38,438,064
11,670,301
43.6%
39,643,678
$ 231,564,401 $
239,900,730 $
259,007,345 $
262,656,460
$
3,649,115
1.4%$
268,858,495
27,421,968
33,636,034
26,485,830
30,574,432
4,088,602
15.4%
33,349,428
$ 27,421,968 $
33,636,034 $
26,485,830 $
30,574,432
$
4,088,602
15.4 %$
33,349,428
258,986,369
273,536,764
285,493,175
293,230,892
7,737,717
2.7%
302,207,923
(92,205,714)
6,186,594
(11,459,813)
(9,254,021)
2,205,792
-192%
(9,086,885)
166,780,655
279,723,358
274,033,362
283,976,871
9,943,509
3.6%
293,121,038
17,375,953
75,097,283
226,225,129
22,158,817
(204,066,312)
-90.2%
18,195,000
$ 184,156,608 $
354,820,641 $
500,258,491 $
306,135,688
($
194,122,803)
- 38.8 %$
311,316,038
-
-
191,016,192
-
(191,016,192)
-100%
-
$ 184,156,608 $
354,820,641 $
309,242,299 $
306,135,688
1[$
3,106,611)
-1.0 %$
311,316,038
a. The FY2012 -13 Revised Budget differs from amounts presented in the Adopted FY2071 -13 City Budget due to Council- approved budge} changes.
b. Appropriated Capital represents capital projects fully budgeted in prior fiscal years that are still underway; these are financed by through the associated fund reserves.
6S7
Five -Year Exoenditure Summa
(05) Chamock Fund °
Interfund Transfers
$
(1l
(2)
(3)
(4)
(166,859)
(5)
(6)
(7)
7,579,034
2,348,728
4,679,338
-
2012 -13
- 100.0% -
Capital Budget
Change
Change
667,427
4,400,022
-
2010 -11
2011 -12
Revised Budget
2013 -14
(2,105,929) $
Amount
Percent
2014 -15
FUND /DEPARTPAENT BUDGET UNIT
- 100.0% $ -
Actual
Actual
°
Budget
3,500,147
(4)-(3)
(5)/(3)
Budget
(04) Special Revenue Source Fund
($
2,105,929) $
3,174,594
$ 5,746,072 $
- ($
5,746,072)
- 100.0% $ -
-100%
-
Interfund Transfers
$
630,493
$ 583,985
$ 421,341
$ 449,939
$
28,598
6.87. $
415,589
Operating Budget
10,554
20,547
64,531
61,742
(2,789)
-4.37.
21,456
Capital Budget
2,616,475
16,407,234
35,932,379
2,949,963
(32,982,416)
-91.8%
-
Sub -Total
$
3,257,522
$ 17,011.,766
$ 36,418,251
$ 3,461,644
$
(32,956,607)
-90.5%$
437,045
Less Appropriated Capital
-
-
24,031,478
-
(24,031,478)
-100%
-
Special Revenue Source Fund Total
$
3,257,522
$ 17,011,766
$ 12,386,773
$ 3,461,644
($
8,925,129)
-72.1%$
437,045
(05) Chamock Fund °
Interfund Transfers
$
250,600 $,
158,439
$ 166,859 $
- $
(166,859)
- 100.0% $ -
Operating Budget
1,147,725
7,579,034
2,348,728
4,679,338
-
(4,679,338)
- 100.0% -
Capital Budget
147,620
(9,935,563)
667,427
4,400,022
-
(4,400,022)
- 100.0% -
Sub -Total
$
(2,105,929) $
3,174,594
$ 9,246,219
- $
(9,246,219)
- 100.0% $ -
Less Appropriated Capital
$ 385,610
-
-
3,500,147
-
(3,500,147)
-100% -
Charnock Fund Total
($
2,105,929) $
3,174,594
$ 5,746,072 $
- ($
5,746,072)
- 100.0% $ -
c. Effective FY2013 -14, the Charnock Fund and Water Fund are consolidated into one fund
(06) Clean Beaches & Ocean Prcl Tx Fund
Interfund Transfers
$
0
$ 0
$ 2,327,418
$ 1,083,349
$
(1,244,069)
- 53.5 %$
1,147,725
Operating Budget
22,571
54,915
466,078
613,698
147,620
31.7%
636,918
Capital Budget
203,476
330,695
6,581,031
3,518,000
(3,063,031)
-46.5%
1,324,000
Sub -Total
$
226,047
$ 385,610
$ 9,374,527
$ 5,215,047
$
(4,159,480)
- 44.4 %$
3,108,643
Less Appropriated Capital -
-
-
2,106,031
-
(2,106,031)
-100%
-
Clean Beaches & Ocean Prcl Tx Fund Total
$
226,047
$ 385,610
$ 7,268,496
$ 5,215,047
($
2,053,449)
-28.3%3
3,108,643
5(i]
Five -Year Expenditure Summa
d. Effective FY 2013 -14, the Beach and Beach House Funds are consolidated into one fund; as a result, the Beach Fund will no longer subsidize Beach House operations.
(12) Housing Authority Fund
All Others
$
(1)
$
(2)
(3)
(4)
(5)
(6)
(7)
InterfundTransfers
199,124
47,936
(141,000)
2012 -13
(121,090)
Change
Change
(291,009)
Operating Budget
2010 -11
-
2011 -12
Revised Budget
2013.14
Amount
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
Actual
254,721
Actual
12,270
Budget
(4)-(3)
(5)/M
Budget
(11) Beach Recreation Fund a
$
16,497,413
$
17,613,277 $
17,179,053 $
17,723,742
$ 544,689
3.2%$
17,608,170
All Others
$
49,676
$
48,611
$ (2,870) $
-
$ 2,870
- 100.0% $
-
Interfund Transfers
$
2,332,274
$
2,164,542
594,335
-
(594,335)
- 100.07.
-
Operating Budget
6,734,553
7,200,888
7,604,660
11,477,379
3,872,719
50.9%
11,894,752
Capital Budget
794,180
568,399
1,687,438
1,706,052
18,614
1.1%
609,788
Sub -Total
$
9,910,683
$
9,982,440
$ 9,883,563 $
13,183,431
$ 3,299,868 -
33.47.$
12,504,540
Less Appropriated Capital
-
-
779,748
-
(779,748)
-1007.
-
Beach Recreation Fund Total
$
9,910,683
$
9,982,440
$ 9,103,815 $
13,183,431
$ 4,079,616
44.8%$
12,504,540
d. Effective FY 2013 -14, the Beach and Beach House Funds are consolidated into one fund; as a result, the Beach Fund will no longer subsidize Beach House operations.
(12) Housing Authority Fund
All Others
$
16,286,713
$
112 $
(3,345) $
-
$ 3,345
- 100.0% $
-
InterfundTransfers
199,124
47,936
(141,000)
(141,000)
(121,090)
19,910
-14.1%
(291,009)
Operating Budget
3,356
-
17,741,895
17,311,128
17,832,461
521,333
3.0%
17,886,288
Capital Budget
8,220
254,721
12,270
12,270
12,371
101
0.8%
12,891
Sub -Total
$
16,497,413
$
17,613,277 $
17,179,053 $
17,723,742
$ 544,689
3.2%$
17,608,170
Less Appropriated Capital
-
-
-
-
-
-
N/A
-
Housing Authority Fund Total
$
16,497,413
$
17,613,277 $
17,179,053 $
17,723,742
$ 544,689
3.2%$
17,608,170
(14) TO RCA Fund
All Others
$
126,157
$ 24,860
$ 23,783
$ 4,000
$
(19,783)
- 83.2 %$
4,000
Interfund Transfers
36,165
47,936
53,516
98,910
45,394
84.87.
98,910
Operating Budget
-
-
-
-
-
N/A
-
Capital Budget
2,018,285
254,721
3,982,094
911,670
(3,070,424 )
-77.1%
-
Sub -Total
$
2,180,607
$ 327,517
$ 4,059,393
$ 1,014,580
$
(3,044,813)
- 75.0 %$
102,910
Less Appropriated Capital
-
-
-
-
-
N/A
-
TORCA Fund Total
$
2,180,607
$ 327,517
$ 4,059,393
$ 1,014,580
($
3,044,813)
-75.07.$
102,910
71
72
(,)
(2)
(3)
(4)
(5)
(6)
(7)
2012 -13
Change
Change.
2010 -11
2011 -12
Revised Budget
2013 -14
Amount
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
- Actual
Actual
Budget
(4)-(3)
(5)/(3)
Budget
(15) Low /Mod Income Housing Asset Fd
All Others
$
1,214,413
$
855,044
$ -
$
-
$
-
$
-
InterfundTransfers
17,540,344
(13,859,871)
-
-
-
-
Operating Budget
-
-
-
-
-
-
Capital Budget
13,039,724
32,342,931
-
-
-
-
Sub -Total
$
31,794,481
$
19,338,104
$ -
$
-
$
-
N/A
$
-
Less Appropriated Capital
-
-
-
-
-
-
Low /Mod Income Housing Asset I'd Total
$
31,794,481
$
19,338,104
$ -
$
-
$
N/A
$
-
(15) Housing Projects Fund
All Others
$
-
$
678,543
$ -
$
450,000
$
450,000
$
450,000
Interfund Transfers
-
6,060,526
-
-
-
-
Operating Budget
-
-
-
-
-
Capital Budget
-
5,931,457
-
-
-
-
Sub -Total
$
-
$
12,670,526
$ -
$
450,000
$
450,000
N/A
$
450,000
Less Appropriated Capital
-
-
-
-
-
-
Housing Projects Fund Total
$
-
$
12,670,526
$ -
$
450,000
$
450,000
N/A
$ .
450,000
(16) S/A Downtown Project Area e
All Others
$
1,666,102
$
1,360,355
$ -
$
-
$
-
$
-
InterfundTransfers
605,789
1,923,000
-
-
-
-
Operating Budget
-
-
-
-
-
-
Capital Budget
154,813
801,303
-
-
-
-
Sub -Total
$
2,426,704
$
4,084,658
$ -
$
-
$
-
N/A
$
-
Less Appropriated Capital
-
-
-
-
-
-
$/A Downtown Project Area Total
$
2,426,704
$
4,084,658
$ -
$
$
-
N/A
$
-
72
Five -Year Emenditure Summa
(18) Ocean Park Project Area e
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
S/A Ocean Park Project Area Total
$ 2,317,860 795,817 $ - $ - $ - $ -
2,336,147 2,556,012 - - - -
134,368 4,188,523 - - - -
$ 4,788,375 $ 7,540,352 $ - $ - $ - N/A $ -
$ 4,788,375 $ 7,540,352 $ - $ - $
N/A $
e. Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low /Moderate Income Housing Funds transferred to the Housing Projects Fund (15)
following RDA dissolution in February 2012.
(19) CDBG Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
CDBG Fund Total
$ 79,186
$ 27,484
(1)
(2)
(3)
(4)
300,000
(5)
(6)
182,621
(7)
(2,121)
-1.27.
180,500
-
2012 -13
349,773
193,200
Change
Change
193,200
2,221,932
261,582
1,038,015
2010 -11
2011 -12
Revised Budget
2013 -14
$ 2,921,193
Amount
Percent
$ 2,136,445
2014 -15
FUND /DEPARTMENT BUDGET UNIT
673,700
Actual
Actual
°
Budget
(157,015)
(4)-(3)
(5)/(3)
$ 2,921,193
Budget
(17) $/A Earthquake Project Area e
$ 2,136,445
$ 255,884
13.6%$
673,700
All Others
$
28,285,001
$ 18,515,037
$ -
$
- $
-
$
-
Interfund Transfers
62,636,524
6,497,232
-
-
-
-
Operating Budget
-
-
-
-
-
-
Capital Budget
16,566,140
73,722,174
-
-
-
-
Sub -Total
- $
107,487,665
$ 98,734,443.
$ -
$
- $
- N/A
$
-
Less Appropriated Capital
-
-
-
-
-
-
S/A Earthquake Project Area Total
$
107,487,665
$ 98,734,443
$ -
$
- $
-
N/A
$
-
(18) Ocean Park Project Area e
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
S/A Ocean Park Project Area Total
$ 2,317,860 795,817 $ - $ - $ - $ -
2,336,147 2,556,012 - - - -
134,368 4,188,523 - - - -
$ 4,788,375 $ 7,540,352 $ - $ - $ - N/A $ -
$ 4,788,375 $ 7,540,352 $ - $ - $
N/A $
e. Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low /Moderate Income Housing Funds transferred to the Housing Projects Fund (15)
following RDA dissolution in February 2012.
(19) CDBG Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
CDBG Fund Total
$ 79,186
$ 27,484
$ 467,167
$ 510,000
$ 42,833
9.27.$
300,000
620,075
233,356
182,621
180,500
(2,121)
-1.27.
180,500
-
237,982
349,773
193,200
(156,573)
- 44.8%
193,200
2,221,932
261,582
1,038,015
1,252,745
214,730
20.7%
-
$ 2,921,193
$ 760,404
$ 2,037,576
$ 2,136,445
$ 98,869
4.9%$
673,700
-
-
157,015
-
(157,015)
- 100.0%
-
$ 2,921,193
$ 760,404
$ 1,880,561
$ 2,136,445
$ 255,884
13.6%$
673,700
73
Five -Year Exoenditure Summa
(22) COPS Fund
Operating Budget
( €}
(2)
$ 22,651
(3)
(4)
100,000 $
(5)
(6)
(7)
70,107
354,319
-
2012 -13
-
- -
Change
Change
$
70,107
2010 -11
2011 -12
Revised Budget
2013 -14
(215,075)
Amount -
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
Actual
Actual
°
Budget
N/A -
(4)-(3)
(5)/(3)
Budget
(20) Miscellaneous Grants Fund
$ 315,075
$
100,000 ($
215,075)
-68.3%$ 100,000
(24) Beach House Fund °
All Others
$ - $
-
$
37,994 $
-
$
(37,994)
- 100.0% $
-
InterfundTransfers
5,931,520
1,421,905
- 100.0% $ -
1,386,140
904,000
(2,332,274)
(482,140)
- 34.8%
917,000
Operating budget
1,125,024
2,162,234
Operating Budget
2,782,288
1,918,216
3,193,444
(864,072)
-31.1%
1,215,243
Capital Budget
3,989,470
5,472,062
30,971,949
7,673,547
286,135
(23,298,402)
-75.2%
10,675,846
Sub -Total
$ 11,046,014 $
9,056,201
$
35,178,371 $
10,495,763
$
(24,682,608)
-70.27.$
12,808,089
Less Appropriated Capital
-
-
-
10,145,229
-
-
(10,145,229)
- 100.0%
-
Miscellaneous Grants Fund Total
$ 11,046,014 $
9,056,201
$
25,033,142 $
10,495,763
($
14,537,379)
-58.1%$
12,808,089
(22) COPS Fund
Operating Budget
$
-
$ 22,651
$ 315,075
$
100,000 $
(215,075)
-68.37.$ 100,000
Capital Budget
70,107
354,319
-
-
- -
N/A -
Sub -Total
$
70,107
$ 376,970
$ 315,075
$
100,000 $
(215,075)
-68.3%$ 100,000
Less Appropriated Capital
-
-
-
-
-
N/A -
COPS Fund Total
$
70,107
$ 376,970
$ 315,075
$
100,000 ($
215,075)
-68.3%$ 100,000
(24) Beach House Fund °
All Others
$
53,208
$ 60,697
$ (3,259)
$
- $
3,259
- 100.0% $ -
Interfund Transfers
(2,332,274)
(2,364,542)
(594,335)
-
594,335
- 100.0% -
Operating Budget
3,100,516
3,193,444
3,749,562
-
(3,749,562)
- 100.0% -
Capital Budget-
17,581
15,575
286,135
-
(286,135)
- 100.07. -
Sub -Total
$
839,031
$ 905,174
$ 3,438,103
$
- $
(3,438,103)
- 100.0% $ -
Less Appropriated Capital
-
-
-
-
-
N/A -
Beach House Fund Total
$
839,031
$ 905,174
$ 3,438,103
$
- ($
3,438,103)
- 100.07. $ -
d. Effective FY 2013 -14, the Beach and Beach House Funds are consolidated into one fund; as a result, the Beach Fund will no longer subsidize Beach House operations
74
Five -Year Expenditure Sum
FUND /DEPARTMENT BUDGET UNIT
$ 316,154 $
(1)
2010 -11
Actual
(2)
2011 -12
Actual
(3)
2012 -13
Revised Budget
°
(4)
2013 -14
Budget
(5)
Change
Amount
(4)-(3)
(6)
Change
Percent
(5)/(3)
(7)
2015 -15
Budget
(25) Water Fund °
807,636
817,857
855,603
37,746
4.6%
869,545
All Others
-$
215,612
$ 205,189
$ (13,977) $
44,350 $
58,327
-417.3%$
44,459
Interfund Transfers
3,008,105
1,222,596
1,271,600
1,271,910
1,421,944
150,034
11.8%
1,460,624
Operating Budget
$ 24,628,953 $
13,889,399
16,571,542
17,908,093
20,476,263
2,568,170
14.37.
21,249,126
Capital Budget
-
1,798,685
5,557,301
11,258,635
10,234,673
(1,023,962)
-9.1%
6,662,366
Sub -Total
$
17,126,292
$ 23,605,632
$ 30,424,661 $
32177,230 $
1,752,569
5.87.$
29,416,575
Less Appropriated Capital
$ 64,790 $
-
-
3,045,340
-
(3,045,340)
- 100.07.
-
Water Fund Total
$
17,126,292
$ 23,605,632
$ 27,379,321 $
32,177,230 $
4,797,909
17.5%$
29,416,575
c. Effective FY 2013 -14, the Charnock Fund and Wafer Fund are consolidated into one fund.
(27) Resource Recovery & Recyc Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Resource Recovery & Recyc Fund Total
(30) Pier Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Pier Fund Total
$ 302,547
$ 316,154 $
(18,155)
$
-
$ -
18,155
- 100.0% $
-
786,522
807,636
817,857
855,603
37,746
4.6%
869,545
18,787,513
20,497,058
21,690,342
21,733,963
43,621
0.27.
21,951,579
2,446,406
3,008,105
3,769,757
3,026,811
(742,946)
- 19.7%
2,327,077
$ 22,322,988
$ 24,628,953 $
26,259,801
$
25,616,377
$
(643,424)
-2.5%$
25,148,201
-
-
658,273
-
(658,273)
- 100.0%
-
$ 22,322,988
$ 24,628,953 $
25,601,528
$
25,616,377
$
14,849
0.17.$
25,148,201
$ 61,317
$ 64,790 $
(4,217)
$
-
$
4,217
- 100.0% $
-
7,700
7,680
-
186,529
186,529
N/A
192,038
4,760,894
4,985,168
5,620,543
5,300,114
(320,429)
-5.7%
5,449,524
540,476
257,236
4,752,258
4,160,480
(591,778)
-12.5%
1,428,169
$ 5,370,387
$ 5,314,874 $
10,368,584
$
9,647,123
$
(721,461)
-7.0 %$
7,069,731
-
-
305,635
-
(305,635)
- 100.0%
-
$ 5,370,387
$ 5,314,874 $
10,062,949
$
9,647,123
($
415,826)
-4.1%$
7,069,731
75
Five -Year Exeenditure Summa
(32) Civic Auditorium Fund
All Others
$
(1)
(2)
(3)
(4)
3,558
(5)
(6)
(7)
(712,770)
(2,084,912)
-
-
2012 -13
-
Operating Budget
Change
Change
2,789,713
2,925,041
-
2010.11
2011 -12
Revised Budget
2013 -14
36,798
Amount
Percent
2014 -15
FUND/DEPARTMENT BUDGET UNIT
- 100.0% -
Actual
Actual
2,726,277 $
Budget
2,946,001
(4)-(3)
(5) / (3)
Budget
(31) Wastewater Fund
$
-
-
4,428
-
(4,428)
- 100.0% -
Civic Auditorium Fund Total
$
All Others
$
76,985 $
80,270
$ (5,510) $
34,846
$
40,356
-732.4%$
34,932
Interfund Transfers
$
(329,907)
(165,938)
(491,520)
(540,560)
($
(49,040)
10.0%
(551,352)
Operating Budget
9,607,293
10,987,022
12,335,748
12,822,631
486,883
3.9%
13,253,473
Capital Budget
3,243,534
3,806,985
10,659,169
- 6,842,326
(3,816,843)
-35.87.
6,138,571
Sub -Total
$
12,597,905 $
14,708,339
$ 22,497,887 $
19,159,243
$
(3,338,644)
- 14.87.$
18,875,624
Less Appropriated Capital
-
-
1,247,184
-
(1,247,184)
- 100.0%
-
Wastewater Fund Total
$
12,597,905 $
14,708,339
$ 21,250,703 $
19,159,243
($
2,091,460)
.9.8%$
18,875,624
(32) Civic Auditorium Fund
All Others
$
111,977 $
91,261 $
(3,558) $
- $
3,558
- 100.0% $ -
Interfund Transfers
375
(712,770)
(2,084,912)
-
-
-
-
Operating Budget
(728)
3,290,272
2,789,713
2,925,041
-
(2,925,041)
- 100.0% -
Capital Budget
4,265,636
36,798
38,638
24,518
-
(24,518)
- 100.0% -
Sub -Total
$
2,726,277 $
834,700 $
2,946,001
- $
(2,946,001)
- 100.07. $ -
Less Appropriated Capital
$
-
-
4,428
-
(4,428)
- 100.0% -
Civic Auditorium Fund Total
$
2,726,277 $
834,700 $
2,941,573 $
- ($
2,941,573)
- 100.0% $ -
f. The Civic Auditorium will cease full operations on June 30, 2013. Staff will develop an interim use for the Civic Auditorium and a renovation for by June 30, 2014
(33) Airport Fund
All Others
$
59,564 $
55,416 $
(3,720) $
375
$
4,095
- 110.1 %$
375
Interfund Transfers
(30,511)
(28,429)
(29,140)
(29,868)
(728)
2.5%
(30,764)
Operating Budget
4,232,489
4,334,027
4,753,785
4,265,636
(488,149)
-10.3%
4,394,256
Capital Budget
1,324,378
390,582
1,955,298
861,031
(1,094,267)
-56.0%
733,237
Sub -Total
$
5,585,920 $
4,751,596 $
6,676,223 $
5,097,174
$
(1,579,049)
-23.7%$
5,097,104
Less Appropriated Capital
-
-
174,041
-
(174,041)
- 100.0%
-
Airport Fund Total
$
5,585,920 $
4,751,596 $
6,502,182 $
5,097,174
($
1,405,008)
-21.6% $
5,097,104
76
Five -Year Expenditure Summa
(37) Cemetery Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Cemetery Fund Total
(41) Big Blue Bus Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Big Blue Bus Fund Total
$ 32,863 $
18,909 $
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(513,471)
(344,318)
169,153
- 32.9%
2012 -13
2,247,213
Change
Change
1,775,543
126,776
7.7%
2010 -11
2011 -12
Revised Budget
2013 -14
Amount
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
$ 2,515,324 $
Actual
Actual
1,470,151 $
Budget
(4)-(3)
(5)/(3)
Budget
(34) Stormwater Management Fund
-
-
-
N/A
-
69,670,979
-
All Others ,
$
119,927
$ 110,168
$ 112,691
$ 109,012
$ (3,679)
-3.3 %$
111,483
Interfund Transfers
93,923,541
1,977,793
2,007,314
252,320
1,547,320
1,295,000
513.2%
1,538,848
Operating Budget
-
-
-
-
-
-
Sub -Total
$
2,097,720
$ 2,117,482
$ 365,011
$ 1,656,332
$ 1,291,321
353.87.$
1,650,331
Less Appropriated Capital
-
-
-
-
- -
N/A
-
Stormwater Management Fund Total
$
2,097,720
$ 2,117,482
$ 365,011
$ 1,656,332
$ 1,291,321
353.87.$
1,650,331
(37) Cemetery Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Cemetery Fund Total
(41) Big Blue Bus Fund
All Others
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Big Blue Bus Fund Total
$ 32,863 $
18,909 $
(2,555) $
- $
2,555
- 100.0% $
-
(293,332)
(6,568,264)
(513,471)
(344,318)
169,153
- 32.9%
(344,318)
2,247,213
1,560,424
1,648,767
1,775,543
126,776
7.7%
1,836,874
528,580
247,285
38,851
38,926
75
0.2%
39,054
$ 2,515,324 $
(4,741,646) $
1,171,592 $
1,470,151 $
298,559
25.5 %$
1,531,610
-
$
-
-
-
N/A
-
$ 2,515,324 ($ 4,741,646) $ 1,171,592 $ 1,470,151 $ 298,559 25.5%$ 1,531,610
$ 1,41 b,110 $
1,410,177 $
(96,814) $
-
$
96,814
- 100.0% $
-
(301,713)
(710,958)
- (661,261)
(529,379)
131,882
-19.9%
(549,744)
57,120,693
56,631,318
65,722,667
64,320,025
(1,402,642)
-2.1%
66,519,250
33,444,145
25,234,672
100,016,692
20,888,339
(79,128,353)
-79.1%
27,954,035
$ 91,673,235 $
82,565,209 $
164,981,284 $
84,678,985
$
(80,302,299)
- 48.77.$
93,923,541
-
-
69,670,979
-
(69,670,979)
- 100.07.
-
$ 91,673,235 $
82,565,209 $
95,310,305 $
84,678,985
($
10,631,320)
.11.2%$
93,923,541
77
Five -Year Emendifure Summa
(44) SCAQMD AS 2766 Fund
All Others
$
(1)
(2)
(3)
(4)
- $
(5)
(6)
(7)
Capital Budget
7,548 $
114,263
20,043
2012 -13
- $
-
Change
Change
-
Sub -Total
$
2010 -11
2011 -12
Revised Budget
2013 -14
- $
Amount
Percent
2014.15
FUND /DEPARTMENT BUDGET UNIT
152,000
Actual
Actual
192,361
Budget
-
(4)-(3)
(5)/(3)
Budget
(43) Gas Tax Fund
$
116,013
$ 20,433
$ 2,400
$
- ($
2,400)
- 100.0%
$ -
All Others
$
1,964
$ 6,670
$ 5,300 $
5,300
$
470,962
- 0.0%$
5,300
Interfund Transfers
2,145,206
2,574,179
2,395,940
2,395,940
-
0.0%
2,395,940
Operating Budget
-
-
-
-
-
N/A
_ -
Capital Budget
-
-
350,000
350,000
-
0.07.
-
Sub -Total
$
2,147,170
$ 2,580,849
$ 2,751,240 $
2,751,240
$
- 0.07.$
2,401,240
Less Appropriated Capital
-
-
-
-
N/A
-
Gas Tax Fund Total
$
2,147,170
$ 2,580,849
$ 2,751,240 $
2,751,240
$
-
0.0%$
2,401,240
(44) SCAQMD AS 2766 Fund
All Others
$
1,750
$ 390
$ 2,400
$
- $
(2,400)
- 100.0%
$ -
Capital Budget
7,548 $
114,263
20,043
192,361
- $
-
(192,361)
- 100.0%
-
Sub -Total
$
116,013
$ 20,433
$ 194,761
$
- $
(194,761)
- 100.0%
$ -
Less Appropriated Capital
152,000
-
-
192,361
-100.0%$ 130,000
-
(192,361)
- 100.0%
-
SCAQMD AS 2766 Fund Total
$
116,013
$ 20,433
$ 2,400
$
- ($
2,400)
- 100.0%
$ -
(53) Parks and Recreation Fund
Capital Budget
$
7,548 $
7,980 $
152,855
$
- $
(152,855)
- 100.0% $ 130,000
Sub -Total
$
7,548 $
7,980 $
152,855
$
- $
(152,855)
- 100.0 %$ 130,000
Less Appropriated Capital
6,231,029
-
-
855
4,173,902
-
(855)
- 100.0% -
Parks and Recreation Fund Total
$
7,548 $
7,980 $
152,000
$
- ($
152,000)
-100.0%$ 130,000
54) Vehicle Management Fund 9
All Others
$
116,161
$ 114,102
$ (7,466) $
-
$
7,466
- 100.0% $
-
Operating Budget
6,150,047
5,858,426
6,107,199
6,049,873
(57,326)
-0.9%
6,231,029
Capital Budget
6,316,563
4,173,902
7,477,598
2,512,503
(4,965,095)
-66.4%
8,095,423
Sub -Total
$
12,582,771
$ 10,146,430
$ 13,577,331 $
8,562,376
$
(5,014,955)
- 36.9 %$
14,326,452
Less Appropriated Capital
-
-
5,485,917
-
(5,485,917)
- 100.0%
-
Vehicle Management Fund Total
$
12,582,771
$ 10,146,430
$ 8,091,414 $
8,562,376
$
470,962
5.8% $
14,326,452
g. The FY 2014 -15 expenditure increase reflects replacement need according to an established schedule, ands funded by prior year contributions from other funds
78
(56) Self - Insur, General Liab /Auto
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Self- insur, General Liab /Auto Total
(57) Self- Insurance, Bus Fund
Interfund Transfers
Operating Budget
Sub -Total
Less Appropriated Capital
Self-insurance, Bus Fund Total
(58) Self - Insurance Automobile Fund
All Others
Interfund Transfers
Operating Budget
Sub -Total
Less Appropriated Capital
Self- Insurance Automobile Fund Total
$
333,040
(1)
(2)
(3)
(4)
394,358
(5)
(6)
(7)
415,381
3,873,983
2012 -13
3,702,022
Change
Change
(357,472)
-9.7%
3,395,522
2010 -11
2011 -12
Revised Budget
2013 -14
-
Amount
Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
N/A
Actual
Actual
°
Budget
(69,468) $
(4)-(3)
(5)/(3)
Budget
(55) Info Tech Rpicmnt & Svcs Fund
(191,006)
-4.6 %$
3,810,903
-
-
Capital Budget
$
1,913,935
$ 1,043,703
-$ 4,407,305
$ 1,981,874
$
(2,425,431)
- 55.0% $
1,994,865
Sub -Total
$
1,913,935
$ 1,043,703
$ 4,407,305
$ "1,981,874
$
(2,425,431)
-55.0%$
1,994,865
Less Appropriated Capital
$
-
-
2,401,909
-
268,735
- (2,401,909)
- 100.0%
-
Info Tech Rplcmnt & Svcs Fund Total
$
1,913,935
$ 1,043,703
$ 2,005,396
$ 1,981,874
($
23,522)
-1.2%$
1,994,865
(56) Self - Insur, General Liab /Auto
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Self- insur, General Liab /Auto Total
(57) Self- Insurance, Bus Fund
Interfund Transfers
Operating Budget
Sub -Total
Less Appropriated Capital
Self-insurance, Bus Fund Total
(58) Self - Insurance Automobile Fund
All Others
Interfund Transfers
Operating Budget
Sub -Total
Less Appropriated Capital
Self- Insurance Automobile Fund Total
$
333,040
$
(2,178,397) $
477,892
$
394,358
$
(83,534)
-17.5%$
415,381
3,873,983
2,108,929
3,702,022
3,344,550
(357,472)
-9.7%
3,395,522
-
-
-
250,000
250,000
N/A
-
$
4,207,023
$
(69,468) $
4,179,914
$
3,988,908
$
(191,006)
-4.6 %$
3,810,903
-
-
-
-
N/A
-
$
4,207,023
($
69,468) $
4,179,914
$
3,988,908
($
191,006)
-4.6%$
3,810,903
$
288,900
$
243,823 $
255,086
$
257,504
$
2,418
0.9%$
268,735
1,081,370
1,544,304
2,263,961
2,242,496
(21,465)
-0.9%
2,231,265
$
1,370,270
$
1,788,127 $
2,519,047
$
2,500,000
$
(19,047)
-0.87.$
2,500,000
-
-
-
-
-
N/A
-
$
1,370,270
$
1,788,127 $
2,519,047
$
2,500,000
($
19,047)
-0.8%$
2,500,000
$
-
$
54,637 $
(4,555)
$
-
$
4,555
- 100.0% $
-
104,800
841,522
(1,880,466)
(1,912,697)
(32,231)
1.7%
(1,988,462)
299,966
3,249,591.
3,855,640
4,375,093
519,453
13.5%
4,706,226
$
404,766
$
4,145,750 $
1,970,619
$
2,462,396
$
491,777
25.0 %$
2,717,764
-
-
-
-
-
N/A
-
$
404,766
$
4,145,750 $
1,970,619
$
2,462,396
$
491,777
25.0%$
2,717,764
79
Five -Year Exeenditure Summa
(77) Parking Authority Fund
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Parking Authority Fund Total
All Funds
All Other Transactions
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Total All Funds
Less Reimbursements and Transfers
Operating
Capital
Grand Total
Disaster Relief Fund (13)
$ (1,083,570) $
(1,120,600) $
(1)
(2)
(3)
(4)
(5)
(6)
(7)
- 100.07. -
2,734,176
2,647,081
2,305,540
2012 -13
- 100.07. -
Change
Change
1,188,297 $
- $ (1,188,297)
- 100.07. $ -
2010 -11
2011 -12
Revised Budget
2013 -14
Amount
.Percent
2014 -15
FUND /DEPARTMENT BUDGET UNIT
$ 570,448,258 $
Actual
Actual
°
Budget
(4)-(3)
(5)/(3)
Budget
(59) Self- Insur, Workers' Comp Fund
All Others
$
65,833 $
-
$ - $
- $
-
N/A $
Interfund Transfers
(726,740)
1,220,689
1,285,789
1,397,689
111,900
8.7%
1,450,992
Operating Budget
9,165,444
7,046,753
6,815,143
7,155,150
340,007
5.0%
7,288,150
Capital Budget
30,200
28,200
28,200
28,357
157
0.6%
29,531
Sub -Total
$
8,534,737 $
8,295,642
$ 8,129,132 $
8,581,196 $
452,064
5.6 %$
8,768,673
Less Appropriated Capital
- -
-
-
-
-
N/A
-
Self- insur, Workers' Comp Fund Total
$
8,534,737 $
8,295,642
$ 8,129,132 $
8,581,196 $
452,064
5.6%$
8,768,673
(77) Parking Authority Fund
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Parking Authority Fund Total
All Funds
All Other Transactions
Interfund Transfers
Operating Budget
Capital Budget
Sub -Total
Less Appropriated Capital
Total All Funds
Less Reimbursements and Transfers
Operating
Capital
Grand Total
Disaster Relief Fund (13)
$ (1,083,570) $
(1,120,600) $
(1,118,820) $
- $ 1,118,820
- 100.07. $ -
850
900
1,577
- (1,577)
- 100.07. -
2,734,176
2,647,081
2,305,540
- (2,305,540)
- 100.07. -
$ 1,651,456 $
1,527,381 $
1,188,297 $
- $ (1,188,297)
- 100.07. $ -
-
-
2,305,540
- (2,305,540)
- 100.0% -
1,651,456 $ 1,527,381
1,117,243 - 100.0% $
$ 80,076,894 $
58,530,727 $
26,965,164 $
31,732,315 $
4,767,151
17.7% $
34,299,977
1,969,081
7,585,059
(5,000,802)
(1,558,348)
3,442,454
-68.8%
(1,490,707)
384,647,435
411,049,189
451,680,306
448,714,493
(2,965,813)
-0.7%
459,312,626
103,754,848
262,889,668
458,505,499
91,358,485
(367,147,014)
-80.1%
86,349,853
$ 570,448,258 $
740,054,643 $
932,150,167 $
570,246,945 $
(361,903,222)
- 38.8 %$
578,471,749
00.0%
570,448,258
(43,409,694) (43,333,783) (42,782,869) (42,603,396) $ 179,473 -0.47. (44,230,207)
(6,817,229) (5,186,256) (6,587,703) (6,725,785) (138,082) 2.1% (6,523,384)
$ 520,221,335 $ 691,534,604 $ 565,551,293 $ 520,917,764 $ (44,633,529) -5.6%$ 527,718,158
$ 1,108,647 $ 991,643 $
80
974,592 $ - $ (974,592) - 100.017 $
.� r � ,�
��..
r
sm
r
City ncil
The mission of the City Council is to adopt legislation
and provide direction to the administration of the
City and to promote the best interests of the
community locally and with other governmental
agencies.
0
FY 2013 -14 FY 2014 -15 Goal: Support Mayor and Council in their work as
ilaries & policy makers.
ages $385,469 $407,037
pplies & 494,588 499,455
L $880,057
Positions 1.0
Service by Division
City Council
Operating Budget:
Number of FTEs:
FY 2013 -14: $0.9 million
FY 2013 -14: 1.0 FTE
The City Council provides leadership in
establishing policies for the conduct of
municipal affairs while acting as the
principal policymakers for the City;
oversees the delivery of basic City
services; formulates community priorities
for allocation of City resources; holds
regularly scheduled meetings, hearings,
and study sessions to receive citizens'
input and conduct City business in a
public forum. Council staff manages
constituent services and provides Council
members with scheduling, communica-
tions and other administrative support.
FY2014 -15: $0.9 million
FY 2014 -15: 1.0 FTE
R
iffiw,�ka
2010 -11 2011 -12
Actual Actual
MAJOR ACCOUNT GROUPS
01 General Fund
Salaries and Wages $ 423,327 $
Supplies and Expenses 211,325
Total Department $ 634,653 $
i .11
443,418
$
448,782 $
385,469 $
407,037
120,121
(FULL -TIME EQUIVALENTS)
547,528
494,588
499,455
563,540
$
996,310 $
880,057 $
906,492
PERSONNEL
2010 -11
2011 -12
2012.13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014.15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions
1.6
1.6
1.6
1.0
1.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Total Department
1.6
1.6
1.6
1.0
1.0
Footnotes
a. General fund (0 1) staffing and accompanying budget decrease represents transfer to the City Manager's Office to
align with changing roles.
H1
�1
ER
The mission of the City Manager is to provide
leadership and direction in the implementation of
City Council policy objectives and administration of
City services and programs, ensuring accountability,
community responsiveness and customer service
excellence.
92
FY 2013.14
$6,377,023 $6,507
Supplies &
5,564,327 5,643,
Expenses
$11,941,350 $12,151
FIE Positions 43.9
•
Goal: Protect Public Safety.
Objectives:
• Reduce Part 1 crimes by 4.0% compared to
FY 2012 -13 by June 2014.
• Complete the pedestrian safety action plan by
June 2014.
• Conduct 13 traffic safety operations, implement a
targeted traffic safety violation campaign and
produce four articles about traffic safety by
June 2015.
• Increase street homelessness training with field
personnel by June 2014.
• Consolidate Police and Fire dispatch by June 2015.
Goal: Maintain the City's fiscal health and
stability.
Objectives:
• Maintain balanced budgets, adequate reserves
and the City's AAA bond rating.
• Administer the disposition of Successor Agency
assets as part of the dissolution of redevelopment
through June 2015.
• Monitor the implementation of FY 2013 -15 budget
strategies to achieve a more sustainable spending
baseline and report on progress every six months.
• Implement measures to manage benefit cost
increases, including pension and health care
expenses by June 2015.
Goal: Finance and build new capital investments
and maintain existing facilities and infrastructure.
Objectives:
• Provide efficient and effective maintenance of
city's infrastructure and ongoing service delivery to
residents and visitors through June 2015.
• Complete construction of 30 capital projects in
FY 2013 -14 and I I capital projects in FY 2014 -15.
N
• Determine funding for Fire Station 1,
Corporation Yards renovation and Public
Safety radio system by June 2015.
Goal: Provide a comprehensive housing
program that allows Santa Monica's
diverse community to thrive in face of the
loss of redevelopment.
Objectives:
• Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 205 affordable
apartments by June 2015.
• Explore new funding options and policies
for affordable housing production and
preservation through June 2015.
Goal: Ensure new development reflects
priorities established by Council and the
community benefits identified in the Land
Use and Circulation Element (LUCE).
Objectives: ,
• Adopt a revised Zoning Ordinance by
December 2013.
• Complete the Downtown Specific Plan by
March 2014.
• Adopt a new building code by December
2013.
• Incorporate transportation improvements
in new development to reduce the
impact of new vehicle trips.
r:
Goal: Engage with Metro, Expo, and the
community in strategies to ensure that the
Expo light rail project is integrated into the
City.
Objectives:
• Centralize, align and coordinate the City's
parking and transportation functions by
July 2014.
• Secure completion of Buffer Park design,
associated community outreach, and
interface between maintenance facility
and Buffer Park by December 2014.
• Assist with Expo Bike Path license
agreement negotiation and design by
December 2014.
• Assist in keeping the Expo Light Rail project
on schedule, finalize terminus station
real estate transactions, and secure
City- funded station upgrades by June
2015.
• Complete study to redesign BBB bus routes
to connect with city Expo Light Rail stations
by June 2015.
Goal: Advance cutting edge sustainable
practices.
Objectives:
• Adopt the Zero Waste Plan by June 2014.
• Reduce annual citywide water demand
by 1.0% for FY 2013 -14 and FY 2014 -15.
0
• Increase solar installations in the City by
500 kilowatts annually for FY 2013 -14 and
FY 2014 -15.
• Achieve a 3.0% reduction in community -
wide greenhouse gas emissions (for a total
of 15% below 1990 levels) by June 2015.
• Develop a program to increase the
number of new and existing municipal
buildings and spaces achieving LEED Silver
certification or better by June 2014.
Goal: Strengthen City staff's ability to
mitigate, prepare for, respond to, and
recover from disasters, emergencies or
large scale planned events.
Objectives:
• Implement annual emergency
preparedness training and regular
exercises for all City staff through
June 2015.
• Conduct three Community Emergency
Response Team (CERT) classes each year
of the two -year budget.
• Hold at least 12 emergency preparedness
presentations for resident and business
organizations each year of the two -year
budget.
M
M-NIM WHIM,
Goal: Ensure a positive Pier experience for
residents and visitors.
Objectives:
• Assist the Pier Corporation in developing a
mission as well as guidelines for
sponsorships, marketing, events and
leasing by June 2015.
• Complete Phase IV Pier Infrastructure
Improvements by Spring 2014.
• Increase fall, winter, and spring events and
activities by at least 15% each year of the
two -year budget.
Goal: Develop and refine programs that
encourage civic engagement.
Objectives:
• Offer a citizen academy with focus on
education and public information to
interested community members by
June 2014.
Goal: Support the successful
implementation of The Wellbeing Project
through development of the Local
Wellbeing Index and strategies for its use.
Objectives:
• Facilitate the launch and ongoing project
implementation among City leadership by
June 30, 2015.
• Integrate the goals, objectives and
messages of the Wellbeing Project into
citywide communication and workplons
by June 30, 2015.
• Assist with project replication through
cross - promotion of project goals among
local community partners, leadership in
other cities, and professional networks by
June 30, 2015.
Service by Division
Administration
Operating Budget: FY 2013 -14: $2.2 million
Number of FTEs: FY 2013 -14: 9.2 FTE
The Administration Division provides direction to
operating departments, oversight of major
City- initiated projects, guidance on the annual
budget process, coordination of City Council
agendas, development of civic engagement
programs, and is responsible for the efficient and
cost - effective administration of City programs.
City Manager
FY2014 -15: $2.2 million
FY 2014 -15: 9.2 FTE
Community and Government Relations
Operating Budget: FY 2013 -14: $2.2 million FY 2014 -15: $2.3 million
Number of FTEs: FY 2013 -14: 13.4 FTE FY 2014 -15: 13.7 FTE
The Community and Government Relations Division is
responsible for federal, state, and regional advocacy of
City priorities and programs, strategic communications
planning, production of print materials and web content,
media relations, cable television programming and
franchise enforcement, public outreach and surveying,
neighborhood organization support, and public
information assistance.
M
Office of Sustainability and the Environment
Operating Budget: FY 2013 -14: $4.5 million FY 2014 -15: $4.6 million
Number of FTEs: FY 2013 -14: 16.3FTE FY 2014 -15: 16.3 FTE-
Office of Emergency Management
Operating Budget: FY 2013 -14: $0.8 million FY 2014 -15: $0.8 million
Number of FTEs: FY 2013 -14: 3.0 FTE FY 2014 -15: 3.0 FTE
The Office of Emergency Management is
responsible for the City's emergency response
and planning efforts to include mitigation,
preparedness, response, and recovery to any
community -wide hazard or disaster. The Office
implements disaster planning, training, and
proactive community -based disaster
preparedness programs to ensure that the City of
Santa Monica is a disaster resilient community.
H
5
Office of Pier Management
Operating Budget: FY 2013 -14: $2.2 million FY 2014 -15: $2.3 million
Number of FTEs: FY 2013 -14: 2.0 FTE FY 2014 -15: 2.0 FTE
The Office of Pier Management is
responsible for the coordination of all
City activities, services, leasing and
maintenance at the Santa Monica Pier
to ensure its safe operation in a manner
both consistent with City policies and
which enhances the visitor experience at
the Pier. The Office of Pier Management
also supervises the service agreement
with the Pier Corporation and its activities
with City programs and operations.
DAI
DIVISION
Direct Costs
Airport
$ 3,528,114 $
- $
- $
- $
-
Administration
1,597,852
1,703,808
1,878,586
2,173,039
2,188,203
Community &
342,437
25,596
Government Relations
2,293,561
2,233,966
2,473,675
2,211,130
2,247,714
Office of Sustainability &
25,596
$ -
30 Pier Fund b
the Environment
3,593,467
3,587,791
4,733,055
4,522,268
4,581,913
Office of Emergency
$
- $
144,504
$
260,779
Management
376
718,403
793,120
824,860
841,452
Office of Pier
1,902,081
1,926,738
1,996,202
Management
-
1,844,047
2,162,860
2,210,053
2,292,023
Total Department $ 11,013,370 $ 10,088,014 $ 12,041,297 $ 11,941,350 $ 12,151,305
MAJOR ACCOUNT CROUPS BY FUND
O1 General Fund a
Salaries and Wages $ 4,396,372 $ 5,274,303 $ 5,801,862 $ 6,093,708 $ 6,211,559
Supplies and Expenses 3,063,409 2,915,072 3,734,138 3,611,993 3,647,723
Subtotal $ 7,459,782 $ 8,189,374 $ 9,536,000 $ 9,705,701 $ 9,859,282
20 Miscellaneous Grants
Fund
Salaries and Wages
$
- $
-
$
-
$
-
$
Supplies and Expenses
25,474
54,593
342,437
25,596
Subtotal
$
25,474 $
54,593
$
342,437
$
25,596
$ -
30 Pier Fund b
Salaries and Wages
$
- $
144,504
$
260,779
$
283,315
$ 295,821
Supplies and Expenses
1,699,543
1,902,081
1,926,738
1,996,202
Subtotal
$
$
1,844,047
$
2,162,860
$
2,210,053
$ 2,292,023
93
MAJOR ACCOUNT GROUPS BY FUND (continued)
33 Airport Fund b
Salaries and Wages $ 960,867 $ $ $ $
Supplies and Expenses 2,567,248
Subtotal $ 3,528,114 $ $ $ $
Total All Funds
Salaries and Wages $ 5,357,239 $ 5,418,806 $ 6,062,641 $ 6,377,023 $ 6,507,380
Supplies and Expenses 5,656,131 4,669,208 5,978,656 5,564,327 5,643,925
Total Department $ 11,013,370 $ 10,088,014 $ 12,041,297 $ 11,941,350 $ 12,151,305
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
O1 General Fund a
Permanent Positions
33.0
36.0
36.0
37.0
37.0
Temporary Positions
5.2
4.9
5.2
4.9
5.2
Subtotal
38.2
40.9
41.2
41.9
42.2
30 Pier Fund b
Permanent Positions
0.0
0.0
2.0
2.0
2.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Subtotal
0.0
0.0
2.0
2.0
2.0
94
33 Airport Fund b
Permanent Positions 8.0 8.0 0.0 0.0 0.0
Temporary Positions 0.2 0.2 0.0 0.0 0.0
Subtotal 8.2 8.2 0.0 0.0 0.0
Total All Funds
Permanent Positions 41.0 44.0 38.0 39.0 39.0
Temporary Positions 5.4 5.1 5.2 4.9 5.2
Total Department 46.4 49.1 43.2 43.9 44.2
Footnotes
a. General fund (01) staffing and accompanying budget increase reflects an addition of 1.0 FTE Administrative Staff
Assistant, transfers from other departments, including 0.6 FTE from City Council, 1.0 FTE from Finance, and a transfer out
of 1.0 FTE to Planning and Community Development, and 0.3 FTE as- needed variation is tied to election year work,
representing a net 0.7 FTE department increase in FY 2013 -14. These changes align staffing with changing roles
between departments.
b. Beginning in FY 2011 -12, Pier management (30 fund) moved from Public Works to the City Manager's Office; and
Airport management (33 fund) moved from the City Manager's Office to Public Works.
01
M
11, llmm�
Fit
The mission of the City Clerk is to provide prompt,
accurate and excellent customer service; to provide
easy and friendly access to the City's official records;
to conduct all elections in the City according to City
and State codes; to increase public awareness
about City government and the election process; to
provide efficient and timely records management,
printing, and mail service to all City Departments;
and to carry out all programs of this office efficiently
and cost - effectively.
M
FY 2013 -14 FY 2014-
laries & $1,443,138 $1
ages
Supplies &
674,045 1,160,299
Expenses
$2,117,183
FIE Positions 13.0 1
• • • � • it ,, ,, � ^ • ,
Goal: Streamline the City Council Agenda
Management Process.
Objectives:
• Research and purchase Agenda Management
Software by December 2013.
• Implement a new City Council agenda
preparation process by June 30, 2014.
• Post the City Council meeting agenda, prepare
and deliver the meeting packets to the Council,
and post documents online prior to each meeting.
Service Benchmarks:
• Post 100% of City Council agendas on time
according to the Ralph M. Brown Act.
• Deliver meeting packets to the City Council, by
the Wednesday preceding a meeting, 90% of
the time as per the Rules of Conduct for City
Council Meetings.
Goal: Objectively administer municipal and
special elections, including the City, Rent Control
Board, School District and College District
elections.
Objectives:
• Ensure that elections are conducted in
compliance with all applicable legislation.
• Promote participation of voters in the election
process through voter registration events.
• Disseminate and distribute all relevant election
information as required by election laws.
• Assist all persons interested in running for office.
Service Benchmarks:
• Register an average of 100 new voters among
the City's residents and high schools annually.
• Process election forms for an average of 22
candidates per election.
01
Goal: Maintain City documents and
distribute legislative and historical
information, as required by law.
Objectives:
• Implement a department -wide public
records tracking process, including
researching and purchasing relevant
software by June 30, 2014.
• Analyze, classify and reorganize the City's
Deeds Archive and create an
electronically searchable log /database
by June 30, 2014.
• Conduct an annual review of
Departments' records to assure that City
staff adhere to the City's Records
Management Program and Retention
Schedule in maintaining and destroying
documents, and return to Council for
approval of the schedule.
Goal: Provide new services consisting of
accepting United States passport
applications and notary public services.
Objectives:
• Establish the Administration Division's
Office as a United States Passport
Acceptance Facility, to process passport
applications and sell passport photos on
an appointment -only basis.
• Establish notary publics in the
Administration Division to provide internal
services to departments by June 30, 2014.
Goal: Stay abreast of and disseminate
information about changing local and
State policy and legislation including the
Brown Act,. the State Elections Code,
Federal Voting Rights Act, Public Records
Act, Federal Post Office Rules, the Political
Reform Act, and any other applicable
laws.
Objectives:
• Publish ordinance summaries in the locally
adjudicated paper within 15 days of the
effective date 100% of the time.
• Provide City staff and Board and
Commission members with information on
changing laws and policies through
training seminars.
Goal: Provide quality and timely mail
retrieval and delivery services to City
departments, as well as printing services in
compliance with the City's sustainability
policies.
Objectives:
• Relocate the Mail Room /Print Shop Facility
to the City's former Warehouse by
FY 2013 -14, ultimately saving $140,000
annually in rent.
W
w � �
I IIIP1
Operating Budget: FY 2013 -14: $1.2 million
Number of F -I -Es: FY 2013 -14: 8.0 FTE
The Administration Division carries out the official
duties of the City Clerk as required by local and state
law. The Division prepares the City Council agenda
and Council packets, maintains the official,
historical, and legislative records of the Council
proceedings, and conducts records management
services, which include the retention, retrieval and
destruction of City records. It also maintains the
board and commission appointive lists as required by
State law.
III
FY2014 -15: $1.3 million
FY 2014 -15: 8.0 FTE
Records & Election Services (City Clerk)
Elections
Operating Budget:
Number of FTEs:
FY2013 -14: $5,715 FY 2014 -15: $0.5 million
FY 2013 -14: 0.0 FTE FY 2014 -15: 0.0 FTE
The City Clerk carries out the official duties of the City's
Elections Official as required by local and state law. The
Division conducts all municipal elections under the City's
Election Code and coordinates consolidated elections with
the County of Los Angeles, prepares Voter Information
Pamphlets, and maintains the official records of City
elections. The City Clerk is also the filing officer for the
purposes of the California Political Reform Act.
Support Services
Operating Budget: FY2013 -14: $0.9 million
Number of FTEs: FY 2013 -14: 5.0 FTE
The Support Services Division provides internal
support to City Staff. It provides all City departments
with high quality reprographic services and efficient
mail service internally and externally.
102
FY2014 -15: $0.9 million
FY 2014 -15: 5.0 FTE
CATEGORIES EXPENDITURE A� �
DIVISION
Direct Costs
Administration $ 1,190,150 $
Elections 257,213
Support Services 838,872
Total Department $ 2,286,235 $
MAJOR ACCOUNT GROUPS
O1 General Fund
Salaries and Wages $ 1,363,125 $
Supplies and Expenses 923,110
Total Department $ 2,286,235 $
2011 -12
Actual
r.^
1,183,144 $ 1,351,173 $ 1,220,805 $ 1,276,871
24,019 483,755 5,715 474,588
941,166 920,403 890,663 913,185
7.1 AA.33n S 9 755 331 S 9 117 1 AA S 9 AAA Add
1,338,240 $
1,546,359 $
1,443,138 $
1,504,345
810,089
1,208,972 a
674,045
1,160,299
2,148,330 $
2,755,331 $
2,117,183 $
2,664,644
PERSONNEL
2010 -11
2011 -12
2012 -13
13.0
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013.14 2014 -15
BY FUND
Budget
Budget
Budget
Budget Budget
O1 General Fund
Permanent Positions
13.0
13.0
13.0
13.0
Temporary Positions
0.0
0.0
0.0
0.0
Total Department
13.0
13.0
13.0
13.0
Footnotes
a. Department budget reflects increased consultant costs in General Election years (FY 2012 -13 and FY 2014 -15)
103
13.0
nn
IK[ll
104
(P)
OR
The mission of the Finance Department is to provide
sound business, financial, and risk management
support to internal and external customers, ensuring
continuation of public services to residents, visitors,
and businesses of Santa Monica through protection
of financial resources.
m
FY 2013 -14
& $9,854,934 $10,166,084
Supplies & 19 211,204 19,529,815
Expenses
L $29,066,138 $29,695,899
FTE Positions 83.3 83.3
Finance
Goal: Protect & Preserve the City's Assets.
Objectives:
• Implement measures and training to reduce
workers' compensation and general liability costs
by June 30, 2015.
• Assess and provide guidance on use of internal
controls citywide by updating current
Administrative Instruction on collections to include
new methods of collections, cash handling,
refunds and audits by June 30, 2015.
• Formalize the City's collections program to include
a standard process that incorporates discovery by
June 30, 2014.
• Continue to manage parking resource investments
throughout the City and install new or upgraded
revenue control systems in all City owned parking
structures, the Pier and Civic lots by
December 31, 2013.
Service Benchmarks:
• Lost days per 100 employees
• Collection rate on outstanding debt
Goal: Adapt to the Loss of Redevelopment.
Objectives:
• Administer the disposition of Successor Agency
assets as part of the dissolution of redevelopment
through FY 2014 -15.
• Implement financial strategies for new project
funding by December 31, 2014.
• Monitor the implementation of FY 2013 -15 budget
strategies to achieve a more sustainable spending
baseline and report on progress by
October 31, 2014.
107
Goal: Enhance Financial Sustainability
Objectives:
• Select new Enterprise Resource Planning
(ERP) system that will streamline processes
by December 31, 2013 and begin phase -in
implementation by June 30, 2014.
• Implement new purchasing policies &
procedures that will focus on maximizing
buying opportunities by June 30, 2014.
• Implement measures to manage fixed
cost increases, including pension and
other post - employment retirement
liabilities, by June 30, 2015.
• Implement a centralized citywide billing
system by June 30, 2015.
Goal: Provide excellent service to internal
and external customers.
Objectives:
• Develop and administer a citywide
comprehensive financial training program
on systems and policies and procedures
by June 30, 2015.
• Increase automated online payments
from 8% to 50% by June 30, 2015 by
improving online renewal interfaces for the
public.
• Update department website to provide
more user - friendly interfaces by
June 30, 2014.
y
• Establish mini call center for Business
License & Parking Operations by
June 30, 2014.
Service Benchmarks:
• Number of training opportunities
available to staff
M
Service by Division
Administration
Operating Budget: FY 2013 -14: $1 7.8 million
Number of FTEs: FY 2013 -14: 22.5 FTE
The Administration Division is responsible for managing
the City's investment portfolio; providing overall
long -range financial projections; managing debt
issuance; and managing purchasing and the City's
parking operations.
Budget
Operating Budget:
Number of FTEs:
FY 2013 -14: $0.8 million
FY 2013 -14: 5.0 FTE
Finance
FY 2014 -15: $18.0 million
FY 2014 -15: 22.5 FTE
FY 2014 -15: $0.8 million
FY 2014 -15: 5.0 FTE
The Budget Division is responsible for developing and monitoring the
City's multi -year budget, °preparing the five -year financial forecast
and six -month financial status updates, developing and
implementing budget policies, systems and procedures; and
providing budgetary guidance and support to City departments.
Financial Operations
Operating Budget:
Number of FTEs:
FY 2013 -14: $3.1 million
FY 2013 -14: 21.0 FTE
The Financial Operations Division is responsible for
financial reporting, payroll, and accounts payable.
Division staff works with the City's independent
auditors to complete an annual audit and prepare a
Comprehensive Annual Financial Report.
M
N
FY 2014 -15: $3.1 million
FY 2014 -15: 21.0 FTE
Finance
Business and Revenue Operations
Operating Budget: FY2013 -14: $3.0 million FY2014 -15: $3.1 million
Number of FTEs: FY 2013 -14: 22.8 FTE- FY 2014 -15: 22.8 FTE
Risk Management Administration
Operating Budget: FY 2013 -14: $4.4 million FY 2014 -15: $4.7 million
Number of FTEs: FY 2013 -14: 12.0 FTE FY 2014 -15: 12.0 FTE
The Risk Management Division is responsible for ensuring
the City has sufficient insurance in place to cover all
liability, workers' compensation, and property losses;
adjusting all liability and workers' compensation claims
filed against the City; implementing policies and
procedures across the organization to reduce the City's
exposure to unnecessary liability, workers' compensation
and property losses; and ensuring all City operations are
carried out in compliance with local, state and federal
safety regulations.
ML61
Wrywal
DIVISION
Direct Costs
Administration
$
2,116,078
$
2,055,947
$
2,311,445
$
4,348,472
$
4,451,097
Budgeto
-
236,165
804,862
758,189
792,517
Business & Revenue
Operations
3,942,847
4,176,912
4,436,502
3,002,934
3,051,970
Financial Operations
2,337,565
2,521,026
2,965,083
3,083,063
3,148,559
Internal Audit b
289,552
333,188
308,771
-
-
Parking Authority c
-
900
1,577
-
-
Parking Operations
9,821,750
10,695,727
11,791,064
13,498,387
13,545,530
Risk Management
Administration d
1,560,342
3,249,591
3,855,639
4,375,093
4,706,226
Total Departmentf
$
20,068,135
$
23,269,456
$
26,474,944
$
29,066,138
$
29,695,899
MAJOR ACCOUNT GROUPS BY
FUND
O1 General Fund
Salaries and Wages
$
6,839,598
$
7,602,742
$
8,736,271
$
8,376,413
$
8,621,093
Supplies and Expenses
11,658,364
12,405,628
13,871,701
16,314,632
16,368,580
Subtotal
$
18.497.962
$
20.008.370
$
22.607.972
$
24.691.045
$
24.989.673
13 Disaster Relief Fund
Supplies and
Expenses e 9,831
Subtotal $ 9.831 $
58 Risk Management -Admin Fund
Salaries and Wages $ _ $
Supplies and Expenses 19
Subtotal $ 19 $
10,596 9,756
1n.r, 9/, (k 9 ZS1,
1,243,183 $ 1,510,579 $ 1,478,521 $ 1,544,991
2,006,408 2,345,060 2,896,572 3,161,235
3,249,591 $ 3,855,639 $ 4,375,093 $ 4,706,226
MAJOR ACCOUNT GROUPS BY FUND (continued)
59 Self- insurance, Workers' Comp Fund d
Salaries and Wages $ 1,411,030 $ $ $ $
Supplies and Expenses 149,294
Subtotal $ 1,560,324 $ $ $ $
77 Parking Authority Fund
Salaries and Wages e $ $ 900 $ 1,577 $ $
Subtotal $ $ 900 $ 1,577 $ $
Total All Funds
Salaries and Wages $ 8,250,627 $ 8,846,825 $ 10,248,427 $ 9,854,934 $ 10,166,084
Supplies and Expenses f 11,817,508 14,422,631 16,226,517 19,211,204 19,529,815
Total Department $ 20,068,135 $ 23,269,456 $ 26,474,944 $ 29,066,138 $ 29,695,899
PERSONNEL
2010 -11
201112
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions
69.0
71.0
71.0
68.5
68.5
Temporary Positions
2.0
1.0
1.0
2.8
2.8
Subtotal
71.0
72.0
72.0
71.3
71.3
58 Risk Management -Admin Fund
Permanent Positions
0.0
14.0
12.0
12.0
12.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Subtotal
0.0
14.0
12.0
12.0
12.0
112
Budget Summary
VARIOUS FUNDS
PERSONNEL
(FULL -TIME EQUIVALENTS)
BY FUND
2011 -12
Revised
Budget
i
..-
i 4 +
F
59 Self- insurance, Workers' Comp Fund
Permanent Positions 14.0 0.0 0.0 0.0 0.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Subtotal 14.0 0.0 0.0 0.0 0.0
Total All Funds 9
Permanent Positions 83.0 85.0 83.0 80.5 80.5
Temporary Positions 2.0 1.0 1.0 2.8 2.8
Total Department 85.0 86.0 84.0 83.3 83.3
Footnotes
a. In FY 201 I -12, the Budget Division was created as part of an internal reorganization of the Administration Division.
b. Effective FY 2013 -14, the Internal Audit function will be transferred to and managed by the City Manager's Office,
reflecting best practices.
c. Effective FY 2013 -14, the Parking Authority Fund has no anticipated expenditures. Prior year expenditures were related
to special meeting costs for Council members holding meetings as the Parking Authority.
d. Effective FY 2011 -12, the Risk Management & Administration staffing and administration expenses were transferred from
the Workers' Compensation Fund to a newly created Risk Management Administration Fund.
e. Effective FY 2013 -14, the Disaster Relief Fund has no anticipated expenditures. All projects funded by the Federal
Emergency Management Agency and the California Office of Emergency Services subsequent to the 1994 Northridge
Earthquake were completed in FY 2012 -13.
f. The FY 2013 -15 biennial budget includes the increased costs associated with providing the members of the public the
option to pay for a broader variety of fees and services via credit card, as well as the increased cost associated with
parking meter communications, operations, and maintenance.
g. The net reduction in FTE in FY 2613 -14 is a result of identifying efficiencies, streamlining operations, and eliminating 1.5 FTE
vacant Revenue Collections Assistant positions in the Business & Revenue Operations division. A portion of the savings
from eliminating the 1.5 FTE will be used to cover the cost of adding 1.8 as- needed FTE.
in]
w
, 1")
5 RY
lillip AV W,
M
115
City t rn
The mission of the City Attorney is to do excellent
legal work, efficiently and cost - effectively. As
advisors to City officials and staff, to provide timely
and complete assistance. As advocates, to
represent the City and its employees vigorously and
fairly. As prosecutors, to diligently and justly enforce
the law on behalf of the People of the State of
California.
RM
City tt r
Goal: Assist with preparing zoning ordinances,
specific plans and development agreements.
Objectives:
• Help complete Downtown and Bergamot Station
Art Center with specific plans by
December 30, 2013.
• Assist with preparation of permanent zoning
ordinance by December 31, 2013.
• Work on development agreements with focus on
community benefits by June 30, 2014.
Goal: Protect City assets and the City's fiscal
health post redevelopment.
Objectives:
• Improve Business License Tax enforcement
program through the initiation of office
conference process by September 30, 2013.
• Assist in implementing an integrated and
interdepartmental Business License Tax
enforcement program by December 30, 2013.
• Work with City Staff to protect City assets
threatened by RDA dissolution by
December 30, 2013.
117
Goals, Objectives and Service Benchmarks
FY 2013.14
FY 2014 -15
Goal: Support comprehensive efforts relating to
cries &
$9,214,233 �
$9,529,543
the future of the Santa Monica Airport.
ges
Objectives:
plies &
383,196
394,195
Identify and begin implementing lawful changes
enses
to Airport operations and configuration that will
AL
$9,597,429
$9,923,738
reduce neighborhood impacts by March 31, 2014.
• Complete, by September 30, 2013, contingency
Positions
41.1
41.1
legal strategy for possible full or partial Airport
closure.
Goal: Assist with preparing zoning ordinances,
specific plans and development agreements.
Objectives:
• Help complete Downtown and Bergamot Station
Art Center with specific plans by
December 30, 2013.
• Assist with preparation of permanent zoning
ordinance by December 31, 2013.
• Work on development agreements with focus on
community benefits by June 30, 2014.
Goal: Protect City assets and the City's fiscal
health post redevelopment.
Objectives:
• Improve Business License Tax enforcement
program through the initiation of office
conference process by September 30, 2013.
• Assist in implementing an integrated and
interdepartmental Business License Tax
enforcement program by December 30, 2013.
• Work with City Staff to protect City assets
threatened by RDA dissolution by
December 30, 2013.
117
City Attorney
Operating Budget: FY 2013 -14: $9.6 million
Number of FTEs: FY 2013 -14: 41.1 FTE
The Administrative Unit oversees and coordinates all
of the work of the Office, which includes advising the
Council, boards, commissions and City staff, drafting
ordinances and resolutions, reviewing contracts and
leases, representing the City in legal proceedings,
and enforcing consumers' rights. The unit also
prepares the office budget and handles all aspects
of office operations, including Human Resources.
City tt rn
FY 2014 -15: $9.9 million
FY 2014 -15: 41.1 FTE
an
Direct Costs
City Attorney $ 8,476,553 $ 8,931,187 $ 8,975,905 $ 9,597,429 $ 9,923,738
Total Department $ 8,476,553 $ 8,931,187 $ 8,975,905 $ 9,597,429 $ 9,923,738
� # .# ,
O1 General Fund a
Salaries and Wages $
8,030,152 $
8,489,254 $
8,697,002 $
9,214,233 $
9,529,543
Supplies and Expenses
446,402
441,933
278,903
383,196
394,195
Total Department $
8,476,553 $
8,931,187 $
8,975,905 $
9,597,429 a $
9,923,738
PERSONNEL
2010.11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
O1 General Fund
Permanent Positions
41.5
41.5
41.5
41.0
41.0
Temporary Positions
0.1
0.1
0.1
0.1
0.1
Total Department
41.6
41.6
41.6
41.1
41.1
Footnotes
a. FY 2013 -14 and 2014 -15 Budget increases reflect Deputy City Attorney promotions from level I to levels II and III, and
adjustment to correctly budget for legal expenses and research costs, offset by decrease of 0.5 FTE legal secretary.
120
121
The mission of the Human Resources Department is to
*Provide exceptional service to the public,
employees and City departments.
Support the mission of each City department by
attracting, developing and retaining a progressive
and effective workforce that will deliver premier
municipal services to the community.
. Promote career development, personal well -being
and professionalism in employee conduct.
INIF
FY 2013 -14
daries &
$3,292,686 $3,385,1
ages
& 746,834
L $4,039,520 $4,151
Positions 23.2
Goal: Further develop the Santa Monica Institute
as a comprehensive employee engagement
program.
Objectives: `
• By June 30, 2015, provide 5 - 7 training courses per
quarter (minimum of 40) through the Santa Monica
Institute.
• By December 31, 2014, provide 2 series of classes
for supervisors through the Supervisors' Academy.
• By June 30, 2015, provide 6 - 8 employee events
through the Employee Events Team to increase
employee engagement.
Service Benchmarks:
• Increase employees' first time participation in
optional Citywide training /professional
development by 25 %.
• Increase current supervisors' knowledge of
supervisory skills and application of knowledge
by 30 %.
• Increase employees' first time participation at
an Employee Event Team sponsored event by
15 %.
Goal: Manage rising compensation costs.
Objectives:
• Successfully negotiate at least 7 employee
bargaining unit contracts by June 30, 2015, with an
emphasis on cost containment.
• Successfully negotiate annual renewal of health
benefit contracts that minimize premium increases
and are kept aligned with budget projections
indicated in the five -year forecast.
123
Goal: Engage employees with wellness
programs that broaden and inspire the
awareness of healthy living.
Objectives:
• By December 31, 2014, present 2 - 4
wellness programs that encourage
physical activity and educate employees
on healthy living.
• Provide annual biometric screening.
• Provide monthly "lunch and learns" on
topics of health and well- being.
Service Benchmarks:
• Increase employee participation in
the City's wellness program by 25 %.
Service by Division
Administrative Services
Operating Budget: FY2013 -14: $0.7 million FY2014 -15: $0.7 million
Number of FTEs: FY 2013 -14: 3.2 FTE FY 2014 -15: 3.2 FTE
124
The Administrative Services Division provides
administrative oversight and leadership to
all the divisions of the Human Resources
Department. The Division establishes
organizational human resource policy and
ensures City compliance with all Federal
and State employment laws. Functions
include departmental budget preparation
and fiscal tracking; staff report preparation;
management of the department's records
retention and the facilitation of the Santa
Monica Personnel Board.
Employment and Organizational Development
Operating Budget: FY2013 -14: $1.6 million FY2014 -15: $1.7 million
Number of FTEs FY 2013 -14: 10.0 FTE FY 2014 -15: 10.0 FTE
The Employment and Organizational Development
Division manages the recruitment, selection and
certification of qualified candidates for employment
opportunities with the City of Santa Monica. Staff
provides a consultative approach to City
departments when delivering these services to assist
them in meeting their staffing needs as well as serving
the public in their search for employment with the City
of Santa Monica. The division also manages the
classification and compensation systems to ensure classifications are up to date and that
positions are appropriately compensated. The division facilitates training and
organizational development opportunities within the City of Santa Monica to provide
professional development for employees and enhance the organizational structure.
Employee Relations and Benefits
Operating Budget. FY2013 -14: $1.7 million FY 2014 -15: $1.8 million
Number of FTEs: FY 2013 -14: 10.0 FTE FY 2014 -15: 10.0 FTE
The Employee Relations and Benefits Division
negotiates and administers labor agreements with
the City's various employee associations; provides
assistance to departments regarding employee
performance issues and disciplinary matters; and
investigates employee complaints. The Division
also coordinates, administers, and provides
information related to employee health benefits,
deferred compensation, retirement, new
employee orientation, the employee recognition
program, and the rideshare program. Additionally, the Division maintains the operation of
the HR /Payroll information systems; administers the interactive /reasonable accommodation
process and monitors compliance of various leave programs such as Family and Medical
Leave and California Family Rights Act.
125
Budget Summary
GENERALFUND
EXPENDITURE CATEGORIES
DIVISION
Direct Costs
Administrative Services
Employment and
Organizational
Development
Employee Relations and
Benefits
2010.11 2011 -12
Actual Actual
2012.13
Revised
Budget
$ 832,350 $ , 872,058 $ 936,308 $ 691,321 $ 709,170
1,133,789 1,234,875 1,513,362 1,618,830 1,669,575
1 l AQ SM l qqg n70 1 970 "n 1 700'1L0 1 77'2 7n4
Total Department $ 3,114,641 $ 3,442,005 $ 4,029,000 $ 4,039,520 $ 4,151,953
MAJOR ACCOUNT GROUPS
01 General Fund Q
Salaries and Wages $ 2,552,977 $ 2,831,705 $ 3,181,030 $ 3,292,686 $ 3,385,153
Supplies and Expenses 561,664 610,300 847,970 746,834 766,800
Total Department $ 3,114,641 $ 3,442,005 $ 4,029,000 $ 4,039,520 $ 4,151,953
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised 2013 -14 2014 -15
BY FUND
Budget
Budget
Budget Budget Budget
01 General Fund Q
Permanent Positions 20.5 21.0 22.0 23.0 23.0
Temporary Positions 0.3 0.3 0.3 0.2 0.2
Total Department 20.8 21.3 22.3 23.2 23.2
Footnotes
a. General fund (01) 1.0 FTE staffing and accompanying budget increase in FY 2013 -14 reflects need to address
increasingly complex benefits administration.
IPZ1
;j 111111111111 111111 11111,
T V61,11
127
The mission of the Information Systems Department is
to implement and maintain secure, reliable, and
customer- oriented information technology solutions
to support the delivery of government information
and services.
ir►z:3
FY 2013 -14
laries & $6,286,872
ages
pplies & 1,352,563
Denses
$7,639,435 $7,993,
FTE Positions 41.5
Information Systems
Goal: Support and enhance broadband and
wireless communications in the community.
Objectives:
• Develop partnerships with at least 2 local public
agencies to expand the City's fiber services by
June 30, 2014.
• Increase lease revenues by 20% by June 30, 2014
and by 10% by June 30, 2015.
• Extend fiber to the Bergamot Area by
June 30, 2015.
• Expand the City's fiber network to major new
development zones and properties by
June 30, 2015.
• Expand free public internet access by adding free
internet Wi -Fi hot zones in the downtown and
along major commercial and transit corridors by
30% by June 30, 2015.
Service Benchmarks:
5 WI-Fi hot zones in strategic locations
6 Wi -Fi corridors on commercial and transit
streets
Goal: Facilitate citizen engagement and the
delivery of government information and services
through mobile and web technologies.
Objectives:
• Implement a new service- oriented City Intranet by
June 30, 2014.
• Develop 3 applications and websites to make key
City information available to mobile users by
June 30, 2015.
• Make City information more widely available
through the development of 3 interactive maps by
June 30, 2015.
129
Goal: Implement automated business
systems to enhance and modernize
business practices.
Objectives:
• New payroll and financial management
systems by June 30, 2017.
• Automate 5 high value workflows for
internal processes within the City by
June 30, 2015.
• Upgrade the City's permitting system by
June 30, 2014.
Goal: Enhance public safety, mobility,
livability through state -of- the -art
technologies.
Objectives:
• Provide improvements to systems and
networks to ensure timely and quality
service by the Big Blue Bus by
June.30, 2015.
Service Benchmarks:
26 advisory shelters
Mobile trip planner
Farebox replacements and mobile
ticketing
Goal: Provide support, training and
outreach to ensure customer service
excellence.
Objectives:
• Upgrade 507o of City desktop computers
by June 30, 2015.
• Implement a new technology training
program including both online and
in- person training by June 30, 2014.
130
Goal: Engage in development and long -
range sustainability of the Local Wellbeing
Index and strategies for its use.
Objectives:
• Assign Department liaisons to the
Wellbeing Project as requested by the
September 30, 2014.
• Cross - promote goals, objectives and
messages related to The Wellbeing Project
to ensure broad awareness of and
participation in the project among the
general public, community stakeholders,
and City staff by June 30, 2015.
• Assist Wellbeing Project team in evaluation
of new and existing City sets, and
development of integrated solutions for
data management and communication
that make use of emerging technology,
meet standards & best practices, and will
be sustainable over the long -term by June
30, 2015.
Service by Division
,Administration
Operating Budget: FY 2013 -14: $1.0 million FY 2014 -15: $1.0 million
Number of FTEs: FY 2013 -14: 4.0 FTE FY 2014 -15: 4.0 FTE
Systems and Networks
Operating Budget: FY 2013 -14: $1.8 million FY2014 -15: $1.8 million
Number of FTEs: FY 2013 -14: 11.0 FTE FY 2014 -15: 11.0 FTE
The Systems and Networks Division provides for the design,
installation and maintenance of the City's technology
infrastructure and services and is responsible for all aspects
of network and system security. The City's technology
infrastructure includes telecommunications systems, servers
and business data, fiber and telecommunication networks,
and a growing number of Wi -Fi "hot zones" throughout
Santa Monica. The Division insures compliance with regulatory and industry-based security
requirements and provides threat assessment and mitigation to prevent breaches to
network security. The Division also oversees the operation of data centers and
communications facilities throughout the City, including an out -of -state co- location facility
supporting the City's Disaster Recovery and Business Continuity Plan. The Division continues
to develop and operate.a Municipal Fiber -Optic Network supporting five hub sites; 41 City,
13 school district, 6 college facilities including 156 traffic signals and a growing number of
CityNet customer sites.
131
Software Systems
Operating Budget: FY2013 -14: $1.7 million FY2014 -15: $1.7 million
Number of FTEs: FY 2013 -14: 10.0 FTE FY 2014 -15: 10.0 FTE
Support Services
Operating Budget:
Number of FTEs:
FY 2013 -14: $0.8 million FY 2014 -15: $0.8 million
FY 2013 -14: 6.5 FTE FY 2014 -15: 7.0 FTE
The Support Services Division is responsible for supporting City staff on
the use of technology that helps fulfill the City's mission. In
accordance with established service level agreements, the Division
fulfills hardware and software service requests in- person and by
telephone and purchases, installs and supports hardware and
enterprise and departmental software. The Division supports
telecommunication devices, including IP telephones and smart
phones. The Division also manages the ISD Customer Service program, which includes
technology training, annual customer service surveys, and . City -wide technology
challenges. The Division supports other groups in ISD by assisting with the deployment and
enhancement of major technology improvement projects including computer refreshes,
video conferencing, and desktop collaboration.
19Y]
Web [development
Operating Budget: FY 2013 -14: $1.1 million
Number of FTEs: FY 2013 -14: 7.0 FTE
Information Syst
FY 2014 -15: $1.2 million
FY 2014 -15: 7.0 FTE
The Web Development Division is responsible for
developing and maintaining the City's portfolio of web -
enabled applications for public and internal use. The
Division manages websites for public outreach efforts and
develops custom solutions to meet the needs of internal
customers via Intranet applications. The Division also
plans and coordinates the City's GIS program, which
collects, organizes and reports GIS - related data for
government and public services. The City's GIS
capabilities enable other business applications to take
advantage of geographic data and services for analysis
and decision- making by all City departments.
A
Community Broadband
Operating Budget: FY 2013 -14: $1.3 million FY 2014 -15: $1.5 million
Number of FTEs: FY 2013 -14: 3.0 FTE FY 2014 -15: 4.0 FTE
I�
133
Budget Summary
GENERALFUND
2012 -13
2010 -11 2011 -12 Revised 2013 -14 2014 -15
EXPENDITURE CATEGORIES Actual Actual Budget Budget Budget
DIVISION
Direct Costs
Administration $ 849,063 $ 890,017 $
Community Broadband
Software Systems
Support Services
Systems and Networks
Web Development
Total Department $
01 General Fund a
Salaries and Wages $
Supplies and Expenses
Total Department $
2,270,505 1,646,747
487,930 862,934
2,040,795 1,656,159
11,431 611,858
5,659,724 $ 5,667,714 $
785,721 $
1,160,569
1,727,684
1,013,109
1,775,437
1,134,552
7.597,071 S
982,462 $
1,281,670
1,696,091
756,907
1,784,931
1,137,374
7,639,435 $
1,009,151
1,446,572
1,721,299
810,041
1,827,686
1,179,193
7.993.942
5,137,994 $ 5,215,713 $ 6,150,611 $ 6,286,872 $ 6,624,054
521,730 452,001 1,446,460 1,352,563 1,369,888
5,659,724 $ 5,667,714 $ 7,597,071 $ 7,639,435 $ 7,993,942
PERSONNEL
2010.11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised 2013.14 2014.15
BY FUND
Budget
Budget
Budget Budget Budget
01 General Fund a
Permanent Positions
38.0
40.0
41.0
41.5
43.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Total Department
38.0
40.0
41.0
41.5
43.0
Footnotes
a. Staffing and accompanying budget increase reflects a 0.5 FTE increase in FY 2013 -14 for the helpdesk and technology
support services; in FY 2014 -15, a 0.5 FTE increase for technology support services related to the opening of the Pico
Library and a 1.0 FTE increase associated with the continued growth of the CityNet program.
134
135
Planning rte,
The mission of the Planning and Community
Development Department is to create a common
vision for the future of Santa Monica through a
proactive community planning effort that involves all
stakeholders in a consensus building process, and to
ensure that all land use and transportation decisions
reflect the community's vision.
IRLj
FY 2013 -14
$14,937,484 $15,217
1,423,778 1,461,659
$16,361,262 $16,679
Positions 105.0 1
Goal: Implement the LUCE to enhance the
character of Santa Monica, conserve
neighborhoods, enhance public facilities and
expand mobility options.
Objectives:
• Create a draft Housing Element by
December 30, 2013, as required for the 2013 -2021
planning period.
• Adopt the revised Zoning Ordinance by
December 30, 2013.
• Complete the Downtown Specific Plan . by
March 31, 2014.
• Implement first phase of the Bergamot Area Plan
with projects such as the shared parking strategy,
TMA formation, Pennsylvania 2 -way, and Bike Plan
infrastructure by June, 2015 (pursuant to funding).
• Create a strategic plan for a new neighborhood
surrounding Memorial Park by December 31, 2015
funded by a State of California Proposition 84
grant.
• Complete first LUCE monitoring cycle, including
preparation of monitoring criteria, establishing
baselines and creating a streamlined process
coordinated with the Sustainable City Plan
monitoring by September 30, 2014.
• Complete conceptual planning for Michigan
Avenue Neighborhood Greenway by
June 30, 2014.
Goal: Ensure new development reflects the
priorities established by Council and the
community benefits identified in the LUCE.
Objectives:
• Complete conceptual planning and outreach for
joint transit - oriented development of the publicly -
owned Downtown Station by September 30, 2014
(pursuant to funding).
137
• Provide Development Agreement
monitoring reports annually to Council by
January 31, 2014, and January 31, 2015.
• Incorporate transportation improvements
in new development to reduce the
impact of new vehicle trips throughout
fiscal years 2013 -14 and 2014 -15.
• Adopt a new Building Code by
December, 2013.
Goal: Provide excellent customer service
for development review and building plan
check and inspections, to ensure
coordination, consistency and efficiency.
Objectives:
• Continue outreach to the business
community by partnering with the
Chamber of Commerce and meeting
directly with the individual Business
Improvement Districts (BIDS) to address
concerns specific to each district.
• Complete Website Business Portal by
June 30, 2014 to provide information to the
business community, including detail on
the City's Ombudsman Program,
Pre - construction meeting process, and
"How to" instructional videos on the permit
process and business license process.
• Implement the new centralized cashiering
system by July 31, 2013.
Service Benchmarks:
Meet with four BIDS by June 2014
Goal: Support achievement of No Net
New PM Peak trips by implementing
physical and programmatic
improvements that make the most
efficient modes of transportation —
walking, biking, transit and carpooling —
more attractive.
INIQ
Objectives:
• Complete Lincoln Blvd. conceptual design
that enhances pedestrian and transit
connections, improves pedestrian safety,
and optimizes the balance of roadway
users. Concept design complete by
June 30, 2015.
• Provide continued support and on -time
review of Expo plans, and ensure the line's
ability to serve the surrounding community
by its scheduled completion date of
June 30, 2016.
• Deploy a bike share system with over 250
bicycles and 25 station locations
throughout Santa Monica, to improve
transit station access and link major
resident and visitor destinations.
Complete installation of first phase of
system by June 30, 2014.
• Continue coordination with Public Works
staff to ensure new infrastructure and
capital improvements include necessary
transportation system enhancements,
when feasible and within budgetary
constraints. Incorporate pedestrian and
bicycle enhancements in the next annual
resurfacing program, and in capital
projects such as the Pier Bridge, Early
Childhood Education Center (ECEC), etc.
• Continue to refine traffic control and
safety device tool kit. Test new flashing
LED pedestrian warning signs and report to
the State; install and evaluate
grant- funded bike intersection treatments
and detection throughout FY 2013 -14.
• Monitor ongoing construction activities
and proactively manage traffic impacts
through FY 2014 -15.
• Install or enhance five miles of bicycle
lanes, routes, sharrows, or recreational off -
street paths to fill gaps in the City's bicycle
Planning unity Development
network by June 30, 2014 and
June 30, 2015.
• Install 150 new bike parking spaces
annually (racks, corrals, centers) by
June 30, 2014 and June 30, 2015.
• Complete the Pedestrian Action Plan by
June 30, 2014.
• Provide support and advice on the
Colorado. Esplanade construction
drawings, bidding and physical
construction through December 30, 2015.
Goal: Ensure neighborhood quality of life
and economic health including the
health of small businesses and
neighborhood commercial districts.
Objectives:
• Continue to implement, at residents'
requests, preferential parking in residential
areas with attention to changes necessary
in residential areas around future
Exposition Light Rail stations.
• Analyze and identify prioritized actions for
updating the City's Preferential Parking
program by May 30, 2014.
• Implement a pilot public car share
program by September 30, 2013.
• Implement the Vacant Property Program
by December 31, 2013. '
• Provide Code Enforcement presence
seven days a week beginning
March, 2014.
Goal: Provide monitoring, proactive
investigation and enforcement for
Municipal, Building and Zoning Code
compliance.
Objectives:
• Consolidate municipal enforcement
efforts by July 31, 2013.
• Extend regular code enforcement service
to the Pier, beach, and Palisades Park
beginning in July, 2013.
G`
City Planning/ Development Review
Operating Budget: FY 2013 -14: $3.3 million FY 2014 -15: $3.3 million
Number of FTEs: FY 2013 -14: 21.0 FTE FY 2014 -15: 21.0 FTE
The City Planning Division administers and implements City
land use and development policies, urban design policies,
and the historic preservation program. The Division has a key
responsibility for timely permit processing as Planning staff
serves as project managers to move customer projects
through interdepartmental reviews and the permit process. A
., broad range of permits and development applications are
reviewed by Division staff, who also lead negotiations on Development Agreements. The
Division works closely with the Planning Commission and Architectural Review Board to
ensure new development reflects City land use policy and enhances the built environment.
The Division also prepares and processes amendments to the Zoning Ordinance as needed
in relation to development permits, monitors adopted Development Agreements for
compliance with requirements, and supports the Landmarks Commission in furthering
community historic preservation through landmark and historic district designations, design
140
review in compliance with the Secretary of Interior Standards for Rehabilitation, and
administering the Mills Act Program. The Division staffs the Planning Commission,
Architectural Review Board, Landmarks Commission, Zoning Administrator hearings,
community and neighborhood workshops and citizen task forces. In addition to providing
direct services to the public by staffing a public counter, preparing information handouts,
and responding to citizen inquiries, the Division works with applicants to coordinate
community outreach on development projects. This ensures early community awareness
and input on development applications with the goal that new development reflects the
community's long range vision for Santa Monica.
Strategic and Transportation Planning
Operating Budget: FY 2013 -14: $2.6 million FY 201415: $2.7 million
Number of FTEs: FY 2013 -14: 15.0 FTE FY 2014 -15: 15.0 FTE
This Division is responsible for planning the land
use and circulation network in the City, including
long -range planning, design, and policy
development. The Division updates, monitors,
and maintains the City's General Plan and Zoning
Ordinance, particularly the recently adopted
Land Use and Circulation Element (LUCE).
Multi -year strategic and transportation planning
projects include update of the General Plan
through a comprehensive Zoning Ordinance update, area plans for each of the Expo Light
Rail stations, streetscape and corridor plans including improved pedestrian, bicycle and
transit facilities, neighborhood plans and conservation strategies, and development
standards and guidelines. The Division oversees the conceptual planning and initial
feasibility for streetscape and urban design capital projects, and works with the Housing
and Economic Development Department on strategic planning efforts including those in
the Downtown and Civic Center areas. The Division manages the use of the existing
roadway network, performs circulation review of development applications, integrates
improvements to the walking, bicycling and transit environment and works extensively with
residents and business representatives to develop balanced, safe and efficient solutions to
circulation and parking problems. The Division also assists in streamlining the California
Environmental Quality Act (CEQA) review, issues various permits for use of public right -of-
way, develops graphic communication tools, responds to regional planning and
transportation initiatives, and coordinates inter - departmental projects.
141
M
Code Compliance
Operating Budget: FY2013 -14: $1.9 million FY 2014 -15: $2.0 million
Number of FTEs: FY 2013 -14: 16.0 FTE FY 2014 -15: 16.0 FTE
The Code Compliance Division ensures that both residents and
businesses within the City adhere to Federal, State, and Municipal
codes by responding to reported code violations, as well as
conducting proactive enforcement. The Division responds to violations
involving construction work and substandard housing. They also
investigate planning and zoning violations, including conditional use
permit requirements. If code violations are confirmed, the Division may
implement various strategies, ranging from issuing compliance orders to
scheduling legal hearings, in order to ensure compliance by the
142
i i 4h.
concerned party. The Code Compliance Division strives to form partnerships within the
community and routinely holds educational sessions during local neighborhood meetings.
Transportation Engineering and Management
Operating Budget: FY 2013 -14: $2.3 million FY 2014 -15: $2.3 million
Number of FTEs: FY 2013 -14: 13.0 FTE FY 2014 -15: 13.0 FTE
The Transportation Engineering and
Management Division designs,
implements, and manages the City's
transportation network. Core functions
include the design of signals, signage
and roadway /curb markings, the
operation and maintenance of signals
and other traffic control devices, the
daily monitoring and management of
construction - related activities within the public right -of -way, the management of traffic and
circulation for special events and peak seasonal periods, and the implementation of
various congestion management tools including wayfinding and parking management.
Multi -year projects include the design and construction of the City's Advanced Traffic
Management System (ATMS), the design and construction of the Real -Time Beach Parking
(RTBP) system, the design and installation of new bicycle and pedestrian facilities, and the
design and construction review of the Exposition Light Rail line. Additionally, the function of
Transportation Demand Management is within the Transportation Engineering and
Management Division, and the Division is responsible for the regulation and enforcement of
the City's Trip Reduction Ordinance for both employers and developments. The
Transportation Demand Management function also works with local residents and
businesses to pursue shared parking solutions, and works with stakeholders to implement
solutions to further promote multi -modal transportation opportunities in order to achieve the
LUCE goal of no net new PM peak hour trips.
143
Planning & Community Development
DIVISION
Direct Costs
Administration
$ 2,865,873 $
2,695,379 $
1,365,166 $
1,308,619 $
1,343,502
Building and Safety
6,010,296
4,775,755
5,009,601
5,013,289
5,050,422
City Planning /
Development Review
2,669,408
2,965,712
3,340,011
3,256,583
3,327,842
Code Compliance
1,420
1,316,107
1,629,132
1,911,559
1,974,084
Parking Authority
850
-
-
-
-
Strategic and
Transportation Planning
2,076,394
2,467;821
2,608,953
2,607,183
2,668,480
Transportation
Engineering and
Management
713,591
761,638
2,476,113
2,264,029
2,315,063
Total Department $ 14,337,833 $ 14,982,412 $ 16,428,975 $ 16,361,262 $ 16,679,393
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 13,188,918 $ 13,720,321 $ 14,613,925 $ 14,937,484 $ 15,217,734
Supplies and Expenses 1,148,065 1,262,091 1,695,050 1,423,778 1,461,659
Subtotal $ 14.336.983 $ 14.982.412 $ 16.308.975 $ 16.361.262 $ 16.679.393
20 Miscellaneous Grants Fund
Supplies and Expenses c 120,000
Subtotal $ $ $ 120,000 $
144
D -
Planning.& Community Development
,.
VARIOUS FUNDS
2012 -13
2010 -11 2011 -12 Revised 2013 -14 2014 -15
EXPENDITURE CATEGORIES Actual Actual Budget Budget Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
77 Parking Authority Fund a
Salaries and Wages
Subtotal
Total All Funds
Salaries and Wages
$ 850 $ $ $ $
$ 850 $ $ $ $
$ 13,188,918 $ 13,720,321 $ 14,613,925 $ 14,937,484 $ 15,217,734
Supplies and Expenses 1,148,065 1,262,091 1,815,050 1,423,778 1,461,659
Total Department $ 14,337,833 $ 14,982,412 $ 16,428,975 $ 16,361,262 $ 16,679,393
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised 2013 -14 2014 -15
BY FUND
Budget
Budget
Budget Budget Budget
01 General Fund a
Permanent Positions
104.0
103.0
104.0
105.0
104.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Total Department
104.0
103.0
104.0
105.0
104.0
Footnotes
a. Management of the Parking Authority was moved to the Finance Department in FY 2011 -12.
b. Increase in FY 2012 -13 Revised Budget reflects department reorganization, in which responsibilities were transferred
from the Administration Division to the Transportation and Engineering Division.
c. FY 2012 -13 expenditures were related to grant- funded school -based bicycle and pedestrian training for elementary
and middle school students.
d. The net 1.0 FTE increase in FY 2013 -14 is a result of an addition of a limited term Staff Assistant 11 to help support the
Building and Safety Division. This position will be funded in the first year with a newly - implemented building permits
compliance fee. Staff will actively monitor the collection of the new fee, and will return to Council to request an
extension of the limited -term position if the revenues from the new fee are projected to cover the full cost of the
position.
I[!67
146
I[rA
The mission of the Police Department to provide
safety.and service:
® We are dedicated to the reduction of crime and
improving quality of life.
® We are ethical, compassionate and respectful.
We are visionary and work together to create
adaptive solutions with the community and our
public safety partners.
As a premier leader in law enforcement, we are
committed to this mission.
148
FY 2013 -14
& $71,183,266
& 6,110,178 5,969,91
$77,293,444 $78,674,262
Positions 442.7 443.7
Police
Goal: Reduce crime.
Objectives:
• Reduce Part 1 crime by 4 % compared to CY2013.
• Increase the amount of crime reduction efforts
(livability operations) in areas identified through
crime analysis.
• Co- locate a LA County Probation Officer within
the police facility to address early release prisoners
by December 2013.
Service Benchmarks:
Reduce Part I crime 1% each quarter
Goal: Increase Street Homelessness Training.
Objectives:
• Incorporate the Homeless Liaison Program (HLP)
team model into frontline patrol duties by
June 2014.
• Achieve two mental health training sessions to
department field personnel by June 2014.
• Collaborate with Social Service Provider Outreach
Teams to increase homeless reduction efforts
through June 2015.
Goal: Improve Traffic Safety and Circulation.
Objectives:
• Enhance traffic safety by conducting 13 directed
traffic safety operations through June 2014.
• Implement targeted traffic safety violation
campaign and produce four articles about traffic
safety through June 2015.
149
Goal: Reduce Gang and Youth Violence.
Objectives:
• Collaborate with SMMUSD, Juvenile
Courts, and LA County Probation for the
implementation of a Teen Court by June
2015.
• Implementation of the DARE Program in
Middle School by June 2014.
• Gang unit officers partner with SROs to
implement regular Middle and High
School presentations educating students
on the risks involved with gang
participation through June 2015.
Service Benchmarks:
• Put 250 middle school students through
the D.A.R.E program by June 2015
• Complete 8 presentations to Middle
and High School Students
Goal: Fully integrate Communications
Center.
Objectives:
• Fully integrate the Police and Fire
Department communications center using
Association of Public Safety
Communications Officials (APCO) and
National Fire Protection Agency (NFPA)
standards by June 30, 2014.
Goal: Establish In -car automated external
defibrillator program.
Objectives:
• Establish a funding source for the
purchase of AEDs and train staff to begin
an in -car automated external defibrillator
program by June 30, 2015.
Goal: Enhance Police and Fire radio
communication infrastructure.
Objectives:
• Research and apply for, when applicable,
grants and alternative resources to
supplement funding for the replacement
of the communication infrastructure by
June 30, 2014.
150
Service by Division
Administrative Services
Operating Budget: FY 2013 -14: $18.5 million FY2014 -15: $18.7 million
Number of FTEs: FY 2013 -14: 75.0 FTE FY 2014 -15: 75.0 FTE
Operations
Operating Budget:
Number of FTEs:
FY 2013 -14: $32.0 million FY2014 -15: $32.7 million
FY 2013 -14: 181.8 FTE FY 2014 -15: 182.8 FTE
The Operations Division (OD) provides the public with
the following services:
• Marketing, outreach and customer information
• Preservation of peace and protection of life and
property
• 24- hour -a -day City Patrol
• Response to call for service
• Event coordination
• Proactive policing
• Patrol centric approach to Community Oriented Policing
As the primary unit responsible for the preservation of peace and protection of life and
property, the Operations Division maintains a 24- hour -a -day City patrol. The Division
enforces laws, conducts preliminary investigations of crimes, and apprehends offenders.
The primary patrol section includes three patrol watches: Day Watch Section, Night Watch
Section, and Morning Watch Section. The various working hours of the watches provide the
IN]I
24 hour City patrols. Patrol is the primary first responder to calls for service and proactive
policing. Special sections within the Division includes the Operations Administration Section,
which incorporates the Event Planning Unit; and community problem solving by the
Neighborhood Resource Program; the Directed Resources Section provides police services
to the 3rd Street Promenade; park patrols by the Park Ranger Unit; pier and harbor safety by
the Harbor Unit; and the Gang and Youth Intervention Unit. The Communications Center
receives and dispatches calls for service through the 911 system and other non - emergency
phone lines.
Operating Budget:
Number of FTEs:
FY 2013 -14: $14.4 million
FY 2013 -14: 111.0 FTE
FY 2014 -15: $14.7 million
FY 2014 -15: 111.0 FTE
The Special Enforcement Division (SED) provides the
public with the following services:
e
City
The Special Enforcement Division is organized into the Special Operations Section and the
Traffic Services Section. The Special Operations Section consists of the Homeless Liaison
Program Unit (HLP), which addresses quality of life problems associated with the homeless
population, while providing long term solutions; the Narcotics /Vice Unit which addresses
incidents of illegal narcotics and licensing; and the Airport & Transit Services Unit, which
addresses security issues at the airport and suppresses crime problems on the City's public
transit system. Gang and Youth Intervention officers (GYIU) collaborate with other divisions
of the police department, neighboring law enforcement agencies and the community at
large with the goal reducing gang violence and its impact on public safety. The Traffic
152
Police
Enforcement Unit which provides Citywide enforcement and education of vehicle code
violations; the Commercial Enforcement Officer, who enforces state and local law
surrounding commercial vehicles; the Accident Investigator; the Traffic Services Unit, which
provides intersection traffic control and parking enforcement services throughout the City;
and the Crossing Guard Unit which enhances pedestrian safety.
Criminal Investigations
Operating Budget: FY 2013 -14: $9.7 million
Number of FTE-s: FY 2013 -14: 53.6 FTE
The Criminal Investigations Division (CID) provides the
public with the following services:
• Investigation of unsolved crimes and the
apprehension of those suspects when identified
• Criminal filing on misdemeanor and felony cases
• Preparation and presentation of evidence in
criminal trials
• Identification, registration, and tracking of sex
offenders
FY 2014 -15: $9.8 million
FY 2014 -15: 53.6 FTE
• Juvenile offender intervention, education and prosecution
• Youth and family counseling
• Processing of crime scenes for forensic evidence
• Fingerprinting services
The Criminal Investigations Division is an impartial fact finding entity responsible for the
apprehension of criminals through investigation, recovery of stolen property, and the
preparation and presentation of evidence to the court system. Detectives also identify,
register, and track previously convicted sex offenders utilizing State mandated protocols.
The Youth and Family Services Section consolidates a variety of resources formerly divided
throughout the department. Those services include: youth and parental counseling;
domestic violence counseling; and the Serious Habitual Offender (SHO) program, which
identifies and tracks habitual juvenile offenders in an attempt to intervene and prevent
further delinquency through cooperative partnership with the Santa Monica Malibu Unified
School District (SMMUSD).
The Police Activities League (PAL) and Explorer program are resources made available to
youth within the community forming an outreach, intervention, and prevention model while
providing an introduction to the law enforcement profession.
153
Personnel in the Forensic Unit process crime scenes by photographing, collecting, and
analyzing evidence and fingerprints. Forensic also provides fingerprint services for the
public.
WrIMINWRIE i
Operating Budget:
Number of FTEs:
FY2013 -14: $1.5 million
FY 2014 -15: 12.0 FTE
FY2014 -15: $1.5 million
FY 2014 -15: 12.0 FTE
The Animal Control Unit enforces City ordinances and
State laws regarding the care, custody, and control of
animals in the City. The unit maintains a shelter for stray
and relinquished animals, reunites impounded animals
with their rightful owners, places homeless pets up for
Harbor Unit
Operating Budget: FY 2013 -14: $1.2 million
Number of FTEs: FY 2013 -14: 9.3 FTE
The Harbor Unit provides 24 -hour security, rescue, and
major first aid service to persons using the Pier, ocean
and beach areas. The unit provides a continuous
source of phone and over - the - counter public
information on weather, tides, boating, fishing, and
other marine matters. The Harbor Unit works closely
with other municipal, county, and state agencies, and
keeps watch for crimes and potential crimes on the
FY 2014 -15: $1.3 million
FY 2014 -15: 9.3 FTE
Pier and adjacent beach area, reporting suspicious activity to Police Officers. Harbor Unit
personnel also support the operations of the Municipal Pier by maintaining and protecting
pier pilings, moorings, and related structures and equipment. The unit is under the
supervision of the Operations Division.
154
DIVISION
21,456
Direct Costs
21,456
Subtotal
$
$
Administrative Services
$ 15,426,408 $
17,027,353 $
18,056,933 $
18,466,764 $
18,719,556
Animal Control Unit
1,216,603
1,228,142
1,310,827
1,463,714
1,490,039
Criminal Investigations
8,496,996
8,969,573
9,493,200
9,702,884
9,838,702
Harbor Unit
1,185,874
1,218,411
1,211,458
1,223,723
1,251,396
Operations
28,559,947
30,528,420
28,574,878
32,013,133
32,711,160
Special Enforcement
13,681,398
14,444,563
17,048,624
14,423,226
14,663,409
Total Department $ 68,567,226 $ 73,416,462 $ 75,695,920 $ 77,293,444 $ 78,674,262
MAJOR ACCOUNT GROUPS BY FUND
O1 General Fund
Salaries and Wages $ 61,473,677 $ 65,947,433 $ 68,020,497 $ 70,119,746 $ 71,617,221
Supplies and Expenses 5,467,864 5,505,130 5,623,549 5,543,277 5,681,689
Subtotal $ 66,941,542 $ 71,452,562 $ 73,644,046 $ 75,663,023 $ 77,298,910
04 Special Revenue Source Fund
Supplies and Expenses
21,456
21,456
21,456
Subtotal
$
$
-
$
21,456 $
21,456
$
21,456
20 Miscellaneous Grants Fund
Salaries and Wages
$
120,844 $
139,972
$
187,471 $
-
$
-
Supplies and Expenses
318,966
582,865
316,413
285,242
2,500
Subtotal
$
439,810 $
722,838
$
503,885 $
285,242
$
2,500
22 COPS Fund
Supplies and Expenses
-
22,651
315,075
100,000
100,000
Subtotal
$
- $
22,651
$
315,075 $
100,000
$
100,000
155
a, w Oak, 1 0
2010-11 41 .d t- f
Actual EXPENDITURE CATEGORIES Actual Budget Budget Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
30 Pier Fund
Salaries and Wages $ 1,011,413 $
Supplies and Expenses 174,461
Subtotal $ 1.185.874
1,068,810 $
1,060,782 $
1,063,520 $
1,087,129
149,601
150,676
160,203
164,267
1 91 R dl 1 Q
1 911 ASR R
1 993 79'1 R
1 951 39F
Total All Funds
Salaries and Wages $ 62,605,934 $ 67,156,215 $ 69,268,750 $ 71,183,266 $ 72,704,350
Supplies and Expenses 5,961,292 6,260,246 6,427,170 6,110,178 5,969,912
Total Department $ 68,567,226 $ 73,416,462 $ 75,695,920 $ 77,293,444 $ 78,674,262
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised 2013.14 2014.15
BY FUND
Budget
Budget
Budget Budget Budget
01 General Fund
Permanent Positions
Temporary Positions
Subtotal
30 Pier Fund
Permanent Positions
Temporary Positions
Subtotal
Total All Funds a
Permanent Positions
Temporary Positions
Total Department
403.0
403.0
406.0
402.0
403.0
31.4
31.4
31.4
31.4
31.4
d'2A d
d'2d d
d'27 d
d'Y2 d
d'id d
6.0
7.0
7.0
7.0
7.0
3.7
2.3
2.3
2.3
2.3
9.7
9.3
9.3
9.3
9.3
409.0
410.0
413.0
409.0
410.0
35.1
33.7
33.7
33.7
33.7
444.1
443.7
446.7
442.7
443.7
Footnotes
a. The 2013 -14 net reduction of 4.0 FTE in the Police Department is a result of eliminating vacant positions; these
reductions will have no net impact to Department operations. The 2014 -15 net increase of 1.0 HE is a result of an
addition of a Park Ranger for the opening of Tongva Park.
156
F-W " IFCS
NOW
The mission of the Eire Department is to prevent loss of
life and property, personal injury and environmental
damage from fires, accidents, medical and
hazardous material related emergencies by
providing emergency response, public education,
and the enforcement of laws.
M
FY 2013 -14
laries &
$30,310,632 $31
Supplies & 2,419,602
Expenses
$32,730,234
FTE Positions 129.0 129
I :_
Goal: Use industry standards and best practices
to prevent and respond to fire, rescue, and
emergency medical calls for service.
Objectives:
• Analyze and implement a best practices plan for
managing emergency medical services (California
Health and Safety Code, Title 22; LA County EMS
Agency) and fire operations National Fire
Protection Agency (NFPA) 1001 for the Pier by
June 30, 2014.
• Fully integrate Fire and Police Department
Communications Centers using NFPA 1201 and the
Association of Public- Safety Communications
Officials (APCO) standards by June 30, 2014.
• Upgrade mobile and handheld radios, and mobile
data computers by June 30, 2015.
• Develop, with the support of the Police
Department, an in -car automated external
defibrillator program by June 30, 2015.
• Enter into an agreement with UCLA and the Local
Emergency Medical Services Agency to develop
a community paramedic pilot project by
June 30, 2015.
• Develop and implement a multi -tier emergency
medical services dispatching protocol (APCO/
NFPA 1201) by June 30, 2014.
• Develop partnerships with local health care
providers to focus on pre - hospital wellness,
preventative care, rehabilitation and recovery
that will enhance service delivery and reduce the
impact on other City services and hospital
emergency departments by June 30, 2015.
Service Benchmarks:
• Train 500 (100% increase) members of the
community in sidewalk CPR by June 30, 2014
• Install in -car automated external defibrillators in
10% of Police Department patrol vehicles by
June 30, 2015
159
• Decrease the number of Advanced
Life Support (ALS) responses to Basic
Life Support (BLS) responses by 15% by
June 30, 2015.
Goal: Ensure workforce readiness and
leadership development by providing
innovative education and training
programs.
Objectives:
• Work with the Los Angeles Area Regional
Training Group to integrate SMART
classrooms into the training work plan by
December 31, 2014.
• Develop a Battalion Chief (NFPA 1021)
and Engineer Academy (California State
Fire Marshal [CFSM] Driver /Operator
Standards) and task book by June 30,
2015.
Goal: Safeguard the community through
proactive prevention, enforcement,
engineering, preparedness, and public
education programs.
Objectives:
• Using the NFPA Remember When
program, target strategies to support
senior, youth and public education
programs by increasing outreach efforts
by 5% by June 30, 2014.
• Partner with Community and Cultural
Services to develop an afterschool
program using the NFPA Learn not to Burn,
Risk Watch, and Where There is Smoke
There is Science curriculum by June 30,
2015.
• Using the strategies developed by the
National Traffic Safety Administration of
Emergency Medical Services, develop a
program to educate the public on
appropriate use of the 9 -1 -1 system by
June 30, 2014.
Goal: Provide for an enhanced wellness,
fitness, and injury prevention program for
all personnel.
Objectives:
• Coordinate with Risk Management to
develop an apparatus operator driver
safety (CSFM) and data collection
program by June 30, 2014.
• Coordinate with Human Resources and
existing Employee Assistance Program
providers to create a comprehensive
mental health wellness plan by December
31, 2014.
• Establish a Chaplaincy program using the
best practices established by the Cal -Fire
Chaplains Association by
December 3,1, 2014.
Goal: Provide for proper design,
development, and maintenance of the
Department's equipment and facilities.
Objectives:
• Using NFPA 10 as a guide, coordinate with
the Fire Station One project design team
to complete the construction documents
by June 30, 2015.
• Conduct a development of a new fleet
(NFPA 1901, Annex D) and fixed asset
(NFPA 10) maintenance and replacement
program by June 30, 2015.
Service by Division
Administration
Operating Budget: FY2013 -14: $6.0 million FY 2014 -15: $5.8 million
Number of FTEs: FY 2013 -14: 21.0 FTE FY 2014 -15: 21.0 FTE
The Fire Chief and administrative staff are responsible for
establishing and implementing policy and procedures,
evaluating operational effectiveness and implementing
improvements, establishing goals and objectives, analyzing "
outcomes, and managing ongoing and one -time capital 3
improvement projects. Additionally, the administrative staff �t
is responsible for oversight of continuing education for
Emergency Medical Services (EMS) personnel,
communications and emergency dispatching, and
computers and software programs utilized for emergency response. Staff also provides City
employees with training in the use of Automatic External Defibrillators (AED), including the
installation and maintenance of each unit, as well as the recertification of each employee.
Administration works with the Big Blue Bus under a maintenance agreement to ensure that
Fire apparatus and light duty vehicles are kept in excellent working condition through
scheduled preventative maintenance, and timely repairs and service.
Fire Suppression and Rescue
Operating Budget: FY 2013 -14: $23.3 million FY2014 -15: $23.8 million
Number of FTEs: FY 2013 -14: 93.0 FTE FY 2014 -15: 93.0 FTE
The Fire Suppression and Rescue Division is responsible for
responding to and effectively mitigating fire, medical, urban
search and rescue, aircraft rescue firefighting, accident, and
hazardous materials - related emergencies. This . Division also
conducts extensive evaluation of its preparedness status; provides
training and recertification of its personnel in the specialty fields of
hazardous materials and urban search and rescue; evaluates
potential building hazards; and plans mitigation tactics. The
Division conducts prevention inspections; provides public
education; and maintains facilities, apparatus and equipment.
Qi
Operating Budget: FY 2013 -14: $2.7 million
Number of FTEs: FY 2014 -15: 13.0 FTE
The Fire Prevention Division is responsible for
developing and implementing programs that prevent
or reduce the magnitude of emergencies, such as
loss of life and property, personal injury, or
environmental damage. The Division recommends
and implements ordinances, reviews plans, processes
complaints, and enforces codes, ordinances and
laws through inspection of new construction and
existing buildings. The Division works with other City
agencies, such as the Police Department and Building and Safety Division of the Planning
and Community Development Department, to advocate for new or revised laws where
Fire
FY2014 -15: $2.7 million
FY 2014 -15: 13.0 FTE
appropriate. The division evaluates provisions for emergency access, building evacuation,
confinement of fires, and potential for hazardous materials releases. Fire Prevention also
enforces state laws regarding health care, penal, public assembly, high -rise facilities, and
environmental regulations relating to hazardous materials.
Training
Operating Budget: FY2013 -14: $0.3 million FY 2014 -15: $0.3 million
Number of FTEs: FY 2013 -14: 2.0 FTE FY 2014 -15: 2.0 FTE
The Training Division is responsible for providing and managing
training for each Fire Department division, including recruitment
programs and a recruit training academy for firefighters. The
Division coordinates and controls the training calendar for all
divisions. Training activities cover career development;
evaluation for retention of job skills, knowledge, abilities and
team effectiveness; specialized and new information or
procedures; monitoring of cyclic training recertification
programs; post stress incident debriefing; classroom and field
training; physical fitness programs; and training outside the City
or Department. Additionally, the Training Division provides
public safety education to the schools, community members,
and City employees in fire safety and disaster assistance response training.
162
2012 -13
2010 -11 2011 -12 Revised 2013 -14 2014 -15
EXPENDITURE CATEGORIES Actual Actual Budget Budget Budget
DIVISION
Direct Costs
Administration
Prevention
Suppression and Rescue
Support Services
$ 2,755,698 $
2,021,293
20,331,491
2,470,274
5,836,966 $
6,323,909 $
5,997,500
$ 5,761,513
2,270,537
2,675,283
2,682,092
2,741,908
20,809,451
22,419,155
23,274,851
23,797,761
Training 919,629 818,890 752,145 775,791 789,187
Total Department $ 28,498,384 $ 29,735,844 $ 32,170,492 $ 32,730,234 $ 33,090,369
MAJOR ACCOUNT GROUPS BY FUND
O1 General Fund
Salaries and Wages $ 26,670,051 $ 27,707,987 $ 29,420,907 $ 30,310,632 $ 31,023,795
Supplies and Expenses 1,679,804 1,634,713 2,067,321 2,013,768 2,066,574
Subtotal $ 28,349,855 $ 29,342,700 $ 31,488,228 $ 32,324,400 $ 33,090,369
20 Miscellaneous Grants Fund
Supplies and Expenses 148,529 393,144 682,263 405,834
Subtotal $ 148,529 $ 393,144 $ 682,263 $ 405,834 $
Total All Funds
Salaries and Wages $ 26,670,051 $ 27,707,987 $ 29,420,907 $ 30,310,632 $ 31,023,795
Supplies and Expenses 1,828,333 2,027,857 2,749;584 2,419,602 2,066,574
Total Department $ 28,498,384 $ 29,735,844 $ 32,170,492 $ 32,730,234 $ 33,090,369
163
01 General Fund
Permanent Positions
127.0
129.0
129.0
129.0
129.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Total Department
127.0
129.0
129.0
129.0
129.0
164
1r.-M
r
Strengthening community wellbeing and enriching
the lives of residents and visitors through innovative
programs, collaborative partnerships, and
stewardship of Santa Monica's social and cultural
resources.
j f
()f
16,773,558 1
$32,026,322
Positions 166.7 167
Objectives:
• Open two new parks in Santa Monica's Civic
Center by December 2013.
• Implement a regulatory and permit system for
recreational trainers in parks and Santa Monica
State Beach by December 2013.
• Transition the Palisades Park "Senior Center" to
expand program offerings for adults to include an
emphasis on cultural activities while still providing
opportunities for unstructured socialization by
June 2014.
• Assess existing recreational programming in
relationship to best practices in the field, and
current and anticipated community needs by
June 2015.
Service Benchmarks:
• 1,300 hours of City and community use of
SAMOHI field
Goal: Address the needs and well -being of the
Santa Monica community through human service
programs that promote self- sufficiency and
quality of life.
Objectives:
• Lead the community -based Cradle to Career
Initiative through June 2015.
• In conjunction with the
SMMUSD, develop
implementation strategies
to advance the
recommendations set forth
in RAND's June 2013
assessment report on Santa
Monica's early
childhood /pre - school and
out of school time
programs by June 2014.
• Plan for development of a
state -of- the -art Early
Childhood Education
Center through
109
collaboration with Santa Monica College
regarding operations, design, issuance of
entitlements and construction
coordination through June 2015.
• Advance the goals of the Action Plan to
Address Homelessness through June 2015.
• Improve the delivery of services to seniors
and people with disabilities through
June 2015.
Service Benchmarks:
• $750,000 in financial assistance to
low- income youth in City programs
5% reduction (36 people) in street
homelessness as measured by the
January 2015 Homeless Count
compared to 2013 Homeless Count
5% increase (1,00 individuals) placed in
permanent housing each fiscal year
• 1,500 door - through -door transportation
trips annually for seniors and people
with disabilities
Goal: Sustain Santa Monica's vital
creative economy including small
businesses, nonprofits and arts
professionals.
Objectives:
• Assist in the transition and preservation of
Bergamot Station as a vital arts destination
and with the implementation of the
Bergamot Area Plan by June 2014. (with
Planning and HED).
• Develop an interim use for the Civic
Auditorium by October 2013 as well as a
plan and strategy for renovation by
June 2014.
161:3
W
• Produce GLOW 2013 on
September 28, 2013.
• Evaluate and develop priorities for cultural
event delivery to promote increased
access to community cultural events
through April 2014.
Service Benchmarks:
Y 150 community cultural events
produced or sponsored annually
• 60,000 City- supported visits by youth to
cultural 8, arts events each year
Goal: Ensure successful implementation of
The Wellbeing Project through
development and broad application of
The Local Wellbeing Index.
Objectives:
• Oversee project, including management
of project team, workplan, index
development, public awareness efforts,
and use of findings by June 2015.
• Work with Cradle to Career Working
Group on wellbeing initiatives specific to
youth and families by June 2015.
• Manage grant agreement with Bloomberg
Philanthropies, ensuring that reporting
requirements and Mayors Challenge
expectations are met by June 2015.
• Plan for the long -term sustainability of The
Wellbeing Project by pursuing additional
funding opportunities and project
partnerships by June 2015.
• Develop toolkit and plan to assist other
cities with replication of The Wellbeing
Project by June 2015.
03"61007111 ,
Administration & Planning Services
Operating Budget: FY 2013 -14: $6.1 million FY 2014 -15: $6.3 million
Number of FTEs: FY 2013 -14: 5.6 FTE FY 2014 -15: 5.6 FTE
Administration & Planning Services guides the Department's
work to support and enhance community wellbeing. The
Division works to maximize user enjoyment of the City's parks,
beach, and recreation and cultural facilities, through
coordination of capital improvements and development of
policies that preserve equal access and balanced use of
public spaces. Division staff works to coordinate public
outreach efforts to promote a wide range of Department
services and programs. The Division also leads development of the Department's budget,
fiscal oversight and progress reporting. Administration & Planning Services also supports the
Santa Monica Recreation & Parks Commission.
Community Recreation
Operating Budget: FY 2013 -14: $5.9 million FY2014 -15: $6.1 million
Number of FTEs: FY 2013 -14: 63.0 FTE FY 2014 -15: 63.8 FTE
The Community Recreation Division provides recreation
and active living programs plus permit services at the
City's parks, beach and recreation facilities. The division
manages the City's award - winning Swim Center, offering
recreational and lap swimming, swim instruction, specialty
classes, and competitive swimming opportunities; adult
sports leagues; the Memorial Park Gym; The Cove
Skatepark; and the Playground Partnership project. The
Division oversees the Community Class program at a
range of park and community locations and, on behalf of
a number of Westside cities, coordinates programming for people with disabilities through
the SMARS (Adaptive Recreation & Sports) and Westside Special Olympics program. The
Division develops policies and issues permits for use of facilities, BBQ picnic areas, fields,
courts, and for community events. The Division manages three community garden
locations and is also responsible for coordination of film permits in parks and at the beach.
Cultural Affairs
Operating Budget:
Number of FTEs:
✓ -,: 0,
FY 2013 -14: $4.7 million
FY 2013 -14: 22.5 FTE
FY2O14 -15: $4.6 million
FY2O14 -15: 22.5 FFE
Santa Monica is home to 1,763 arts - related businesses with
10,579 employees. The City's Cultural Affairs Division works
to sustain Santa Monica's creative economy and facilitates
access to arts and cultural opportunities for residents. Along
with the Arts Commission, the Division serves as an
advocate for ongoing support for the arts and culture in the
life of the community. The Division oversees four major grant
programs totaling $400,000 that support local arts activities and produces a wide range of
cultural programs including Glow, the Santa Monica Festival, Beach = Culture, Jazz on the
Lawn and the Teen Film Festival. It administers the City's public art program along with the
extensive collection of artworks exhibited in public buildings. The Division also manages the
City's cultural facilities, including the Civic Auditorium, Miles Memorial Playhouse and the
Annenberg Community Beach House.
Human Services
Operating Budget:. FY 2013-14: $15.3 million
Number of FTEs: FY 2013 -14: 75.7 FTE
FY2O14 -15: $15.4 million
FY 2014 -15: 75.7 FTE
170
DIVISION!
10,554
20,547
Direct Costs
40,286
Subtotal
$
Administration & Planning
$
20,547
$
43,075
$
Services
$ 959,995 $
1,254,695 $
1,312,693 $
1,305,833 $
1,302,597
Beach Administration
4,131,274
4,688,199
4,840,002
4,759,117
5,002,641
Beach House Operations
1,825,941
1,836,095
2,069,206
2,466,252
2,528,847
Beach Maintenance
2,741,650
2,544,013
2,874,102
-
-
Civic Auditorium
3,290,270
2,789,714
2,925,041
-
-
Community Recreation
5,685,197
5,490,737
6,156,221
5,944,330
6,119,807
Cultural Affairs
1,451,110
1,312,998
1,488,264
2,278,874
2,095,021
Human Services
15,071,969
14,941,719
16,108,501
15,271,916
15,350,362
Open Space
Management
238,942
-
-
-
-
Public Landscape
10,994,094
11,014,683
11,969,595
Total Department $ 46,390,442 $ 45,872,852 $ 49,743,625 $ 32,026,322 $ 32,399,275
MAJOR ACCOUNT GROUPS BY FUND
O1 General Fund
Salaries and Wages $ 18,614,932 $ 19,258,462 $ 20,687,926 $ 13,993,606 $ 14,177,082
Supplies and Expenses 15,456,727 13,783,643 15,156,903 10,234,115 10,157,759
Subtotal $ 34,071,659 $ 33,042,105 $ 35,844,829 $ 24,227,721 $ 24,334,841
04 Special Revenue Source Fund
Supplies and Expenses
10,554
20,547
43,075
40,286
Subtotal
$
10,554
$
20,547
$
43,075
$
40,286
$ -
11 Beach Fund b
Salaries and Wages
$
1,345,356
$
1,423,974
$
1,597,103
$
1,259,158
$ 1,281,818
Supplies and Expenses
5,389,196
5,776,915
6,007,557
5,937,951
6,221,410
Subtotal
$
6,734,551
$
7,200,889
$
7,604,660
$
7,197,109
$ 7,503,228
111155111
Community & Cultural Services
20 Miscellaneous Grants Fund
Supplies and Expenses
177.8
2012 -13
105.0
745,520
2010.11
2011.12
Revised
2013 -14
2014 -15
EXPENDITURE CATEGORIES Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
24 Beach House Fund b
19 CDBG Fund
Salaries and Wages
Supplies and Expenses
237,982
349,773
193,200
193,200
Subtotal $ $ $
237.982 $
349.773 $
193.200 $
193.200
20 Miscellaneous Grants Fund
Supplies and Expenses
177.8
457,467
105.0
745,520
53.1
907,042
368,006 368,006
Subtotal
$
457,467
$
745,520
$
907,042 $
368,006 $ 368,006
24 Beach House Fund b
Salaries and Wages
$
931,065
$
1,024,582
$
966,822 $
- $ -
Supplies and Expenses
894,876
811,513
1,102,384
Subtotal
$
1,825,941
$
1,836,095
$
2,069,206 $
$
32 Civic Auditorium Fund c
Salaries and Wages
$
2,638,598
$
2,250,657
$
2,249,760 $
$
Supplies and Expenses
651,672
539,056
675,281
Subtotal
$
3,290,270
$
2,789,714
$
2,925,041 $
$
Total All Funds
Salaries and Wages $ 23,529,951 $ 23,957,675 $ 25,501,611 $ 15,252,764 $ 15,458,900
Supplies and Expenses 22,860,491 21,915,177 24,242,015 16,773,558 16,940,375
Total Department $ 46,390,442 $ 45,872,852 $ 49,743,626 $ 32,026,322 $ 32,399,275
PERSONNEL
(FULL -TIME EQUIVALENTS)
BY FUND
01 General Fund
Permanent Positions
Temporary Positions
Subtotal
go
In
2012 -13
Revised
Budget
2013 -14 2014 -15
Budget Budget
179.6
177.8
177.0
105.0
105.0
53.1
53.3
49.1
46.9
47.7
232.7
231.1
226.1
151.9
152.7
172
t ..
PERSONNEL
(FULL -TIME EQUIVALENTS)
BY FUND
11 Beach Fund
Permanent Positions
Temporary Positions
Subtotal
24 Beach House Fund
Permanent Positions
Temporary Positions
Subtotal
32 Civic Auditorium Fund
Permanent Positions
Temporary Positions
Subtotal
Total All Funds d
Permanent Positions
Temporary Positions
Total Department
•.-
2011 -12
Revised
Budget
2012.13
Revised
Budget
� s �
11.0
11.0
11.0
6.0
6.0
12.1
12.1
12.1
8.9
8.9
23.1
23.1
23.1
14.9
14.9
5.0
5.0
5.0
0.0
0.0
6.5
6.5
6.5
0.0
0.0
11.5
11.5
11.5
0.0
0.0
26.0 25.0 20.0 0.0 0.0
RA .S 'I nn no nn
34.4 3U.6 LU.0 U.0 V.0
221.6
80.1
218.8
77.2
213.0
67.7
111.0
55.7
111.0
56.5
301.7
296.0
280.7
166.7
167.5
Footnotes
a. The Public Landscape Division was transferred to the Public Works Department to consolidate maintenance functions
within one department and provide for better coordination among the various trades who maintain infrastructure for
the City.
b. In FY 2013 -14, the Beach and Beach House Funds will be consolidated into one fund.
c. The Civic Auditorium will cease full operations on June 30, 2013. Staff is developing an interim use for the Civic
Auditorium as well as a plan and strategy for the future by June 2014.
d. Staffing change reflects transfer of 97.5 FTE to the Public Works Department and elimination of 20 FTE Civic Auditorium
positions, offset by the increase of 1.0 FTE Cultural Affairs and 2.5 FTE Beach House positions, as well as the increase of
0.8 FTE Community Recreation positions to expand Playground Partnership to Edison Elementary School in FY 2014 -15
per the Lantana Development Agreement.
173
174
Emu
175
The mission of the Library is to provide resources,
services and a place to encourage the community
to Read, Connect, Relax and Learn.
176
FY 2013 -14 FY 2014 -15
$9,587,172 $9,795,347
& 2,459,328 2,532,833
?s
$12,046,500 $12,328,180
FIE Positions 114.8 11
Library
Goal: Provide knowledgeable staff and relevant
materials that meet the community's needs for
information, education and recreation.
Objectives:
• Recruit and train 8.73 FTE staff for Pico Branch
Library by projected opening in February 2014.
• Complete acquisition of 80% of Pico Branch's
opening day collection by December 2013.
• Reallocate FY 2014 -15 materials budgets in
June 2014 based on 24 months of Collection HQ
data.
• Commence development of a staff intranet on
the SharePoint platform starting with Information
Management Division content by July 2013.
Service Benchmarks:
90% user satisfaction with overall Library Service
by polling patrons in Spring 2013 and
Spring 2014
i 90% positive user ranking that Library materials
meet their needs by .polling patrons in
Spring 2013 and Spring 2014
Y 40,000 Items added to collection annually
C 1,400,000 materials used annually
Goal: Develop revenue sources to offset costs of
service to non - residents.
Objectives:
• Promote the purchase of non - resident cards using
publicity, social media and the Library website,
and expiring all current non - resident cards during
FY 2013 -14.
• Enact a system to charge for public computer
usage by those without Santa Monica Library
cards by December 2013.
Service Benchmarks:
• 15,000 non - resident cards sold annually
30,000 public computer usage sessions sold
177
Goal: Engage the community with
services and programs that inform, inspire
and enhance Library resources.
Objectives:
• Participate in three community events by
June 2014 that would promote Share
Santa Monica as a way to showcase the
community's history.
• Increase attendance in FY 2014 and 2015
at library programs that feature the
community's interests in youth, lifelong
learning, active living, sustainability and
the environment.
Service Benchmarks:
• By FY 2013 -14 year -end increase by
50% community postings to Share
Santa Monica
• 15% increase in program count and
attendance for FY 2013 -14 compared
to FY 2011 -12
• 5% increase in program count and
attendance for FY 2014 -15 compared
to FY 2013 -14
Goal: Manage and maintain facilities,
systems and equipment that allow users to
access, use and share ideas.
Objectives:
• Construction completion projected for
December 2013; create and submit initial
punch list within 60 days of occupancy
permit issued for Pico Branch Library.
• Renovate Fairview Branch Library by
June 2015.
• Identify and (if available) implement an
online patron payment solution that uses
TransFirst as the merchant processor and
performs real -time updates to the Polaris
Integrated Library System by
November 2013.
Library
Wx
• By January 2014, complete an analysis of
materials intake patterns and usage of
space in the Main Library's Circulation
workroom in preparation for the planning
of an automated materials handling
system.
Service Benchmarks:
12,000 Meeting and Study Room use
annually
i 205,000 Library Wi -Fi and Public Access
Computer sessions annually
Library
Service by Division
Administration and Facilities
Operating Budget: FY 2013 -14: $3.0 million FY 2014 -15: $3.1 million
Number of FTEs: FY 2013 -14: 17.9 FTE FY 2014 -15: 17.9 FTE-
Library Administration plans and oversees the
operation of the department, develops the
budget, and supports the successful
accomplishment of all the divisions' goals
and objectives. Staff coordinates work with
other departments, divisions and vendors to
provide needed services. Library
Administration coordinates the maintenance
of Main and Branch Library facilities and
oversees security and safety efforts. The
Division manages publicity and community
relations, staffs the Library Board, assists the
Friends of the Santa Monica Public Library,
and manages the use of all meeting rooms.
Information Management
Operating Budget: FY 2013 -14: $3.0 million FY 2014 -15: $3.1 million
Number of FTEs: FY 2013 -14: 30.7 FTE FY 2014 -15: 30.7 FTE
The Information Management Division is responsible for planning,
implementing and managing all aspects of Library automation
projects, including the automated library system, hardware /software
installation and maintenance, public access to the Internet and other
remote electronic resources, and providing staff training in the use of
information technology. This division is also responsible for acquiring
and cataloging library materials in all formats, maintaining
bibliographic databases for public access, processing library materials
for public use and preserving the collections in good physical
condition.
11W
Library
Reference Services
Operating Budget: FY 2013 -14: $2.5 million FY 2014 -15: $2.5 million
Number of FTEs: FY 2013 -14: 26.8 FTC FY 2014 -15: 26.8 FTC
The Reference Services Division staff answers
reference questions from customers in person,
by phone, by email, text messaging and using
Internet chat software. The Division manages
and develops the Library's collections of print
and non -print materials, microforms, and
electronic resources in order to maintain their
currency and depth. Reference staff assists
the public in the access and use of the
Library's collections. The Division maintains
the Santa Monica Collection - a local history
room containing a special collection of
research materials; and Imagine Santa Monica - a web site containing local newspaper
content and historical images. Staff educates the public in the use of Library computers by
teaching classes on popular software programs, databases, and online resources.
Reference staff creates original content for the Library website. The Circulation Section,
under the management of this division, coordinates the shelving and checkout of materials,
processing of hold requests, patron account maintenance and fine and fee processing, as
well as staffing the Library's switchboard and providing telephone assistance for navigating
the Library's online catalog.
we
Library
Public and Branch Services
Operating Budget: FY 2013 -14: $3.5 million FY 2014 -15: $3.6 million
Number of FTEs: FY 2013 -14: 39.4 FTE FY 2014 -15: 39.4 FTE
11F:ii
Library
DIVISION
Direct Costs
Administration and
Facilities $ 2,728,290 $
Information Management 3,246,214
Reference Services 1,375,970
Public and Branch
2,704,390 $
2,926,205 $
3,043,609 $
3,121,940
3,182,121
3,041,045
3,042,552
3,103,669
1,651,717
2,438,324
2,486,539
2,541,306
Services 2,780,772 2,888,930 3,075,742 3,473,800 3,561,265
Total Department $ 10,131,246 $ 10,427,158 $ 11,481,316 $ 12,046,500 $ 12,328,180
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund a
Salaries and Wages
$
8,179,512
$
8,470,980
$
9,124,139
$ 9,587,172 $
Supplies and Expenses
1,936,734
1,935,927
2,330,516
2,459,328
Subtotal
$
10,116,246
$
10,406,906
$
11,454,655
$ 12,046,500 $
20 Miscellaneous Grants Fund
Supplies and Expenses b
15,000
20,251
26,661
-
Subtotal
$
15,000
$
20,251
$
26,661
$ $
Total All Funds
Salaries and Wages
Supplies and Expenses
Subtotal
9,795,347
2,532,833
12,328,180
$ 8,179,512 $ 8,470,980 $ 9,124,139 $ 9,587,172 $ 9,797,347
1,951,734 1,956,178 2,357,177 2,459,328 2,532,833
$ 10,131,246 $ 10,427,158 $ 11,481,316 $ 12,046,500 $ 12,328,180
IE:PJ
Library
01 General Fund a
Permanent Positions
68.5
68.5
68.5
73.0
73.0
Temporary Positions
37.6
37.6
37.6
41.8
41.8
Subtotal
106.1
106.1
106.1
114.8
114.8
Total All Funds
Permanent Positions
68.5
68.5
68.5
73.0
73.0
Temporary Positions
37.6
37.6
37.6
41.8
41.8
Total Department
106.1
106.1
106.1
114.8
114.8
Footnotes
a. General fund (0l) staffing and accompanying budget increase in FY 2013 -14 reflects a 4.5 FTE permanent and 4.2 FFE
temporary staff increase to support the Pico Library Branch, opening in FY 2013 -14.
b. Prior year expenditures were related to Federal and State grant- funded projects completed in FY 2012 -13.
IE:Id
m
rcls I-
185
w Moll!
Public Works
The mission of the Public Works Department is to
protect and enrich the quality of life in the City
through the sustainable maintenance, management,
and enhancement of resources and public
infrastructure.
FY 2013 -14 FY 2014 -15
laries &
$51,386,145 $52,891,702
Supplies & 61,016,134 62,778,860
Expenses
$112,402,279 $1
FTE
Positions 498.9 498.9
Goal: Implement Innovative Sustainable
Programs.
Objectives:
• Finalize the Zero Waste Initiative and identify a new
rate structure by June 2014.
• Continue ongoing use of 90% Green Seal products
to clean City facilities.
• Increase purchases of paint materials that meet
low and zero VOC specifications from 70% to 75 %.
• Complete an audit of the use of sustainable
materials and, products used in facility
maintenance in order to maximize their use by
June 2014.
• Update the City's Reduced Emissions Fuel Policy
by June 2015.
• Revise the current contract for urban forestry
management by October 2013.
• Institute enhanced contract management
practices in Public Landscape, including
performance monitoring and compliance auditing
by January 2014.
• Establish a performance management system for
Urban Forestry, and acquire and implement an
independent tree inventory system by June 2014.
Service Benchmarks:
• Increase green food waste diversion by 10%
• Reduce the amount of printed material discard
annually by 15% by increasing participation in
"junk mail" opt -out program
• Reduce illegal dumping by 10% by
implementing a donation program to
redistribute goods and materials to local
schools and non - profit agencies
• Maintain number of alternatively fueled
vehicles at 71 % of the fleet
Goal: Maintain and Enhance Physical
Infrastructure.
187
Objectives:
• Implement the Annual Street and Sidewalk
Repair Program in FY 2013 -15.
• Implement the Annual Water and
Wastewater Main Replacement Program
in FY 2013 -15.
• Implement $1,500,000 worth of
recommended projects from the Citywide
Facilities Condition Assessment by
June 2014.
• Create a GIS inventory of street signs, curb
markings, and roadway markings by
June 2015.
• Complete Phase II of the Crosswalk
Rehabilitation CIP plan by June 2014.
• Create a reporting mechanism for EV
charger utilization by the public by
June 2015.
• Complete an assessment of available
cemetery property and update of all
associated electronic records and maps
by June 2015.
Service Benchmarks:
• Repair 7 miles of streets per year
• Repair 40,000 to 50,000 sq. ft. of
sidewalks per year
• Apply 900 sidewalk patches and repair
800 potholes per year
• Perform 28,000 sq. ft. of general asphalt
repairs per year
• Replace 4,200 linear feet of water
mains each year
• Replace 4,000 linear feet of
wastewater mains each year
Goal: Effectively Manage City's Capital
Improvement Program (CIP) and Project
Implementation.
Objectives:
• Continue work on various infrastructure
projects as identified in the Capital
IM
Improvement Program through FY 2013 -14
and FY 2014 -15.
• Complete implementation of CIP software
by September 2013.
Goal: Provide Efficient and Effective
Service Delivery.
Objectives:
• Complete. street light work orders within 5
business days or less.
• Remove 25,000 incidences of graffiti per
year. Respond within 1 business day.
• Respond to water main breaks in one hour
or less.
• Respond to sanitary sewer overflows in
one hour or less.
• Respond to pothole repair requests within
3 business days.
• Respond to high priority sidewalk repair
inspections within 5 business days.
• Respond to parking meter repair requests
within 1 business day.
• Respond to sign and street marking repair
requests within 3 business days.
• Serve 75% of Public Works customers at the
counter within 15 minutes.
C Respond to 85% of missed refuse /recycling
collections within 24 hours.
• Respond to 90% of illegal dumping reports
within 48 hours.
Goal: Implement Water Self- Sufficiency
Strategies.
Objectives:
• Begin implementation of Sustainable
Water Master Plan strategies in FY 2013 -14
to achieve water self- sufficiency by 2020.
• Produce 9,500 acre feet from local
groundwater annually.
• Complete siting analysis and pilot study for
Olympic Treatment Facility by June 2014.
Goal: Provide Safe, Secure and Community
Compatible Operation of the Airport.
la
Service by Division
Administrative Services
Operating Budget: FY2013 -14: $1.0 million FY2014 -15: $1.0 million
Number of FTEs: FY 2013 -14: 5.0 FTE FY 2014 -15: 5.0 FTE
research and analysis
coordination.
The Administrative Services Division provides
administrative support to the Public Works
Department. Support includes preparing
the department operating budget,
coordinating and managing the City's
Capital Improvement Program,
coordinating City Council staff reports and
information items, monitoring responses to
constituent inquiries, and conducting
The division is also responsible for inter - departmental and interagency
11-11
Airport
Operating Budget: FY 2013 -14: $3.4 million FY 2014 -15: $3.5 million
Number of FTEs: FY 2013 -14: 8.3 FTE FY 2014 -15: 8.3 FTE
Architecture Services
Operating Budget:
Number of FTEs:
FY 2013 -14: $2.2 million FY 2014 -15: $2.4 million
FY 2013 -14: 15.0 FTE FY 2014 -15: 15.0 FTE
The Architecture Services Division is responsible
for the design and construction of City -owned or
leased facilities including capital improvement
projects (CIP).
CIPs managed by Architecture Services include
libraries, parks, recreational facilities, parking
structures, and City workplace improvements.
The Division incorporates the City's sustainable
design directives, while maintaining a high
standard of economy, utility, and aesthetics.
.n
Civil Engineering
Operating Budget. FY 2013 -14: $5.2 million
Number of FTEs: FY 2013 -14: 30.0 FTE
FY2014 -15: $5.5 million
FY 2014 -15: 30.0 FTE
The Civil Engineering Division provides various services related
to the enhancement of public infrastructure and management
of public right -of -way throughout the City. Services include:
project development, design and technical support;
Facilities Maintenance
Operating Budget: FY 2013 -14: $19.8 million
Number of FTEs: FY 2013 -14: 129.3 FTE
FY 2014 -15: $20.4 million
FY 2014 -15: 129.3 FTE
The Facilities Maintenance Division is comprised of
Custodial Services, Facilities Services, Pier, Airport, Beach
House Maintenance, and Cemetery operations.
Facilities Services is responsible for the upkeep and maintenance of City buildings and
properties by skilled trade staff including carpentry, electrical, heating- ventilation- and -air-
conditioning (HVAC), paint, and plumbing. Staff also oversees contractor services for
facility renovations and maintenance of building automation /security systems, elevators,
fire prevention systems, generators, and pumps. Facilities Services also performs graffiti
removal, street light maintenance, radio equipment upkeep, and backflow prevention
device testing /repairs, and works with Community and Cultural Services to administer the
City's Trades Intern program.
UN
ISREMM
Pier Maintenance maintains the City's 9.5 acre Santa Monica Pier by performing deck
board replacements, restroom facility cleaning and painting. Staff also provides logistical
and technical support for special events and film productions at the Pier.
Airport Maintenance is responsible for maintaining several areas of the Airport's 227 acres
including the runways, tie -down areas, landscape and irrigation systems, office space, and
parking lots.
Beach House Maintenance is responsible for the overall maintenance of the Annenberg
Community Beach House and provides custodial services and staffing for private events.
Woodlawn Cemetery, Mausoleum and Mortuary provides mortuary services including
transport, sheltering, and preparation of human remains for burial or cremation; funeral
service planning; filing of death certificates; cemetery services including sale of plots, crypts
and niches; grave openings /closings; issuance of cemetery burial permits, installation of
grave tablets and monuments, and other memorials; and maintenance and preservation of
cemetery records. The section administers the Cemetery Fund that is financed by the sale
of space and services, as well as arranges for professional management of the Perpetual
Care Funds in cooperation with the Finance Department.
Public Landscape
Operating Budget: FY 2013 -14: $14.5 million FY 2014 -15: $15.0 million
Number of FTEs: FY 2013 -14: 97.5 FTE FY 2014 -15: 97.5 FTE
As of the FY 2013 -15 budget cycle, the Public
Landscape Division resides in the Public Works
department, transferred from the Community
and Cultural Services Department. The Public
Landscape Division maintains and improves
the City's parks, landscapes, urban forest, and
the 30- squareblock downtown district. The
Division's Beach Maintenance staff maintains
Santa Monica State Beach and its amenities.
Encompassing over 700 acres, this mix of
seaside, downtown, and neighborhood assets
are heavily used for recreation, leisure, commerce and events, and require constant
upkeep and detailed planning. Specific responsibilities include maintaining tennis and
basketball courts, athletic fields and park amenities; managing over 33,000 trees in Santa
Monica's urban forest; and keeping the downtown area clean. With input from the Urban
ILWA
S f W ;.
Forest Task Force, the Division also implements the Urban Forest Master Plan.
Operating Budget: FY2013 -14: $11.2 million FY 2014 -15: $11.5 million
Number of FTEs: FY 2013 -14: 58.9 FTE FY 2014 -15: 58.9 FTE
The Street & Fleet Services Division consists of five sections. The Administrative section
manages the maintenance functions of the division, provides administrative support, and
administers the internet -based work order request system. The Street Maintenance section
maintains over 257 miles of streets and alleys as well as sidewalks, curbs, and gutters. The
Street Signs and Markings section maintains all street signs, crosswalks, and painted
markings on curb and roadway surfaces. The Parking
Meter Repair section maintains over 5,900 parking
meters throughout the City. The Fleet Management
section services over 800 pieces of equipment and
vehicles and maintains the CNG, hydrogen,
propane, and conventional fueling stations at the
City Yard facility as well as the propane and
conventional fueling stations at . the Beach
Maintenance facility. -
Resource Recovery and Recycling
Operating Budget: FY 2013 -14: $21.7 million FY 2014 -15: $22.0 million
Number of FTEs: FY 2013 -14: 86.7 FTE FY 2014 -15: 86.7 FTE
The Resource Recovery & Recycling Division collects and processes over 96,500 tons of
refuse, green and food waste, and commingled recyclable materials generated by over
16,423 residential and commercial customers. Current waste reduction strategies have
netted an increase in the diversion rate of 7% (from 70% to 77 %). Enhanced commingled
material recycling, education, outreach, and diversion initiatives will be developed and
implemented in an effort to increase the amount
of materials that are diverted from the landfill, with
the goal of zero waste by 2030. Collection crews
also service pedestrian cans located throughout
the city and provide bulky item pick -up. Over
58,300 curb miles of streets and alleys are swept
annually preventing debris from entering the storm
193
drains and polluting the Santa Monica Bay.
Water Resources
Operating Budget: FY 2013 -14: $33.3 million
Number of FTEs: FY 2013 -14: 68.2 FTE
FY2014 -15: $34.5 million
FY 2014 -15: 68.2 FTE
194
Budget Summary
VARIOUS FUNDS
2012 -13
2010 -11
2011.12
Revised
2013 -14
2014.15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administrative Services
$ 1,177,193 $
1,129,407 $
1,010,802 $
1,030,877 $
1,047,247
Airport
-
3,619,728
3,961,157
3,358,607
3,466,243
Airport Maintenance
704,374
714,296
792,628
907,029
928,013
Arcadia Treatment Plant
5,274,861
1,169,052
2,467,945
2,148,954
2,339,891
Architecture Services
1,825,957
1,886,600
2,388,693
2,237,491
2,352,519
Beach House
Maintenance
1,274,579
1,357,349
1,680,356
1,671,969
1,716,586
Beach Maintenance
-
-
-
2,608,301
2,674,938
Cemetery
2,247,213
1,560,425
1,648,767
1,775,543
1,836,874
Charnock Treatment
Plant
445,778
1,134,765
2,166,058
2,511,075
2,548,659
Custodial Services
5,798,109
5,656,239
-
-
-
Engineering
3,866,432
4,180,891
5,091,309
5,177,880
5,502,586
Facilities Maintenance
-
-
13,630,145
13,588,742
14,008,329
Facilities Management
5,665,239
6,748,227
-
-
-
Fleet Management
6,150,048
5,858,427
6,107,199
6,049,873
6,231,029
Maintenance
Management
1,511,085
1,595,076
-
-
-
Pier Maintenance
1,786,871
1,821,452
2,042,227
1,866,338
1,906,105
Public Landscape
-
-
-
11,921,888
12,289,336
Resource Recovery and
Recycling
18,787,512
20,497,057
21,690,342
21,733,963
21,951,579
Street and Fleet Services
3,292,176
3,303,328
5,112,891
5,174,884
5,256,579
Traffic Operations
1,174,924
1,303,178
-
-
-
Waste Water
9,607,293
10,987,023
12,335,748
12,822,631
13,253,473
Water
15,747,794
16,616,453
17,953,428
15,816,234
16,360,576
Total Department $ 86,337,437 $ 91,138,971 $ 100,079,697 $ 112,402,279 $ 115,670,562
[LOB,
Budget Summary
$
-
$
-
$ 20,400 $
20,400
$
VARIOUS FUNDS
Supplies and Expenses
22,572
54,914
445,678
593,298
616,518
Subtotal
$
22,572
2012 -13
54,914
$ 466,078 $
613,698
$
2010 -11
2011 -12
Revised
2013 -14
2014 -15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
Salaries and Wages
$
-
$
-
$ - $
2,391,333
$
MAJOR ACCOUNT GROUPS BY FUND
Supplies and Expenses
-
-
01 General Fund a
1,920,164
Subtotal
$
-
$
Salaries and Wages
$
17,407,411
$
18,403,740
$ 19,590,586 $
26,341,158
$ 27,070,070
Supplies and Expenses
6,881,132
7,344,292
7,177,177
12,096,906
12,573,608
Subtotal
$
24,288,543
$
25,748,032
$ 26,767,763 $
38,438,064
$ 39,643,678
176,000
Subtotal
05 Charnock Fund b
-
$
$ $
80,000
$
176,000
Salaries and Wages
$
-
$
127
$ - $
$
Supplies and Expenses
7,579,035
Salaries and Wages
2,348,600
4,679,338
$
650,739
Subtotal
$
7,579,035
$
2,348,727
$ 4,679,338 $
630,388
$
06 Clean Beaches and Ocean Parcel Tax Fund
Salaries and Wages
$
-
$
-
$ 20,400 $
20,400
$
20,400
Supplies and Expenses
22,572
54,914
445,678
593,298
616,518
Subtotal
$
22,572
$
54,914
$ 466,078 $
613,698
$
636,918
11 Beach Fund c
Salaries and Wages
$
-
$
-
$ - $
2,391,333
$
2,471,360
Supplies and Expenses
-
-
1,888,937
1,920,164
Subtotal
$
-
$
$ $
4,280,270
$
4,391,524
20 Miscellaneous Grants Fund
Supplies and Expenses
-
80,000
176,000
Subtotal
$
-
$
$ $
80,000
$
176,000
24 Beach House Fund a
Salaries and Wages
$
644,190
$
650,739
$ 772,341 $
-
$
-
Suppiies and Expenses
630,388
706,610
908,015
Subtotal
$
1,274,579
$
1,357,349
$ 1,680,356 $
$
am
Budget Summary
VARIOUS FUNDS
2012 -13
2010 -11
2011 -12
Revised
2013 -14
2014 -15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND
(continued)
25 Water Fund b
Salaries and Wages
$
5,106,444
$ 5,033,211
$
5,621,930
$
5,607,210
$
5,733,672
Supplies and Expenses
8,782,954
11,538,332
12,286,163
14,869,053
15,515,454
Subtotal
$
13,889,398
$ 16,571,542
$
17,908,093
$
20,476,263
$
21,249,126
27 Resource Recovery and Recycling Fund
Salaries and Wages
$
7,911,002
$ 8,788,175
$
8,792,339
$
8,976,991
$
9,297,739
Supplies and Expenses
10,876,511
11,708,882
12,898,003
12,756,972
12,653,840
Subtotal
$
18,787,512
$ 20,497,057
$
21,690,342
$
21,733,963
$
21,951,579
30 Pier Fund
Salaries and Wages
Supplies and Expenses
Subtotal
31 Wastewater Fund
Salaries and Wages
Supplies and Expenses
Subtotal
33 Airport Fund
Salaries and Wages
Supplies and Expenses
Subtotal
37 Cemetery Fund
Salaries and Wages
Supplies and Expenses
Subtotal
$ 567,973 $ 524,537 $ 599,762 $ 565,094 $ 574,484
1,218,899 1,296,915 1,442,465 1,301,244 1,331, 621
$ 1,786,871 $ 1,821,452 $ 2,042,227 $ 1,866,338 $ 1,906,105
$ 1,812,679 $ 2,018,669 $ 2,268,540 $ 2,297,459 $ 2,355,368
7,794,614 8,968,354 10,067,208 10,525,172 10,898,105
$ 9,607,293 $ 10,987,023 $ 12,335,748 $ 12,822,631 $ 13,253,473
$ 353,064 $ 1,249,287 $ 1,386,372 $ 1,402,733 $ 1,446,231
351,310 3,084,736 3,367,413 2,862,903 2,948,025
$ 704,374 $ 4,334,023 $ 4,753,785 $ 4,265,636 $ 4,394,256
$ 791,217 $ 579,138 $ 495,370 $ 665,429 $ 701,625
1,455,996 981,287 1,153,397 1,110,114 1,135,249
$ 2,247,213 $ 1,560,425 $ 1,648,767 $ 1,775,543 $ 1,836,874
197
Public r
k 1' ,
MAJOR ACCOUNT GROUPS BY FUND (continued)
54 Vehicle Management Fund
Salaries and Wages $ 2,868,000 2,812,839 3,114,210 3,118,338 3,220,753
Supplies and Expenses 3,282,049 3,045,588 2,992,989 2,931,535 3,010,276
Subtotal $ 6,150,048 5,858,427 6,107,199 6,049,873 6,231,029
Total All Funds
Salaries and Wages $ 37,461,979 $ 40,060,462 $ 42,661,850 $ 51,386,145 $ 52,891,702
Supplies and Expenses 48,875,458 51,078,508 57,417,847 61,016,134 62,778,860
Total Department $ 86,337,437 $ 91,138,971 $ 100,079,697 $ 112,402,279 $ 115,670,562
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
O1 General Fund a
Permanent Positions
176.0
177.0
172.0
242.5
242.5
Temporary Positions
4.1
7.3
7.3
12.6
12.6
Subtotal
180.1
184.3
179.3
255.1
255.1
11 Beach Fund c
Permanent Positions
0.0
0.0
0.0
18.5
18.5
Temporary Positions
0.0
0.0
0.0
16.5
16.5
Subtotal
0.0
0.0
0.0
35.0
35.0
24 Beach House Fund d
Permanent Positions
8.0
8.0
8.0
0.0
0.0
Temporary Positions
4.0
4.0
4.0
0.0
0.0
Subtotal
12.0
12.0
12.0
0.0
0.0
no
Budget summary
4.0
4.0
12.0
12.0
12.0
VARIOUS FUNDS
0.0
0.0
0.0
0.3
0.3
PERSONNEL
2010 -11
2011.12
2012 -13
12.3
12.3
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
Temporary Positions
1.1
1.1
1.1
1.1
1.1
25 Water Fund
12.1
12.1
7.1
7.1
7.1
Permanent Positions
46.0
46.0
46.0
46.0
46.0
Temporary Positions
0.0
0.0
0.0
0.0
0.0
Subtotal
46.0
46.0
46.0
46.0
46.0
27 Resource Recovery and Recycling Fund e
Permanent Positions
84.0
84.0
79.0
79.0
79.0
Temporary Positions
0.2
0.2
0.2
7.7
7.7
Subtotal
84.2
84.2
79.2
86.7
86.7
30 Pier Fund
Permanent Positions
6.0
6.0
6.0
6.0
6.0
Temporary Positions
0.5
0.5
0.5
0.5
0.5
Subtotal
6.5
6.5
6.5
6.5
6.5
31 Wastewater Fund
Permanent Positions
22.0
22.0
22.0
22.0
22.0
Temporary Positions
0.2
0.2
0.2
0.2
0.2
Subtotal
22.2
22.2
22.2
22.2
22.2
33 Airport Fund
Permanent Positions
4.0
4.0
12.0
12.0
12.0
Temporary Positions
0.0
0.0
0.0
0.3
0.3
Subtotal
4.0
4.0
12.0
12.3
12.3
37 Cemetery Fund f
Permanent Positions
11.0
11.0
6.0
6.0
6.0
Temporary Positions
1.1
1.1
1.1
1.1
1.1
Subtotal
12.1
12.1
7.1
7.1
7.1
M
Budget Summary
VARIOUS FUNDS
PERSONNEL
(FULL-TIME EQUIVALENTS) 2010.11 2011.12 2012 -13 2013 -14 2014 -15
Revised Revised Revised Budget Budget
54 Vehicle Management Fund
Permanent Positions 28.0 28.0 28.0 28.0 28.0
Temporary Positions - - - - -
Subtotal 28.0 28.0 28.0 28.0 28.0
Total All Funds
Permanent Positions 385.0 386.0 379.0 460.0 460.0
Temporary Positions 10.1 13.3 13.3 38.9 38.9
Total Department 395.1 399.3 392.3 498.9 498.9
Footnotes
a. General Fund (01) staffing and accompanying budget increase beginning in FY 2013 -14 reflects the transfer of Public
Landscape to Public Works from Community and Cultural Services.
b. Charnock Fund (05) budget decrease and the Water fund (25) budget increase beginning in FY 2013 -14 reflects the
Charnock Fund's consolidation into the Water Fund.
c. Beach Fund (11) staffing and accompanying budget increase beginning in FY 2013 -14 reflects Beach Maintenance
operations transfer to Public Works from Community and Cultural Services (under Public Landscape), and the
consolidation of the Beach and Beach House (24) funds.
d. Beach House (24) Fund staffing and accompanying budget decrease beginning in FY 2013 -14 reflects the
consolidation of the Beach (11) and Beach House Funds.
e. Resource Recovery and Recycling Fund (27) staffing increase reflects the reallocation of overtime to as- needed staff
to reflect the true cost of on -call positions. There is no net budget impact.
I. In FY 2012 -13, the Cemetery reduced staffing by 5.0 FTE to align staffing with operations.
06111
201
Big Blue Bus provides transportation services that
enhance and improve the quality of life for the City's
residents and visitors. The department provides safe,
efficient, convenient and affordable transportation
to the City and Westside of greater Los Angeles.
202
FY 2013 -14
$44,349,262 $45,979,893
& 20,414,301 20,898,094
$64,763,563 $66,877,987
Positions 437.5 437
.. •r -
Goal: Deliver safe, reliable, customer focused
and efficient transit services.
Objectives:
• Achieve a 74% on -time performance rate on fixed
routes system -wide by June 2015.
• Achieve a 90% on -time performance rate on
Dial -a -Ride by June 2014.
• Develop Route Performance Standards and set
benchmarks to evaluate the effectiveness and
efficiency of all BBB routes by January 2014.
Provide quarterly analysis to measure
performance.
• Increase the miles between road calls to more
than 10,000 by June 2014.
• Introduce 58 new buses into service by
January 2014.
Service Benchmarks:
• Passengers per revenue vehicle service hour
will be 44 or greater
• System -wide subsidy per passenger trip will be
less than $2.00
• Farebox recovery ratio will be greater than 23%
Goal: Use BBB technology to enhance service
delivery, improve customer communications and
information about BBB services.
Objectives:
• Introduce new fare collection system that will
include Ticket Vending Machine (TVM), mobile
ticketing (fare payment through mobile phone
app) and Smaricards in 2014.
• Initiate construction phase of the Bus Stop
Redevelopment Project and install the first five
shelters (including Real Time Signs) by
April 30, 2014.
34x1
Goal. Maximize our resources.
Objectives:
• Reduce reliance on unscheduled
overtime through improved attendance
and reduction in the number of lost work
days by June 30, 2014.
Service Benchmarks:
• Number of lost work days reduced by
10%
• Increase number of modified duty
hours by 20%
• Reduce unscheduled overtime by 15%
Goal: Integrate BBB service with Expo
Light Rail.
Objectives:
• Develop a comprehensive community
outreach process to introduce the vision
for BBB fixed- route service interfacing with
the Expo Light Rail line to the community
to begin in September 2013 and end by
the opening of Expo Light Rail.
• Analyze, revise and update plan to reflect
community input and present to Council
by October 2014.
Goal: Ensure that the BBB system is safe for
customers and employees.
Objectives:
• Reduce total vehicle accident rate to no
more than 8 per 100,000 miles by
June 2014.
• Correct all safety hazards identified by
Health and Safety Survey and Quarterly
Safety Inspection within 60 days of the
hazard being identified.
• Work with Human Resources Department
to implement a Wellness Program for an
204
8% reduction of total lost work days due to
work related injuries by June 2014 .
Service Benchmarks:
Actual number of accidents by miles
Service by Division
Transit Executive
Operating Budget: FY 2013 -14: $8.8 million FY 2014 -15: $9.2 million
Number of FTEs: FY 2013 -14: 6.0 FTE FY 2014 -15: 6.0 FTE
The Transit Executive Division manages the
Department's four other divisions: Transit Finance and
Grants, Transit Maintenance, Transit Operations, and
Transit Government and Community Relations.
Responsibilities include: providing direction and
leadership to the Department through strategic
planning, ensuring stable regional funding sources,
developing new services and ensuring operational
efficiency in the delivery of service to BBB customers.
Transit Finance and Grants
Operating Budget: FY 2013 -14: $1.5 million
Number of FTEs: FY 2013 -14: 8.0 FTE
FY 2014 -15: $1.4 million
FY 2014 -15: 8.0 FTE
205
financial information including the State Controller's report and the Transportation
Development Act (TDA) financial report. It also provides business services support to the
department such as payroll- timekeeping, customer billing, accounts payables,
procurement, petty cash, vault and fare inventory control.
Transit Government and Community Relations
Operating Budget: FY2O13 -14: $2.3 million FY 2014 -15: $2.4 million
Number of FTEs: FY 2013 -14: 14.0 FTE FY 2014 -15: 14.0 FTE
The Transit Customer Relations Division is
responsible for:
• Marketing, outreach and customer
information;
• Media and public relations;
• Customer Service and BLUE: The
Transit Store;
• Advertising Sales; and
• Intergovernmental relationships with
regional partners, funding agencies
and stakeholders in the community.
The Transit Government and Community Relations Division manages all customer service
activities and operates BLUE: The Transit Store. Customer service representatives answer
telephone calls, handle compliments and complaints, oversee lost and found items, sell
merchandise and fare media, and make deliveries to stock information racks and kiosks
across the 51 square mile service area. The Division manages bus advertising, production of
all public information, route maps, schedules, websites, and internal and external
publications, as well as coordinating the implementation of the transit system's annual
marketing plan, including ongoing community outreach programs, public relations
activities, advertising plans, and promotions. In addition, the Division manages all customer
interfacing aspects of BBB's bus stops and zones throughout the service area, including bus
stop amenities and public information.
206
Operating Budget: FY2013 -14: $11.4 million
Number of FTEs: FY 2013 -14: 86.1 FTE
Big Blue
FY2014 -15: $12.0 million
FY 2014 -15: 86.1 FTE
The Transit Maintenance Division is responsible for all fleet,
facility and bus stop maintenance activities including the
maintenance of the Big Blue Bus and Fire Department fleets,
cleaning and fueling buses used in revenue service, inventory
management /control, and the overall maintenance of Big
Blue Bus infrastructure supporting these functions including the
maintenance of 1,100 bus stops throughout the region.
Transit Operations
Operating Budget:
Number of FTEs:
FY2013 -14: $40.8 million FY 2014 -15: $41.9 million
FY 2013 -14: 323.4 FTE FY 2014 -15: 323.4 FTE
The Transit Operations Division is responsible
for service delivery on 20 routes that provide
public transportation to over 75,000 boarding
customers daily. Transit Operations Division is
responsible for Big Blue Bus service planning,
safety and training for all Big Blue Bus
operations personnel, and support of on- street
operations. The Division selects and trains
motor coach operators and supervisors,
provides on -going safety and certificate
training for motor coach operators, and monitors on- street service effectiveness.
The Transit Operations Division establishes all routes, service schedules, and driver bid
assignments. It also recommends schedule or route adjustments to improve service to
customers. The Transit Operations Division is responsible for program and operational
planning activities including an analysis of system routes and preparation of the Service
Efficiency and Improvement Program, coordination with other City departments on urban
development standards and land use issues related to public transportation. The Division
serves as the central repository of data for various analyses supporting performance metrics
targeting operational efficiencies. The Division handles reporting of non - financial
information including the federal National Transit Database (NTD).
VOYA
l�
1• :�±
It71]1 &IC#71
Direct Costs
Transit Customer and
Government Relations 2,318,123 2,011,488 2,317,152 2,285,761 2,352,565
Transit Executive Q 5,326,901 8,860,174 9,723,954 8,809,860 9,171,569
Transit Finance and
Grants b 1,316,945 1,134,126 1,285,748 1,465,358 1,439,923
Transit Maintenance 10,451,810 9,445,269 12,271,694 11,356,878 11,984,285
Transit Operations 37,706,914 35,379,641 40,324,120 40,845,706 41,929,645
Total Department $ 57,120,693 $ 56,830,699 $ 65,922,668 $ 64,763,563 $ 66,877,987
20 Miscellaneous Grants Fund
Supplies and Expenses
Subtotal
41 Big Blue Bus Fund
Salaries and Wages
Supplies and Expenses
Subtotal
Total All Funds
Salaries and Wages
200,000 200,000 443,538a 358,737
$ - $ 200,000 $ 200,000 $ 443,538 $ 358,737
$ 36,903,368 $ 40,050,212 $ 44,434,262 $ 44,349,262 $ 45,979,893
20,217,324 16,580,487 21,288,406 19,970,763 20,539,357
$ 57,120,693 $ 56,630,699 $ 65,722,668 $ 64,320,025 $ 66,519,250
$ 36,903,368 $ 40,050,212 $ 44,434,262 $ 44,349,262 $ 45,979,893
Supplies and Expenses 20,217,324 16,780,487 21,488,406 20,414,301 20,898,094
Total Department $ 57,120,693 $ 56,830,699 $ 65,922,668 $ 64,763,563 $ 66,877,987
Ew
BIG BLUE BUS FUND
PERSONNEL
2010 -11
2011 -12
2012 -13
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BYFUND
Budget
Budget
Budget
Budget
Budget
41 Big Blue Bus Fund
Permanent Positions
413.4
418.7
421.7
422.7
422.7
Temporary Positions
0.3
1.3
1.3
14.8
14.8
Total Department
413.7
420.0
423.0
437.5 c
437.5
Footnotes
a. Transit Executive division budget decrease in FY 2013 -14 is due to lower citywide overhead charges, and to staffing
composition changes.
b. Total includes Miscellaneous Grants funds managed by division staff. Beginning in FY 2013 -14, includes Proposition A
Local Return funds for approved programs previously budgeted in other city departments.
c. Total personnel increase of 14.5 in FY 2013 -14 (1.0 permanent Transit Maintenance Supervisor, 12 As Needed Motor
Coach Operators and 1.5 as needed administrative support) reflects resource alignment to more effectively support
transportation operations. Temporary positions have no net budgetary impact, as they are funded by shifting re-
sources from supplies and expenses savings.
Im•
210
211
ai
The Housing and Economic Development
Department creates affordable housing opportunities
and a sustainable economy in Santa Monica. The
Department is responsible for administering all
affordable housing programs, including affordable
housing development and preservation as well as
rental subsidy programs for low- income households.
The Department is also responsible for administering
the Successor Agency and the wind down of
redevelopment programs and projects, operating
the farmers' markets, implementing City real estate
transactions, promoting economic sustainability,
serving as liaison to the business districts, and
managing leasing and licensing of City property,
including the Pier.
212
FY 2013 -14
Salaries &
$4,306,752 $4,363,1
Wages
Supplies &
18.760,829 18,826,
Expenses
$23,067,581 $23,189,
FTE Positions 33.8
10-1:1111:
Goal: Provide a comprehensive housing program
that allows Santa Monica's diverse community to
thrive.
Objectives:
• Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 100 affordable
apartments prior to June 30, 2014.
• Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 105 additional
affordable apartments prior to June 30, 2015.
• Monitor 100% of inclusionary housing units by
July 1, 2013, and maintain 100% monitoring as new
affordable residences are completed.
• Increase utilization of the Family Self- Sufficiency
Program by enrolling 10 more families in the
program by June 30, 2015.
Goal: Complete disposition of City -owned
residential properties while ensuring tenant
protections and supporting future affordable
housing activities.
Objectives:
• Transition 1616 Ocean Ave by December 31, 2013.
• Transition 1 122 22nd Street by December 31, 2013.
• Transition 419 Ocean Avenue by
December 31, 2014.
• Transition Mountain View Mobile Home Park by
June 30, 2015.
213
Goal: Promote a sustainable local
economy while enhancing Santa
Monica's quality of life.
Objectives:
• Strengthen the City's support of its
businesses by increasing the number of
organizations and businesses participating
in the Buy Local program by 20% and
increasing collaborative SM Alliance
events and outreach by 10% by
June 30, 2015.
Service Benchmarks:
• The number, of organizations and
business that participate in Buy Local
annually (from 580 currently to 696)
• The number of events completed in
partnership with The Alliance annually
(from 30 currently to 33)
Goal: Implement the community's vision
for the development of key
transit - oriented development sites and
opportunity sites in the City.
Objectives:
• Select a developer for the City -owned
property at 4th Street /Arizona Avenue /5th
Street and recommend City Council
approval to enter into exclusive
negotiations by June 30, 2014.
• Select a developer for the City -owned
property at Bergamot Station Arts Center
and recommend City Council approval to
enter into exclusive negotiations by
June 30, 2014.
• Select a developer for a contemporary
cinema in the Downtown and negotiate
business terms for City Council
consideration by June 30, 2014.
214
Administration
Operating Budget: FY2013 -14: $0.8 million FY2014 -15: $0.8 million
Number of FTEs: FY 2013 -14: 3.1 FTE FY 2014 -15: 3.1 FTE
The Administration Division directs the activities of
the Housing and Economic Development
Department. The Division assists other departments
and divisions in reviewing, evaluating, and making
recommendations on real estate, financing,
planning, and development projects in the City.
The Division is responsible for overseeing the wind
down of the City's redevelopment programs.
Management of the various City, federal, and grant
funds that finance the department's operations
and projects is also coordinated by this division.
Housing
Operating Budget: FY 2013 -14: $20.3 million
Number of FTEs: FY 2013 -14: 20.1 FTE
FY2014 -15: $20.4 million
FY 2014 -15: 19.1 FTE
The Housing Division analyzes policy and
administers programs which ensure that Santa
Monica preserves and expands housing
opportunities for households with very low, low,
and moderate incomes. The Division's work
load is diverse, including administering tenant -
based rental assistance programs, managing
production and preservation of new affordable
housing, and performing compliance
monitoring of existing affordable housing. The
Division attempts to maximize resources
available to the City by working closely with public, private and non - profit partners who are
involved in affordable housing as lenders, developers, service providers, or owners.
215
Economic Development
Operating Budget: FY 2013 -14: $2.0 million FY 2014 -15: $2.0 million
Number of FTEs: FY 2013 -14: 10.6 FTE FY 2014 -15: 10.6 FTE
DIVISION
$
1,393,218
$
Direct Costs
1,439,617
$
1,485,178
Administrations
$ 1,750,491 $
- 1,700,051 $
2,232,223 $ 794,960 $ 819,825
Economic Development
1,473,668
1,490,669
1,614,897 1,955,479 2,015,525
Housing
4,147,968
20,552,558
20,465,273 20,317,142 20,354,338
Pier
1,788,147
101,260
203,998 - -
Total Department $ 9,160,275 $ 23,844,537 $ 24,516,390 $ 23,067,581 $ 23,189,688
MAJOR ACCOUNT GROUPS BY FUND
O1 General Fund a
Salaries and Wages $ 4,483,992 $
Supplies and Expenses 2,846,037
Subtotal $ 7,330,029 $
12 Housing Fund
Salaries and Wages
Supplies and Expenses
Subtotal
20 Miscellaneous Grants Fund
Supplies and Expenses
Subtotal
30 Pier Fund b
Salaries and Wages
Supplies and Expenses
Subtotal
3,273,365 $ 3,722,942 $ 2,867,135 $ 2,877,991
2,702,133 3,278,322 2,057,985 2,115,409
5,975,498 $ 7,001,264 $ 4,925,120 $ 4,993,400
$ 3,355
$
1,393,218
$
1,438,726 $
1,439,617
$
1,485,178
-
16,348,675
15,872,402
16,392,844
16,401,110
$ 3,355
$
17,741,893
$
17,311,128 $
17,832,461
$
17,886,288
38,744
25,887
-
310,000
310,000
$ 38,744
$
25,887
$
- $.
310,000
$
310,000
$ 173,364 $ 101,260 $ 203,998 $ $
1,614,783 - -
$ 1,788,147 $ 101 ,260 $ 203,998 $ $
PAIN
1
MAJOR ACCOUNT GROUPS BY FUND (continued)
Total All Funds
Salaries and Wages $
4,660,711 $
4,767,843
$ 5,365,666 $
4,306,752
$ 4,363,169
Supplies and Expenses
4,499,564
19,076,694
19,150,724
18,760,829
18,826,519
Total Department $
9,160,275 $
23,844,537
$ 24,516,390 $
23,067,581
$ 23,189,688
12 Housing Fund
PERSONNEL
2010 -11
2011 -12
2012.13
13.0
13.0
(FULL -TIME EQUIVALENTS)
Revised
Revised
Revised
2013 -14
2014 -15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions
40.0
27.0
27.0
20.0
19.0
Temporary Positions
1.4
1.4
0.7
0.7
0.7
Subtotal
41.4
28.4
27.7
20.7
19.7
12 Housing Fund
Permanent Positions
0.0
13.0
13.0
13.0
13.0
Temporary Positions
0.0
0.0
0.1
0.1
0.1
Subtotal
0.0
13.0
13.1
13.1
13.1
Total All Funds
Permanent Positions
40.0
40.0
40.0
33.0
32.0
Temporary Positions
1.4
1.4
0.8
0.8
0.8
Total Department c
41.4
41.4
40.8
33.8
32.8
Footnotes
a. Staffing and accompanying budget decrease in FY 2013 -14 reflects changes related to the dissolution of
Redevelopment and represents the new post - Redevelopment baseline expenditure budget.
b. The elimination of the Pier Fund salaries and wages budget for FY 2013 -15 reflects a change in the methodology for
charging the Pier Fund directly for staff costs associated with work performed for the Pier Division. These costs will now
be budgeted in the General Fund and reimbursed via an interfund transfer from the Pier Fund to the General Fund.
c. Staffing decrease reflects a total reduction of 8.0 FTE positions as a result of the dissolution of Redevelopment 7.0 FTE
positions in FY 2013 -14 and an additional 1.0 FTE position in FY 2014 -15.
M
Library
Greg Mullen
Housing & Economic
Development
Andy Agle
Im
NNEW
NON-GENERAL FUND
2010 -11
2011-12
2012 -13
2013 -14
2014.15
692.4
Revised
Revised
Revised
2013 -14
Increase/
2014 -15
Increase/
Fund /Department /Employee Type
Budget
Budget
Budget
Budget
(Decrease)
Budget
(Decrease)
TOTAL CITY
732.6
5.6
732.6
ALL FUNDS
-
-
GENERALFUND
Permanent Employees
2,007.1
2,020.1
2,008.3
1,981.7
Permanent Employees
1,314.7
1,309.4
1,309.6
1,301.5
(8.1)
1,302.0
0.5
Temporary Staffing
135.2
137.3
132.7
141.4
8.7
142.5
1.1
GENERAL FUND Total
1,449.9
1,446.7
1,442.3
1,442.9
0.5
1,444.5
1.6
NON-GENERAL FUND
Permanent Employees
692.4
710.7
698.7
680.2
(18.5)
680.2
Temporary Staffing
37.2
33.7
28.3
52.4
24.1
52.4
NON- GENERAL FUND Total
729.6
744.4
727.0
732.6
5.6
732.6
ALL FUNDS
-
-
CITY MANAGER
Permanent Employees
2,007.1
2,020.1
2,008.3
1,981.7
(26.6)
1,982.2 0.5
Pemporary Staffing
172.4
171.0
161.0
193.7
32.7
194.8 1.1
TOTAL PERSONNEL & STAFFING
2,179.5
2,191.1
2,169.3
2,175.4
6.1
2,177.0 1.6
O1- GENERAL FUND
CITY COUNCIL
Permanent Employees
1.6
1.6
1.6
1.0
(0.6)
1.0
Temporary Staffing
-
-
-
-
-
-
CITY MANAGER
Permanent Employees
33.0
36.0
36.0
37.0
1.0
37.0
-
Temporary Staffing
5.2
4.9
5.2
4.9
(0.3)
5.2
0.3
RECORDS AND ELECTION SERVICES
Permanent Employees
13.0
13.0
13.0
13.0
13.0
-
Temporary Staffing
-
-
-
-
CITY ATTORNEY
Permanent Employees
41.5
41.5
41.5
41.0
(0.5)
41.0
-
Temporary Staffing
0.1
0.1
0.1
0.1
0.1
-
FINANCE
Permanent Employees
69.0
71.0
71.0
68.5
(2.5)
68.5
-
Temporary Staffing
2.0
1.0
1.0
2.8
1.8
2.8
-
HUMAN RESOURCES
Permanent Employees
20.5
21.0
22.0
23.0
1.0
23.0
-
Temporary Staffing
0.3
0.3
0.3
0.2
(0.1)
0.2
-
INFORMATION SYSTEMS
Permanent Employees
38.0
40.0
41.0
41.5
0.5
43.0
1.5
Temporary Staffing
-
-
-
-
-
-
-
PLANNING AND COMMUNITY DEVELOPMENT
Permanent Employees
104.0
103.0
104.0
105.0
1.0
104.0
(1.0)
Temporary Staffing
-
-
-
-
-
-
POLICE
Permanent Employees
403.0
403.0
406.0
402.0
(4.0)
403.0
1.0
Temporary Staffing
31.4
31.4
31.4
31.4
31.4
220
11 - BEACH
2010 -11
2011.12
2012 -13
HOUSING AND ECONOMIC DEVELOPMENT
2013 -14
2014 -15
Permanent Employees -
Revised
Revised
Revised
2013 -14
Increase/
2014 -15
Increase/
Fund /Department /Employee Type
Budget
Budget
Budget
Budget
(Decrease)
Budget
(Decrease)
FIRE
8.9
(3.3)
8.9 -
PUBLIC WORKS
13.0 13.1
13.1
13.1 -
Permanent Employees
127.0
129.0
129.0
129.0
-
129.0
18.5
Temporary Staffing
-
-
-
-
-
-
16.5
COMMUNITY AND CULTURAL SERVICES
Fund Summary
Permanent Employees
179.6
177.8
177.0
105.0
(72.0)
105.0
-
Temporary Staffing
53.1
53.3
49.1
46.9
(2.3)
47.7
0.8
LIBRARY
23.1
49.9
26.8
49.9
Permanent Employees
68.5
68.5
68.5
73.0
4.5
73.0
-
Temporary Staffing
37.6
37.6
37.6
41.8
4.2
41.8
-
PUBLIC WORKS
Permanent Employees
176.0
177.0
172.0
242.5
70.5
242.5
-
Temporary Staffing
4.1
7.3
7.3
12.6
5.3
12.6
-
HOUSING AND ECONOMIC DEVELOPMENT
Permanent Employees
40.0
27.0
27.0
20.0
(7.0)
19.0
(1.0)
Temporary Staffing
1.4
1.4
0.7
0.7
0.7
-
Fund Summary
Permanent Employees
1314.7
1309.4
1309.6
1301.5
(8.1)
1302.0
0.5
Temporary Staffing
135.2
137.3
132.7
141.4
8.7
142.5
1.1
GENERAL FUND TOTAL
1,449.9
1,446.7
1,442.3
1,442.9
0.5
1,444.5
1.6
11 - BEACH
HOUSING AND ECONOMIC DEVELOPMENT
COMMUNITY AND CULTURAL SERVICES
Permanent Employees -
13.0 13.0
13.0 -
13.0 -
Temporary Staffing -
- 0.1
Permanent Employees
11.0
11.0
11.0
6.0
(5.0)
6.0 -
Temporary Staffing
12.1
12.1
12.1
8.9
(3.3)
8.9 -
PUBLIC WORKS
13.0 13.1
13.1
13.1 -
Permanent Employees
-
-
-
18.5
18.5
18.5 -
Temporary Staffing
-
-
-
16.5
16.5
16.5 -
Fund Summary
Permanent Employees
11.0
11.0
11.0
24.5
13.5
24.5 -
Temporary Staffing
12.1
12.1
12.1
25.4
13.3
25.4 -
11 - BEACH Total
23.1
23.1
23.1
49.9
26.8
49.9
12 - HOUSING AUTHORITY
HOUSING AND ECONOMIC DEVELOPMENT
Permanent Employees -
13.0 13.0
13.0 -
13.0 -
Temporary Staffing -
- 0.1
0.1 -
0.1 -
Fund Summary
Permanent Employees -
13.0 13.0
13.0 -
13.0 -
Temporary Staffing -
- 0.1
0.1 -
0.1 -
12 - HOUSING AUTHORITY Total
13.0 13.1
13.1
13.1 -
221
24 - BEACH Total 23.5 23.5 23.5 (23.5)
25 - WATER
PUBLIC WORKS
Permanent Employees
Temporary Staffing
Fund Summary
Permanent Employees 46.0 46.0 46.0 46.0 46.0
Temporary Staffing - - - - -
25 - WATER Total 46.0 46.0 46.0 46.0 46.0
46.0 46.0 46.0 46.0 46.0
27 - SOLID WASTE MANAGEMENT
2010.11
2011 -12
2012 -13
2013.14 2014.15
Revised
Revised
Revised
2013 -14 Increase/ 2014 -15 Increase/
Fund /Department /Employee Type
Budget
Budget
Budget
Budget (Decrease) Budget (Decrease)
24 - BEACH
79.0
- 79.0 -
Temporary Staffing
0.2
COMMUNITY AND CULTURAL SERVICES
0.2
7.7
7.5 7.7 -
Fund Summary
Permanent Employees
5.0
5.0
5.0
- (5.0) - -
Temporary Staffing
6.5
6.5
6.5
- (6.5) - -
PUBLIC WORKS
Temporary Staffing
0.2
0.2
0.2
Permanent Employees
8.0
8.0
8.0
- (8.0) - -
Temporary Staffing
4.0
4.0
4.0
- (4.0) - -
Fund Summary
6.0
6.0 -
6.0 -
Tempotary Staffing
Permanent Employees
13.0
13.0
13.0
- (13.0) - -
Temporary Staffing
10.5
10.5
10.5
- (10:5) - -
24 - BEACH Total 23.5 23.5 23.5 (23.5)
25 - WATER
PUBLIC WORKS
Permanent Employees
Temporary Staffing
Fund Summary
Permanent Employees 46.0 46.0 46.0 46.0 46.0
Temporary Staffing - - - - -
25 - WATER Total 46.0 46.0 46.0 46.0 46.0
46.0 46.0 46.0 46.0 46.0
27 - SOLID WASTE MANAGEMENT
PUBLIC WORKS
Permanent Employees
84.0
84.0
79.0
79.0
- 79.0 -
Temporary Staffing
0.2
0.2
0.2
7.7
7.5 7.7 -
Fund Summary
Permanent Employees
84.0
84.0
79.0
79.0
- 79.0 -
Temporary Staffing
0.2
0.2
0.2
7.7
7.5 7.7 -
27 - SOLID WASTE MANAGEMENT Total
84.2
84.2
79.2
86.7
7.5 86.7 -
30 - PIER
CITY MANAGER
Permanent Employees
2.0
2.0
2.0
Temporary Staffing
-
-
-
- -
- -
POLICE
Permanent Employees
6.0
7.0
7.0
7.0 -
7.0 -
Temporary Staffing
3.7
2.3
2.3
2.3 -
2.3 -
PUBLIC WORKS
Permanent Employees
6.0
6.0
6.0
6.0 -
6.0 -
Tempotary Staffing
0.5
0.5
0.5
0.5 -
0.5 -
Fund Summary
Permanent Employees
12.0
13.0
15.0
15.0 -
15.0 -
Temporary Staffing
4.2
2.8
2.8
2.8 -
2.8 -
30 - PIER Total
16.2
15.8
17.8
17.8 -
17.8
222
32 - CIVIC AUDITORIUM
2010.11
2011 -12
2012 -13
2013 -14
2014 -15
CITY MANAGER
Revised
Revised
Revised
2013 -14 Increase/
2014 -15 Increase/
Fund/Department/Employee Type
Budget
Budget
Budget
Budget (Decrease)
Budget (Decrease)
31 - WASTEWATER
0.2
Permanent Employees
26.0
25.0 20.0
(20.0)
PUBLIC WORKS
8.4
5.3 -
32 - CIVIC AUDITORIUM Total
34.4
Permanent Employees
22.0
22.0
22.0
22.0 -
22.0 -
Temporary Staffing
0.2
0.2
0.2
0.2 -
0.2 -
Fund Summary
Permanent Employees
22.0
22.0
22.0
22.0 -
22.0 -
Temporary Staffing
0.2
0.2
0.2
0.2 -
0.2 -
31 • WASTEWATER Total
22.2
22.2
22.2
22.2 -
22.2
32 - CIVIC AUDITORIUM
COMMUNITY AND CULTURAL SERVICES
CITY MANAGER
Permanent Employees
26.0
25.0 20.0
(20.0)
Temporary Staffing
8.4
5.3 -
Fund Summary
Temporary Staffing
0.2
Permanent Employees
26.0
25.0 20.0
(20.0)
Temporary Staffing
8.4
5.3 -
32 - CIVIC AUDITORIUM Total
34.4
30.3 20.0
(20.0)
33 - AIRPORT
CITY MANAGER
Permanent Employees
8.0
8.0
Temporary Staffing
0.2
0.2
-
-
- -
PUBLIC WORKS
Permanent Employees
4.0
4.0
12.0
12.0
- 12.0 -
Temporary Staffing
-
-
-
0.3
0.3 0.3 -
Fund Summary
Permanent Employees
12.0
12.0
12.0
12.0
- 12.0 -
Temporary Staffing
0.2
0.2
-
0.3
0.3 0.3 -
33 - AIRPORT Total
12.2
12.2
12.0
12.3
0.3 12.3
37 - CEMETERY
PUBLIC WORKS
Permanent Employees
11.0
11.0
6.0
6.0
- 6.0
Temporary Staffing
1.1
1.1
1.1
1.1
1.1
Fund Summary
Permanent Employees
11.0
11.0
6.0
6.0
6.0
Temporary Staffing
1.1
1.1
1.1
1.1
1.1
37 - CEMETERY Total
12.1
12.1
7.1
7.1
- 7.1 -
223
58 - RISK MANAGEMENT ADMINISTRATION
FINANCE
Permanent Employees 14.0 14.0 12.0 12.0 12.0
Temporary Staffing - - - - -
Fund Summary
Permanent Employees 14.0 14.0 12.0 12.0 12.0
Temporary Staffing - - - - -
58 - RISK MANAGEMENT ADMIN Total 14.0 14.0 12.0 12.0 12.0
NON - GENERAL FUNDS SUMMARY
2010 -11
2011.12
2012.13
Temporary Staffing 37.2 33.7 28.3 52.4
2013.14
2014.15
5.6 732.6
Revised
Revised
Revised
2013.14
Increase/
2014 -15 Increase/
Fund /Department /Employee Type
Budget
Budget
Budget
Budget
(Decrease)
Budget (Decrease)
41 - BIG BLUE BUS
BIG BLUE BUS
Permanent Employees
413.4
418.7
421.7
422.7
1.0
422.7 -
Temporary Staffing
0.3
13
1.3
14.8
13.5
14.8 -
Fund Summary
Permanent Employees
413.4
418.7
421.7
422.7
1.0
422.7 -
Temporary Staffing
0.3
1.3
1.3
14.8
13.5
14.8 -
41 - BIG BLUE BUS Total
413.7
420.0
423.0
437.5
14.5
437.5
54 - VEHICLE MANAGEMENT
PUBLIC WORKS
Permanent Employees
28.0
28.0
28.0
28.0
-
28.0
Temporary Staffing
-
-
-
-
Fund Summary
Permanent Employees
28.0
28.0
28.0
28.0
28.0
Temporary Staffing
-
-
-
-
-
54 - VEHICLE MANAGEMENT Total
28.0
28.0
28.0
28.0
28.0
58 - RISK MANAGEMENT ADMINISTRATION
FINANCE
Permanent Employees 14.0 14.0 12.0 12.0 12.0
Temporary Staffing - - - - -
Fund Summary
Permanent Employees 14.0 14.0 12.0 12.0 12.0
Temporary Staffing - - - - -
58 - RISK MANAGEMENT ADMIN Total 14.0 14.0 12.0 12.0 12.0
NON - GENERAL FUNDS SUMMARY
Permanent Employees 692.4 710.7 698.7 680.2
(18.5) 680.2
Temporary Staffing 37.2 33.7 28.3 52.4
24.1 52.4
NON- GENERAL FUNDS TOTAL 729.6 744.4 727.0 732.6
5.6 732.6
224
Department Summary
Permanent Employees
Temporary Staffing
1.6 1.6 1.6 1.0 1.0
CITY COUNCIL Total 1.6 1.6 1.6 1.0 1.0
CITY MANAGER
Administration - 01202
City Manager
Assistant City Manager
Internal Audit Manager
Assistant to the City Manager
City Hall Receptionist
Office Manager to the City Manager
Pr Admin Analyst -City Mgr Off
Administrative Assistant - City Managers Office
Administrative Staff Assistant - City Managers Office
Division Summary
Permanent Employees
Temporary Staffing
Administration - 01202 Total
Airport - 33203
Airport Services Director
Airport Administrator
Airport Operations Administrator
Airport Noise /Operations Specialist
Business Assistant
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
Airport - 33203 Total
Community and Government Relations - 01207
Deputy City Manager, Special Projects
Assistant to the City Manager
Cable TV and Public Information Manager
225
1.0
2010 -11
2011-12
.2012 -13
1.0
1.0
1.0
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
CITY COUNCIL
1.0
1.0
1.0
1.0
1.0
City Council - 01201
1.0
1.0
1.0
1.0
1.0
Council Office Administrator
1.0
1.0
1.0
1.0
1.0
Executive Assistant
0.6
0.6
0.6
-
-
Division Summary
1.0
1.0
Permanent Employees
1.6
1,6
1.6
1.0
1.0
Temporary Staffing
-
-
-
-
-
City Council - 01201 Total 1.6
1.6
1.6
1.0
1.0
Department Summary
Permanent Employees
Temporary Staffing
1.6 1.6 1.6 1.0 1.0
CITY COUNCIL Total 1.6 1.6 1.6 1.0 1.0
CITY MANAGER
Administration - 01202
City Manager
Assistant City Manager
Internal Audit Manager
Assistant to the City Manager
City Hall Receptionist
Office Manager to the City Manager
Pr Admin Analyst -City Mgr Off
Administrative Assistant - City Managers Office
Administrative Staff Assistant - City Managers Office
Division Summary
Permanent Employees
Temporary Staffing
Administration - 01202 Total
Airport - 33203
Airport Services Director
Airport Administrator
Airport Operations Administrator
Airport Noise /Operations Specialist
Business Assistant
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
Airport - 33203 Total
Community and Government Relations - 01207
Deputy City Manager, Special Projects
Assistant to the City Manager
Cable TV and Public Information Manager
225
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
7.0 7.0 7.0 9.0 9.0
0.2 0.2 0.2 0.2 0.2
7.2 7.2 7.2 9.2 9.2
1.0
1.0 - -
1.0
1.0 - -
1.0
1.0 - -
2.0
2.0 - -
2.0
2.0 - -
1.0
1.0 - -
8.0
0.2
8.0
0.2
-
-
8.2
8.2
-
-
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
2010 -11
2011 -12
2012 -13
9.0
9.0
Temporary Staffing
Revised
Revised
Revised
2013 -14
2014 -15
Department/Division /Title
Budget
Budget
Budget
Budget
Budget
Cable TV Programming Specialist
1.0
1.0
1.0
1.0
1.0
Community Relations Coordinator
1.0
1.0
1.0
1.0
1.0
Public Information Coordinator
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Video Production Coordinator
3.0
3.0
3.0
3.0
3.0
Division Summary
Permanent Employees
9.0
9.0
9.0
9.0
9.0
Temporary Staffing
4.7
4.4
4.7
4.4
4.7
Community and Government Relations - 01207 Total
13.7
13.4
13.7
13.4
13.7
Office of Pier Management - 30209
Pier Manager
-
-
1.0
1.0
1.0
Staff Assistant III
-
-
1.0
1.0
1.0
Division Summary
Permanent Employees
-
-
2.0
2.0
2.0
Temporary Staffing
-
-
-
-
-
Office of Pier Management - 30209 Total
2.0
2.0
2.0
Office of Sustainabllity and the Environment - 01226
Environmental Programs Manager
1.0
1.0
1.0
1.0
1.0
Energy and Green Buildings Program Administrator
1.0
1.0
1.0
1.0
1.0
Administrative Staff Assistant - Environmental Programs
La
1.0
1.0
1.0
1.0
Energy Efficiency Engineer
1.0
1.0
1.0
1.0
1.0
Environmental Outreach Coordinator
1.0
1.0
1.0
1.0
1.0
Environmental Programs Analyst- Sustainable City
2.0
2.0
2.0
2.0
2.0
Green Buildings Program Advisor
1.0
1.0
1.0
1.0
1.0
Hazardous Materials Specialist
1.0
1.0
-
-
-
Hazardous Materials Technician
1.0
1.0
1.0
1.0
1.0
Principal Environmental Analyst
1.0
1.0
1.0
1.0
1.0
Project Support Assistant
1.0
1.0
1.0
1.0
1.0
Recycling Assistant
-
-
1.0
1.0
1.0
Senior Administrative Analyst - Urban Runoff
1.0
1.0
1.0
1.0
1.0
Senior Environmental Analyst - Hazardous Materials
1.0
1.0
1.0
1.0
1.0
Water Resources Specialist
3.0
3.0
3.0
2.0
2.0
Division Summary
Permanent Employees
17.0
17.0
17.0
16.0
16.0
Temporary Staffing
0.3
0.3
0.3
0.3
0.3
Office of Sustainability and the Environment - 01226 Total
17.3
17.3
17.3
16.3
16.3
226
227
2010 -11
2011 -12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department/Division/Title
Budget
Budget
Budget
Budget
Budget
Office of Emergency Management - 01227
Emergency Services Manager
-
1.0
1.0
1.0
1.0
Administrative Staff Assistant
-
1.0
1.0
1.0
1.0
Emergency Services Coordinator
-
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
-
3.0
3.0
3.0
3.0
Temporary Staffing
-
-
-
-
Office of Emergency Management - 01227 Total
-
3.0
3.0
3.0
3.0
Department Summ ary,
Permanent Employees
41.0
44.0
38.0
39.0
39.0
Temporary Staffing
5.4
5.1
5.2
4.9
5.2
CITY MANAGER Total
46.4
49.1
43.2
43.9
44.2
RECORDS AND ELECTION SERVICES
Administration - 01211
Director of Records and Election Services (City Clerk)
1.0
1.0
1.0
1.0
1.0
Asst Director of Records and Elections (Asst. Clerk)
1.0
1.0
1.0
1.0
1.0
Deputy City Clerk
1.0
1.0
1.0
1.0
1.0
Administrative Analyst
1.0
1.0
1.0
1.0
1.0
Records Management Assistant
1.0
1.0
1.0
1.0
1.0
Records Management Coordinator
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
2.0
2.0
2.0
2.0
2.0
Division Summary
Permanent Employees
8.0
8.0
8.0
8.0
8.0
Temporary Staffing
-
-
-
-
-
Administration - 01211 Total
8.0
8.0
8.0
8.0
8.0
Support Services -01214
Support Services Supervisor
1.0
1.0
1.0
1.0
1.0
Mail Courier
2.0
2.0
2.0
2.0
2.0
Reprographic Specialist II
2.0
2.0
2.0
2.0
2.0
Division Summary
Permanent Employees
5.0
5.0
5.0
5.0
5.0
Temporary Staffing
-
-
-
-
-
Support Services -01214 Total
5.0
5.0
5.0
5.0
5.0
Department Summary
Permanent Employees
13.0
13.0
13.0
13.0
13.0
Temporary Staffing
-
-
-
-
-
RECORDS AND ELECTION SERVICES Total
13.0
13.0
13.0
13.0
13.0
CITY ATTORNEY
City Attorney - 01231
City Attorney
1.0
1.0
1.0
1.0
1.0
Assistant City Attorney
1.0
1.0
1.0
1.0
1.0
Deputy City Attorney
22.5
22.5
22.5
22.5
22.5
227
Division Summary
Permanent Employees
Temporary Staffing
Department Summary
Permanent Employees
Temporary Staffing
FINANCE
Administration - 01221
Director of Finance /City Treasurer
Assistant City Treasurer
Assistant Director of Finance
Purchasing Services Manager
Budget Administrator
Purchasing Administrator
Assistant Administrative Analyst
Buyer
Contracts Coordinator
Executive Administrative Assistant
Fiscal Staff Assistant III
Principal Budget Analyst
Revenue Operations Assistant II
Senior Administrative Analyst
Senior Budget Analyst
Senior Buyer
Senior Revenue Operations Assistant
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
41.5 41.5 41.5 41.0 41.0
0.1 0.1 0.1 0.1 0.1
City Attorney - 01231 Total 41.6 41.6 41.6 41.1 41.1
41.5 41.5 41.5 41.0 41.0
0.1 0.1 0.1 0.1 0.1
CITY ATTORNEY Total 41.6 41.6 41.6 41.1 41.1
1.0
2010 -11
2011 -12
2012-13
1.0
-
-
Revised
Revised
Revised
2013 -14
2014 -15
Department/Division/Title
Budget
Budget
Budget
Budget
Budget
Administrative Analyst - CAO
-
-
1.0
1.0
1.0
Consumer Affairs Specialist
1.0
1.0
1.0
1.0
1.0
Investigator - Consumer Unit
1.0
1.0
1.0
1.0
1.0
Investigator - Criminal Division
1.0
1.0
1.0
1.0
1.0
Legal Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
Legal Assistant
4.0
4.0
4.0
4.0
4.0
Legal Secretary
4.0
4.0
4.0
3.0
3.0
Office Administrator
1.0
1.0
1.0
1.0
1.0
Paralegal
1.0
1.0
1.0
1.0
1.0
Receptionist
1.0
1.0
1.0
1.0
1.0
Staff Assistant - CAO
2.0
2.0
1.0
1.5
1.5
Division Summary
Permanent Employees
Temporary Staffing
Department Summary
Permanent Employees
Temporary Staffing
FINANCE
Administration - 01221
Director of Finance /City Treasurer
Assistant City Treasurer
Assistant Director of Finance
Purchasing Services Manager
Budget Administrator
Purchasing Administrator
Assistant Administrative Analyst
Buyer
Contracts Coordinator
Executive Administrative Assistant
Fiscal Staff Assistant III
Principal Budget Analyst
Revenue Operations Assistant II
Senior Administrative Analyst
Senior Budget Analyst
Senior Buyer
Senior Revenue Operations Assistant
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
41.5 41.5 41.5 41.0 41.0
0.1 0.1 0.1 0.1 0.1
City Attorney - 01231 Total 41.6 41.6 41.6 41.1 41.1
41.5 41.5 41.5 41.0 41.0
0.1 0.1 0.1 0.1 0.1
CITY ATTORNEY Total 41.6 41.6 41.6 41.1 41.1
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
-
-
-
-
1.0
-
-
1.0
1.0
1.0
1.0
1.0
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
2.0
2.0
-
-
-
-
-
1.0
2.5
2.5
-
-
-
1.0
1.0
1.0
2.0
-
-
-
2.0
2.0
2.0
2.0
2.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
-
-
12.0 14.0 13.0 14.5 14.5
Administration - 01221 Total 12.0 14.0 13.0 14.5 14.5
228
Financial Operations - 01222
Financial Operations Manager
2010 -11 2011 -12 2012 -13
1.0
1.0
1.0
Revised Revised Revised
2013 -14
2014 -15
Department /Division /Title
Budget Budget Budget
Budget
Budget
Budget - 01208
-
-
-
Budget Manager
- - 1.0
1.0
1.0
Asst Admin Analyst
- - -
1.0
1.0
Principal Budget Analyst
- - 1.0
1.0
1.0
Senior Budget Analyst
- - 3.0
2.0
2.0
Division Summary
-
-
-
Permanent Employees
- - 5.0
5.0
5.0
Temporary Staffing
- - -
-
-
3.0
Budget -0120B Total - 5.0
5.0
5.0
Financial Operations - 01222
Financial Operations Manager
1.0
1.0
1.0
1.0
1.0
Payroll Administrator
-
-
1.0
1.0
1.0
Accounts Payable Supervisor
-
-
-
1.0
1.0
Disbursements Supervisor
1.0
1.0
1.0
-
-
Financial Reporting Supervisor
2.0
2.0
2.0
2.0
2.0
Payroll Supervisor
1.0
1.0
-
-
-
Accountant 1
2.0
2.0
2.0
2.0
2.0
Accountant II
3.0
3.0
3.0
3.0
3.0
Financial Systems Analyst
-
-
1.0
1.0
1.0
Financial Systems Development Coordinator
1.0
1.0
1.0
1.0
1.0
Fiscal Staff Assistant 11
3.0
3.0
3.0
3.0
3.0
Fiscal Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Payroll Analyst
-
-,
1.0
1.0
1.0
Payroll Specialist
-
-
2.0
2.0
2.0
Payroll Technician
2.0
2.0
-
-
-
Senior Accountant
2.0
2.0
2.0
2.0
2.0
Division Summary
Permanent Employees
19.0
19.0
21.0
21.0
21.0
Temporary Staffing
-
-
-
-
Financial Operations - 01222 Total
19.0
19.0
21.0
21.0
21.0
Business and Revenue Operations - 01224
Business and Revenue Operations Manager
1.0
1.0
1.0
1.0
1.0
Business License Supervisor
1.0
1.0
1.0
1.0
1.0
Revenue Collections Supervisor
1.0
1.0
1.0
1.0
1.0
Revenue Operations Supervisor
1.0
-
-
-
-
Treasury Supervisor
1.0
1.0
-
-
-
Utilities Billing Supervisor
1.0
1.0
1.0
1.0
1.0
Accountant - Collections
1.0
1.0
1.0
1.0
1.0
Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
Business License Inspector
1.0
1.0
-
-
-
Revenue Collections Assistant
4.5
4.5
4.5
3.0
3.0
Revenue Operations Analyst
1.0
1.0
1.0
1.0
1.0
Revenue Operations Assistant II
6.5
6.5
5.5
4.0
4.0
Senior Administrative Analyst
-
1.0
1.0
1.0
1.0
Senior Revenue Collections Assistant
1.0
1.0
1.0
1.0
1.0
229
Internal Audit -01228
Internal Audit Manager 1.0 1.0 1.0
Senior Internal Auditor 1.0 1.0 -
Division Summary
Permanent Employees 2.0 2.0 1.0
Temporary Staffing - - -
Internal Audit - 01228 Total 2.0 2.0 1.0
Risk Management - 58229
Risk Manager
2010 -11
2011-12
2012-13
1.0
1.0
Liability Claims Administrator
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Senior Revenue Operations Assistant
1.0
1.0
-
-
-
Staff Assistant III
-
1.0
1.0
1.0
1.0
Taxi Franchise Program Coordinator
1.0
1.0
-
-
-
Utilities Billing Specialist
3.0
3.0
3.0
3.0
3.0
Division Summary
1.0
1.0
-
-
-
Permanent Employees
27.0
28.0
23.0
20.0
20.0
Temporary Staffing
2.0
1.0
1.0
2.8
2.8
Business and Revenue operations - 01224 Total
29.0
29.0
24.0
22.8
22.8
Parking Operations - 01225
1.0
1.0
2.0
2.0
2.0
Parking Administrator
-
-
1.0
1.0
1.0
Administrative Analyst
1.0
1.0
1.0
1.0
1.0
Fiscal Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Parking Coordinator
1.0
1.0
-
-
-
Parking Operations Specialist
2.0
2.0
2.0
2.0
2.0
Parking Permit Assistant
2.0
2.0
2.0
2.0
2.0
Revenue Operations Assistant 1
1.0
1.0
1.0
1.0
1.0
Transportation Planning Associate
1.0
-
-
-
-
Division Summary
Permanent Employees
9.0
8.0
8.0
8.0
8.0
Temporary Staffing
-
-
-
-
-
Parking Operations - 01225 Total
9.0
8.0
8.0
8.0
8.0
Internal Audit -01228
Internal Audit Manager 1.0 1.0 1.0
Senior Internal Auditor 1.0 1.0 -
Division Summary
Permanent Employees 2.0 2.0 1.0
Temporary Staffing - - -
Internal Audit - 01228 Total 2.0 2.0 1.0
Risk Management - 58229
Risk Manager
1.0
1.0
1.0
1.0
1.0
Liability Claims Administrator
1.0
1.0
-
-
-
Workers' Compensation Administrator
1.0
1.0
1.0
1.0
1.0
Risk Control Officer
1.0
1.0
1.0
1.0
1.0
Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
Liability Claims Adjuster
1.0
1.0
1.0
1.0
1.0
Risk Management Claims Technician
1.0
1.0
1.0
1.0
1.0
Senior Workers' Compensation Claims Examiner
1.0
1.0
-
-
-
Staff Assistant II
2.0
2.0
-
-
-
Staff Assistant III
1.0
1.0
2.0
2.0
2.0
Supervising Workers' Compensation Claims Examiner
-
-
1.0
1.0
1.0
Workers' Compensation Claims Examiner
1.0
1.0
2.0
2.0
2.0
230
231
2010 -11
2011-12
2012 -13
Revised
Revised
Revised
2013.14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Workers' Compensation Claims Specialist
1.0
1.0
-
-
-
Workers' Compensation Claims Technician
1.0
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
14.0
14.0
12.0
12.0
12.0
Temporary Staffing
-
-
-
Risk Management - 58229 Total
14.0
14.0
12.0
12.0
12.0
Department' Summary
Permanent Employees
83.0
85.0
83.0
80.5
80.5
Temporary Staffing
2.0
1.0
1.0
2.8
2.8
FINANCE Total
85.0
86.0
84.0
83.3
. 83.3
HUMAN RESOURCES
Administrative Services - 01250
Director of Human Resources
1.0
1.0
1.0
1.0
1.0
Administrative Analyst - HR
1.0
1.0
1.0
-
-
Executive Admin Asst
-
-
-
1.0
1.0
Human Resources Staff Assistant
1.0
1.0
1.0
-
-
Human Resres Sys /Employer - Employee Rltns Analyst
1.0
1.0
-
-
-
Staff Assistant II
-
-
-
1.0
1.0
Staff Assistant III
1.0
1.0
1.0
-
-
Division Summary
Permanent Employees
5.0
5.0
4.0
3.0
3.0
Temporary Staffing
0.3
0.3
0.3
0.2
0.2
Administrative Services - 01250 Total
5.3
5.3
4.3
3.2
3.2
Employment and Organizational Development - 01251
Human Resources Manager
1.0
1.0
1.0
1.0
1.0
Organizational Development and Training Administrator
-
-
1.0
1.0
1.0
Human Resources Analyst
3.0
3.0
3.0
3.0
3.0
Human Resources Specialist
1.0
1.0
1.0
1.0
1.0
Human Resources Technician
2.0
2.0
2.0
2.0
2.0
Senior Human Resources Analyst
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
-
-
-
1.0
1.0
Division Summary
Permanent Employees
8.0
8.0
9.0
10.0
10.0
Temporary Staffing
-
-
-
-
-
Employment and Organizational Development - 01251 Total
8.0
8.0
9.0
10.0
10.0
Employee Relations and Benefits - 01252
Human Resources Manager
1.0
1.0
1.0
1.0
1.0
Administrative Staff Assistant - HR
1.5
1.0
1.0
-
-
Employee Benefits Technician
2.0
2.0
2.0
2.0
2.0
Human Resources Analyst
-
1.0
1.0
1.0
1.0
Human Resources Assistant
1.0
1.0
1.0
1.0
1.0
Human Resres Sys /Employer - Employee Rltns Analyst
-
-
1.0
1.0
1.0
Senior Human Resources Analyst
1.0
1.0
1.0
2.0
2.0
231
Systems and Networks - 01244
Systems and Network Manager
Systems Administrator
Communications Engineer
Computer Services Specialist
Computer Support Specialist
Lead Systems Analyst- Library Systems
Network Architect
Network Engineer
Systems Analyst- Library Systems
Systems Policy Engineer
Division Summary
1.0
2010 -11
2011-12
2012 -13
1.0
3.0
3.0
Revised
Revised
Revised
2013 -14
2014 -15
Department/Divislon/Tltle-
Budget
Budget
Budget
Budget
Budget
Senior Human Resources Analyst- Labor /Empl Rltns
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
-
-
1.0
1.0
1.0
Division Summary
-
-
1.0
1.0
2.0
Permanent Employees
7.5
8.0
9.0
10.0
10.0
Temporary Staffing
-
-
-
-
-
Employee Relations and Benefits - 01252 Total
7.5
8.0
9.0
10.0
10.0
Permanent Employees
20.5
21.0
22.0
23.0
23.0
Temporary Staffing
0.3
0.3
0.3
0.2
0.2
HUMAN RESOURCES Total
20.8
21.3
22.3
23.2
23.2
INFORMATION SYSTEMS
Administration - 01243
Chief Information Officer
1.0
1.0
1.0
1.0
1.0
Administrative Analyst -ISD
-
-
-
1.0
1.0
Administrative Staff Assistant
-
1.0
1.0
Principal Administrative Analyst -ISD
-
-
-
1.0
1.0
Senior Administrative Analyst
-
1.0
1.0
-
-
Senior Administrative Analyst- Information Systems
2.0
1.0
-
-
-
Division Summary
Permanent Employees
3.0
3.0
2.0
4.0
4.0
Temporary Staffing
-
-
-
-
-
Administration - 01243 Total
3.0
3.0
2.0
4.0
4.0
Systems and Networks - 01244
Systems and Network Manager
Systems Administrator
Communications Engineer
Computer Services Specialist
Computer Support Specialist
Lead Systems Analyst- Library Systems
Network Architect
Network Engineer
Systems Analyst- Library Systems
Systems Policy Engineer
Division Summary
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
3.0
3.0
2.0
2.0
2.0
2.0
2.0
5.0
-
-
-
-
-
-
1.0
1.0
1.0
1.0
-
1.0
1.0
1.0
-
-
-
1.0
1.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
-
-
-
-
1.0
1.0
1.0
1.0
Permanent Employees
14.0
10.0 11.0 11.0 11.0
Temporary Staffing
-
- - - -
Systems and Networks - 01244 Total
14.0
10.0 11.0 11.0 11.0
Software Systems - 01245
Software Systems Manager
1.0
1.0 1.0 1.0 1.0
Database Administrator
2.0
2.0 - - -
GISAnalyst
1.0
- - - -
GIS Program Coordinator
1.0
- - - -
GIS Technician
1.0
- - - -
Internet Applications Analyst
1.0
- - - -
232
233
2010 -11
2011-12
2012-13
Revised
Revised
Revised
2013 -14
2014 -15
Department/Division/Title
Budget
Budget
Budget
Budget
Budget
Internet Systems Coordinator
1.0
-
-
Lead Systems Analyst - ERP
-
1.0
1.0
Lead Systems Analyst - Public Safety
1.0
1.0
1.0
1.0
1.0
Lead Systems Analyst - Water Resources
-
1.0
1.0
1.0
1.0
Software Systems Analyst - ERP
-
-
1.0
-
-
Software Systems Analyst - HR /Payroll
1.0
1.0
-
-
Software Systems Analyst - Transit
1.0
1.0
1.0
-
-
Software Systems Analyst - Water Resources
-
1.0
1.0
1.0
1.0
Systems Analyst
1.0
1.0
1.0
1.0
1.0
Systems Analyst - Permitting Systems
1.0
1.0
1.0
1.0
1.0
Systems Analyst - Public Safety
1.0
1.0
1.0
1.0
1.0
Systems Analyst - Share Point
-
-
1.0
-
-
Systems Analyst - Transit Systems
1.0
1.0
1.0
2.0
2.0
Systems Analyst - Utilities
1.0
-
-
Systems Analyst- Library Systems
-
-
1.0
-
-
Division Summary
Permanent Employees
16.0
12.0
12.0
10.0
10.0
Temporary Staffing
-
-
-
-
-
Software Systems - 01245 Total
16.0
12.0
12.0
10.0
10.0
Support Services - 01246
Support Services Manager
-
1.0
1.0
1.0
1.0
Administrative Analyst - ISD
-
-
1.0
-
-
Administrative Staff Assistant
-
1.0
1.0
-
Computer Services Specialist
-
4.0
-
-
-
Computer Support Specialist
-
-
4.0
2.0
2.0
Computer Support Technician I
-
-
2.0
2.0
Computer Support Technician II
-
-
-
0.5
1.0
Helpdesk Coordinator
1.0
1.0
-
-
-
Senior Computer Support Specialist
1.0
1.0
-
Staff Assistant 111
1.0
-
-
-
-
Support Services Analyst
-
-
1.0
1.0
1.0
Support Services Coordinator
1.0
-
-
-
-
Support Services Technician
1.0
1.0
-
-
-
Division Summary
Permanent Employees
5.0
9.0
8.0
6.5
7.0
Temporary Staffing
-
-
-
-
-
Support Services - 01246 Total
5.0
9.0
8.0
6.5
7.0
Web Development - 01247
Web Development Manager
-
1.0
1.0
1.0
1.0
GIS Systems Analyst
-
1.0
1.0
1.0
1.0
Internet Developer
-
2.0
-
-
-
InternetDeveloper - GIS
-
1.0
-
-
-
Internet Systems Analyst
-
1.0
1.0
1.0
1.0
233
Division Summary
Permanent Employees 14.0 14.0
2010 -11
2011 -12
2012.13
Temporary Staffing - -
-
-
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Systems Analyst - Share Point
1.0
Special Projects Manager - -
-
1.0
1.0
Web Developer
-
3.0
3.0
3.0
Division Summary
Permanent Employees
6.0
6.0
7.0
7.0
Temporary Staffing
-
-
-
-
Web Development - 01247 Total
-
6.0
6.0
7.0
7.0
Community Broadband - 01248
Broadband Program Administrator
-
-
1.0
1.0
-
Broadband Program Analyst
-
-
1.0
1.0
1.0
Broadband Program Manager
-
-
-
-
1.0
Network Construction Assistant
-
-
-
1.0
Network Engineer
-
-
-
1.0
1.0
Division Summary
Permanent Employees
-
-
2.0
3.0
4.0
Temporary Staffing
-
-
-
-
-
Community Broadband - 01248 Total
2.0
3.0
4.0
Department Summary
Permanent Employees
38.0
40.0
41.0
41.5
43.0
Temporary Staffing
-
-
-
-
-
INFORMATION SYSTEMS Total
38.0
40.0
41.0
41.5
43.0
PLANNING AND COMMUNITY DEVELOPMENT
Administration - 01265
Transportation Demand Program Manager
1.0
1.0
-
-
-
Deputy Director - Special Projects
2.0
2.0
1.0
1.0
1.0
Director of Planning and Community Development
1.0
1.0
1.0
1.0
1.0
Assistant Director of Planning and Community Dvlpmt
1.0
1.0
1.0
1.0
1.0
Special Projects Manager
1.0
1.0
-
-
-
City Traffic Engineer
-
1.0
-
-
-
Executive Administrative Assistant
1.0
1.0
1.0
1.0
1.0
Pr Planning & Cmty Dev Analyst
-
-
1.0
1.0
1.0
Principal Transportation Engineer
1.0
-
-
-
-
Senior Administrative Analyst
1.0
1.0
-
-
-
Special Projects Engineer
1.0
1.0
-
Transportation Engineer
2.0
2.0
-
-
-
Transportation Management Coordinator
1.0
1.0
-
-
-
Transportation Management Specialist
.1.0
1.0
-
-
-
Division Summary
Permanent Employees 14.0 14.0
5.0
5.0
5.0
Temporary Staffing - -
-
-
-
Administration - 01265 Total 14.0 14.0
5.0
5.0
5.0
City Planning /Development Review - 01266
Planning Manager 1.0 1.0
1.0
1.0
1.0
Special Projects Manager - -
1.0
1.0
1.0
234
Division Summary
Permanent Employees 21.0 21.0 21.0 21.0 21.0
Temporary Staffing - - - - -
City Planning /Development Review - 01266 Total 21.0 21.0 21.0 21.0 21.0
Strategic and Transportation Planning - 01267
Deputy Director- Special Projects
2010 -11
2011 -12
2012 -13
1.0
1.0
Community and Strategic Planning Manager
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Assistant Planner
1.0
1.0
1.0
1.0
1.0
Associate Planner
8.0
8.0
8.0
8.0
8.0
City Planning Division Assistant
1.0
1.0
1.0
1.0
1.0
City Planning Staff Assistant
2.0
2.0
1.0
1.0
1.0
Principal Planner
2.0
2.0
2.0
2.0
2.0
Principal Urban Designer
1.0
1.0
1.0
1.0
1.0
Senior Planner
3.0
3.0
3.0
3.0
3.0
Staff Assistant III
2.0
2.0
2.0
2.0
2.0
Division Summary
Permanent Employees 21.0 21.0 21.0 21.0 21.0
Temporary Staffing - - - - -
City Planning /Development Review - 01266 Total 21.0 21.0 21.0 21.0 21.0
Strategic and Transportation Planning - 01267
Deputy Director- Special Projects
-
-
1.0
1.0
1.0
Community and Strategic Planning Manager
1.0
1.0
1.0
1.0
1.0
Administrative Analyst
1.0
1.0
1.0
1.0
1.0
Administrative Analyst - Transportation Mgmt
1.0
1.0
-
-
-
Associate Planner
1.0
1.0
1.0
1.0
1.0
Environmental Planner
1.0
1.0
1.0
1.0
1.0
Principal Planner
1.0
1.0
1.0
1.0
1.0
Principal Transportation Planner
1.0
1.0
1.0
1.0
1.0
Senior Planner
3.0
3.0
3.0
3.0
3.0
Senior Transportation Planner
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
2.0
2.0
1.5
1.0
1.0
Transportation Planning Assistant
-
-
1.0
1.0
1.0
Transportation Planning Associate
2.0
2.0
2.0
2.0
2.0
Transportation Planning Technician
1.0
1.0
-
Division Summary
Permanent Employees
16.0
16.0
15.5
15.0
15.0
Temporary Staffing
-
-
-
-
-
Strategic and Transportation Planning - 01267 Total
16.0
16.0
15.5
15.0
15.0
Building and Safety - 01321
Building Officer
1.0
1.0
1.0
1.0
1.0
Assistant Building Officer
1.0
1.0
1.0
1.0
1.0
Code Compliance Administrator
1.0
-
-
-
-
Lead Code Compliance Officer
2.0
-
Code Compliance Officer 1 /11
8.0
-
-
-
-
Building and Safety Supervisor
1.0
1.0
1.0
1.0
1.0
Inspection Supervisor
1.0
1.0
1.0
1.0
1.0
Plan Check Supervisor
1.0
1.0
1.0
1.0
1.0
Administrative Analyst
1.0
1.0
1.0
-
-
Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
Assistant Plan Check Engineer
-
1.0
1.0
1.0
1.0
Building and Safety Permit Specialist 1 /II
10.0
7.0
7.0
7.0
7.0
Building Project Engineer
-
1.0
1.0
1.0
1.0
235
Division Summary
Permanent Employees
Temporary Staffing
Building and Safety - 01321 Total
Code Compliance - 01322
Code Compliance Manager
Code Compliance Supervisor
Lead Code Compliance Officer
Code Compliance Officer 1 /11
Administrative Staff Assistant
Building and Safety Permit Specialist 1 /II
Business License Inspector
Staff Assistant II
Division Summary
Permanent Employees
Temporary Staffing
49.0 36.0 37.0 35.0 34.0
49.0 36.0 37.0 35.0
1.0
2010 -11
2011 -12
2012.13
-
-
1.0
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Combination Building Inspector 1 /II /III
12.0
12.0
12.0
10.0
10.0
Lead Building and Safety Permit Specialist
1.0
1.0
1.0
-
-
Lead Combination Building Inspector
1.0
1.0
1.0
1.0
1.0
Plans Examiner 1 /11 /Ill - Electrical
1.0
1.0
1.0
1.0
1.0
Plans Examiner 1 /II /Ill - Mechanical /Plumbing
1.0
1.0
1.0
1.0
1.0
Principal Plan Check Engineer
2.0
1.0
1.0
1.0
1.0
Revenue Operations Assistant II
-
-
1.0
1.0
1.0
Senior Admin Analyst
-
-
-
1.0
1.0
Senior Plan Check Engineer
3.0
3.0
3.0
3.0
3.0
Staff Assistant 11
-
-
-
1.0
-
Division Summary
Permanent Employees
Temporary Staffing
Building and Safety - 01321 Total
Code Compliance - 01322
Code Compliance Manager
Code Compliance Supervisor
Lead Code Compliance Officer
Code Compliance Officer 1 /11
Administrative Staff Assistant
Building and Safety Permit Specialist 1 /II
Business License Inspector
Staff Assistant II
Division Summary
Permanent Employees
Temporary Staffing
49.0 36.0 37.0 35.0 34.0
49.0 36.0 37.0 35.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
2.0
2.0
2.0
2.0
7.0
7.0
7.0
7.0
-
-
1.0
1.0
2.0
2.0
2.0
2.0
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
12.0 13.0 16.0 16.0
Code Compliance - 01322 Total 12.0 13.0 16.0 16.0
Transportation Engineering and Management - 01416
Transportation Demand Program Manager
Traffic Operations Supervisor
Traffic Signal Supervisor
City Traffic Engineer
Lead Traffic Signal Technician
Special Projects Engineer
Staff Assistant III
Traffic Signal Technician
Transportation Engineer
Transportation Management Coordinator
PAV
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
-
-
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
-
-
0.5
1.0
1.0
2.0
2.0
2.0
2.0
2.0
-
-
2.0
2.0
2.0
1.0
1.0
1.0
237
2010 -11
2011 -12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Transportation Management Specialist
1.0
1.0
1.0
Transportation Planning Technician
-
-
1.0
1.0
1.0
Division Summary
Permanent Employees
4.0
4.0
12.5
13.0
13.0
Temporary Staffing
-
-
-
-
-
Transportation Engineering and Management - 01416 Total
4.0
4.0
12.5
13.0
13.0
Department Summary
Permanent Employees
104.0
103.0
104.0
105.0
104.0
Temporary Staffing
-
-
-
-
-
PLANNING AND COMMUNITY DEVELOPMENT Total
104.0
103.0
104.0
105.0
104.0
POLICE
Administrative Services - 01304
Police Lieutenant
3.0
3.0
3.0
2.0
2.0
Police Sergeant
5.0
5.0
5.0
5.0
5.0
Police Officer
6.0
6.0
6.0
7.0
7.0
Police Services Management Supervisor
1.0
1.0
1.0
1.0
1.0
Police Chief
1.0
1.0
1.0
1.0
1.0
Deputy Police Chief
1.0
1.0
1.0
1.0
1.0
CLETS Supervisor
1.0
1.0
1.0
1.0
1.0
Jail Management Supervisor
1.0
1.0
1.0
1.0
1.0
Police Records Supervisor
3.0
3.0
3.0
3.0
3.0
Property /Evidence Supervisor
1.0
1.0
1.0
1.0
1.0
Assistant to the Chief of Police
1.0
1.0
1.0
-
-
Crime Prevention Coordinator
3.0
3.0
3.0
3.0
3.0
Fiscal Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Jail Services Attendant
2.0
2.0
2.0
2.0
2.0
Jailer
14.0
12.0
12.0
12.0
12.0
Lead Crime Prevention Coordinator
1.0
1.0
1.0
1.0
1.0
Lead Jailer
-
2.0
2.0
2.0
2.0
Police Personnel Services Technician
2.0
2.0
2.0
2.0
2.0
Police Property /Evidence Clerk
2.0
2.0
2.0
2.0
2.0
Police Records Technician
16.0
16.0
16.0
15.0
15.0
Senior Administrative Analyst
1.0
1.0
1.0
2.0
2.0
Staff Assistant III
4.0
4.0
4.0
4.0
4.0
Division Summary
Permanent Employees
70.0
70.0
70.0
69.0
69.0
Temporary Staffing
6.0
6.0
6.0
6.0
6.0
Administrative Services -01304 Total
76.0
76.0
76.0
75.0
75.0
Animal Control Unit - 01302
Police Sergeant
-
-
-
1.0
1.0
Animal Care and Control Administrator
1.0
-
1.0
1.0
1.0
Animal Control Officer
6.0
6.0
6.0
6.0
6.0
Senior Animal Control Officer
1.0
1.0
1.0
1.0
1.0
Animal Care and Control Supervisor
-
1.0
-
-
-
237
Operations Division - 01305
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Police Services Management Supervisor
Downtown Services Officer Supervisor
Communications Operator - Police
Community Service Officer
Community Service Officer I
Community Service Officer II
Court Services Coordinator
Downtown Services Officer
Horse Attendant
Lead Community Service Officer I
Lead Community Service Officer II
Lead Park Ranger
Park Ranger
Staff Assistant it
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
Operations Division - 01305 Total
Special Enforcement - 01306
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Airport Services Officer Supervisor
Lead Airport Services Officer
Airport Services Officer
Crossing Guard Supervisor
Lead Crossing Guard
Traffic Services Supervisor
Lead Traffic Services Officer
Traffic Services Officer
Parking Citation Review Officer
238
1.0
2010 -11
2011 -12
2012 -13
1.0
5.0
5.0
Revised
Revised
Revised
2013 -14
2014 -15
Department/Dlvlslon/Tltle
Budget
Budget
Budget
Budget
Budget
Animal Care Attendant
2.0
2.0
2.0
2.0
2.0
Staff Assistant II
1.5
1.5
1.5
1.0
1.0
Division Summary
20.0
20.0
18.0
18.0
-
Permanent Employees
11.5
11.5
11.5
12.0
12.0
Temporary Staffing
-
-
-
-
-
-
Animal Control Unit - 01302 Total 11.5
11.5
11.5
12.0
12.0
Operations Division - 01305
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Police Services Management Supervisor
Downtown Services Officer Supervisor
Communications Operator - Police
Community Service Officer
Community Service Officer I
Community Service Officer II
Court Services Coordinator
Downtown Services Officer
Horse Attendant
Lead Community Service Officer I
Lead Community Service Officer II
Lead Park Ranger
Park Ranger
Staff Assistant it
Staff Assistant III
Division Summary
Permanent Employees
Temporary Staffing
Operations Division - 01305 Total
Special Enforcement - 01306
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Airport Services Officer Supervisor
Lead Airport Services Officer
Airport Services Officer
Crossing Guard Supervisor
Lead Crossing Guard
Traffic Services Supervisor
Lead Traffic Services Officer
Traffic Services Officer
Parking Citation Review Officer
238
1.0
1.0
1.0
1.0
1.0
5.0
5.0
5.0
5.0
5.0
16.0
16.0
16.0
18.0
18.0
82.0
82.0
. 82.0
94.0
94.0
1.0
1.0
1.0
1.0
1.0
-
1.0
1.0
1.0
1.0
20.0
20.0
20.0
18.0
18.0
-
-
8.0
8.0
8.0
8.0
-
-
-
-
8.0
8.0
-
-
-
1.0
1.0
1.0
1.0
1.0
-
8.0
8.0
8.0
8.0
0.5
0.5
0.5
-
-
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
17.0
17.0
17.0
17.0
18.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
166.5 166.5 166.5 178.0 179.0
3.8 3.8 3.8 3.8 3.8
170.3 170.3 170.3 181.8 182.8
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
4.0
4.0
5.0
5.0
5.0
3.0
3.0
50.0
50.0
50.0
36.0
36.0
-
1.0
1.0
1.0
1.0
1.0
-
1.0
1.0
1.0
4.0
4.0
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
3.0
3.0
3.0
3.0
3.0
2.0
2.0
2.0
31.0
31.0
31.0
31.0
31.0
-
-
1.0
1.0
1.0
Criminal Investigations - 01307
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Forensic Section Supervisor
Crime Analyst I
Criminal Investigations Support Specialist
Forensic Specialist
Identification Technician
Lead Forensic Specialist
Staff Assistant II
Youth Services Counselor
Division Summary
Permanent Employees
Temporary Staffing
Criminal Investigations - 01307 Total
Harbor Unit - 30623
Pier and Harbor Services Officer
Division Summary
Permanent Employees
Temporary Staffing
Department Summary
Permanent Employees
Temporary Staffing
FIRE
Administration - 01312
1.0
.2010 -11
2011-12
2012 -13
1.0
2.0
2.0
Revised
Revised
Revised
2013.14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Staff Assistant II
1.0
-
-
-
-
Staff Assistant III
1.0
2.0
2.0
2.0
2.0
Division Summary
1.0
1.0
1.0
1.0
6.0
Permanent Employees
104.0
104.0
107.0
92.0
92.0
Temporary Staffing
19.0
19.0
19.0
19.0
19.0
1.0
Special Enforcement - 01306 Total 123.0
123.0
126.0
111.0
111.0
Criminal Investigations - 01307
Police Captain
Police Lieutenant
Police Sergeant
Police Officer
Forensic Section Supervisor
Crime Analyst I
Criminal Investigations Support Specialist
Forensic Specialist
Identification Technician
Lead Forensic Specialist
Staff Assistant II
Youth Services Counselor
Division Summary
Permanent Employees
Temporary Staffing
Criminal Investigations - 01307 Total
Harbor Unit - 30623
Pier and Harbor Services Officer
Division Summary
Permanent Employees
Temporary Staffing
Department Summary
Permanent Employees
Temporary Staffing
FIRE
Administration - 01312
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
5.0
5.0
5.0
4.0
4.0
29.0
29.0
29.0
30.0
30.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
6.0
6.0
6.0
6.0
6.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
51.0 51.0 51.0 51.0 51.0
2.6 2.6 2.6 2.6 2.6
53.6 53.6 53.6 53.6 53.6
6.0 7.0 7.0 7.0 7.0
6.0 7.0 7.0 7.0 7.0
3.7 2.3 2.3 2.3 2.3
Harbor Unit - 30623 Total 9.7 9.3 9.3 9.3 9.3
Battalion Chief (Division Chief)
Fire Chief .
Deputy Fire Chief
Fire Captain
Fire Captain (Paramedic Coordinator)
Fire Captain (Vehicle Maintenance Coordinator)
Communications Center Supervisor - Fire
Communications Operator- Fire
409.0 410.0 413.0 409.0 410.0
35.1 33.7 33.7 33.7 33.7
POLICE Total 444.1 443.7 446.7 442.7 443.7
239
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
-
1.0
1.0
-
-
-
1.0
-
-
-
1.0
1.0
1.0
-
1.0
1.0
1.0
-
8.0
8.0
8.0
2010 -11 2011 -12 2012 -13
Revised Revised Revised 2013 -14 2014.15
Department /Division /Title Budget Budget Budget Budget Budget
EMS Coordinator
Executive Administrative Assistant
Fire Safety Coordinator
Firefighter
Fiscal Staff Assistant II
Principal Administrative Analyst - Fire
Senior Administrative Analyst - Fire
Staff Assistant III
Division Summary
Permanent Employees 5.0 7.0 21.0 21.0 21.0
Temporary Staffing - - - - -
Administration - 01312 Total 5.0 7.0 21.0 21.0 21.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
-
-
1.0
1.0
1.0
Fire Suppression and Rescue - 01313
Battalion Chief
Fire Captain
Fire Engineer
Firefighter
Division Summary
3.0
3.0
3.0
3.0
3.0
21.0
21.0
21.0
21.0
21.0
21.0
21.0
21.0
21.0
21.0
48.0
48.0
48.0
48.0
48.0
Permanent Employees 93.0
Temporary Staffing -
Fire Suppression and Rescue - 01313 Total 93.0
Fire Prevention - 01314
Fire Marshal
Assistant Fire Marshal
Assistant Fire Marshal - Hazardous Materials
Business Assistant
Environmental Compliance Specialist
Environmental Programs Analyst - Hazardous Materials
Fire Code Enhancement Officer 1 /II
Fire Inspector
Senior Fire Inspector
Division Summary
93.0 93.0 93.0 93.0
93.0 93.0 93.0 93.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
3.0
3.0
3.0
3.0
2.0
2.0
2.0
2.0
2.0
3.0
2.0
2.0
2.0
2.0
Permanent Employees 11.0 13.0 13.0 13.0 13.0
Temporary Staffing - - - - -
Fire Prevention - 01314 Total 11.0 13.0 13.0 13.0 13.0
Training - 01315
Battalion Chief (Division Chief)
Fire Captain (Training)
Fire Safety Coordinator
Division Summary
Permanent Employees
Temporary Staffing
Training - 01315 Total
240
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
3.0
3.0
2.0
2.0
2.0
3.0
3.0
2.0
2.0
2.0
Department Summary
Permanent Employees
Temporary Staffing
127.0 129.0 129.0 129.0 129.0
FIRE Total 127.0 129.0 . 129.0 129.0 129.0
COMMUNITY AND CULTURAL SERVICES
Administration and Planning Services - 01501
Director of Community and Cultural Services
Assistant Director of Community and Cultural Services
Executive Administrative Assistant
Sr. Admin. Analyst - Parks and Community Facility Planning
Division Summary
Permanent Employees
Temporary Staffing
Administration and Planning Services - 01501
Human Services.- 01262
Human Services Manager
Human Services Administrator
Human Services Administrator -Youth and Family Prgm
Human Services Admstr- Neighborhood and Park Initve
Community Services Prog Spvsr - Youth /Fam Svcs
Community Svcs Program Spvsr - Volunteer Prgm
Principal Community Services Supervisor
Administrative Analyst
Administrative Analyst - Homeless Services
Administrative Staff Assistant
Community Services Program Coordinator
Community Services Program Specialist
Senior Administrative Analyst
Senior Administrative Analyst - ADA /Disability Services
Senior Administrative Analyst - Child and Family Rsrc
241
1.0
2010 -11
2011-12 2012 -13
1.0
Revised
Revised Revised 2013 -14 2014 -15
Department/Division/Title
Budget
Budget Budget Budget Budget
Support Services - 01316
1.0
1.0
Battalion Chief (Division Chief)
1.0
- -
Fire Captain (Paramedic Coordinator)
1.0
1.0 - - -
Fire Captain (Vehicle Maintenance Coordinator)
1.0
1.0 - - -
Communications Center Supervisor- Fire
1.0
1.0 - - -
Communications Operator- Fire
8.0
8.0 - - -
Emergency Services Coordinator
1.0
- - - -
EMS Coordinator
-
1.0 - - -
EMS Educator
1.0
- - - -
Staff Assistant III
1.0
1.0 - - -
Division Summary
0.5
0.5
Permanent Employees
15.0
13.0 - - -
Temporary Staffing
-
- - - -
Support Services - 01316 Total
15.0
13.0
Department Summary
Permanent Employees
Temporary Staffing
127.0 129.0 129.0 129.0 129.0
FIRE Total 127.0 129.0 . 129.0 129.0 129.0
COMMUNITY AND CULTURAL SERVICES
Administration and Planning Services - 01501
Director of Community and Cultural Services
Assistant Director of Community and Cultural Services
Executive Administrative Assistant
Sr. Admin. Analyst - Parks and Community Facility Planning
Division Summary
Permanent Employees
Temporary Staffing
Administration and Planning Services - 01501
Human Services.- 01262
Human Services Manager
Human Services Administrator
Human Services Administrator -Youth and Family Prgm
Human Services Admstr- Neighborhood and Park Initve
Community Services Prog Spvsr - Youth /Fam Svcs
Community Svcs Program Spvsr - Volunteer Prgm
Principal Community Services Supervisor
Administrative Analyst
Administrative Analyst - Homeless Services
Administrative Staff Assistant
Community Services Program Coordinator
Community Services Program Specialist
Senior Administrative Analyst
Senior Administrative Analyst - ADA /Disability Services
Senior Administrative Analyst - Child and Family Rsrc
241
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
2.0
2.0
2.0
2.0
6.0
5.0
5.0
5.0
5.0
6.0
5.0
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
5.0
5.0
5.0
5.0
5.0
0.5
0.5
0.5
0.5
0.5
2.0
2.0
2.0
2.0
2.0
3.0
3.0
3.0
3.0
3.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
12.3
12.3
12.3
12.3
12.3
17.4
17.4
15.6
15.6
15.6
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
Beach Administration - 11522
Division Summary
Permanent Employees
Temporary Staffing
2010 -11
2011-12
2012 -13
0.6
0.6
Beach Administration - 11522 Total
Revised
Revised
Revised
2013.14
2014 -15
Department /Division/Title
Budget
Budget
Budget
Budget
Budget
Senior Administrative Analyst - Homeless Services
2.0
2.0
2.0
2.0
2.0
Senior Administrative Analyst - Human Svcs /Fiscal
1.0
1.0
1.0
1.0
1.0
Senior Human Services Program Analyst
3.0
3.0
2.0
2.0
2.0
Staff Assistant III
5.8
5.8
5.8
5.8
5.8
Division Summary
-
-
-
1.0
1.0
Permanent Employees
62.0
62.0
59.2
59.2
59.2
Temporary Staffing
14.7
14.7
16.5
16.5
16.5
Human Services - 01262 Total
76.7
76.7
75.7
75.7
75.7
Beach Administration - 11522
Division Summary
Permanent Employees
Temporary Staffing
0.6
0.6
0.6
0.6
0.6
Beach Administration - 11522 Total
0.6
0.6
0.6
0.6
0.6
Beach House Operations - 11523
Beach House Venue Manager
-
-
-
1.0
1.0
Beach Recreation Supervisor
-
1.0
1.0
Administrative Analyst
-
-
1.0
1.0
Event Coordinator
-
-
-
1.0
1.0
Guest Services Coordinator
-
-
-
1.0
1.0
Sales and Marketing Coordinator
-
-
-
1.0
1.0
Division Summary
Permanent Employees
-
-
-
6.0
6.0
Temporary Staffing
-
-
-
8.3
8.3
Beach House Operations - 11523 Total
-
-
14.3
14.3
Beach House Operations - 24523
Beach House Venue Manager
1.0
1.0
1.0
-
-
Beach Recreation Supervisor
1.0
1.0
1.0
-
-
Administrative Analyst
1.0
1.0
1.0
-
-
Guest Services Coordinator
1.0
1.0
1.0
-
-
Sales and Marketing Coordinator
1.0
1.0
1.0
-
-
Division Summary
Permanent Employees
5.0
5.0
5.0
-
-
Temporary Staffing
6.5
6.5
6.5
-
-
Beach House Operations - 24523 Total
11.5
11.5
11.5
Community Recreation - 01544
Community Recreation Manager
1.0
1.0
1.0
1.0
1.0
Community Use Administrator
1.0
1.0
1.0
1.0
1.0
Aquatics Site Supervisor
3.5
3.5
3.5
3.5
3.5
Community Services Program Supervisor
3.0
3.0
3.0
3.0
3.0
Community Svcs Program Spvsr - Community Sports
1.0
1.0
1.0
1.0
1.0
Principal Community Services Supervisor
2.0
2.0
2.0
2.0
2.0
Principal Community Services Supervisor- Aquatics
1.0
1.0
1.0
1.0
1.0
Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
242
Public Landscape - 01555
Public Landscape Manager
2010 -11
2011 -12
2012 -13
Community Forest and Public Landscape Sprndnt
1.0
1.0
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
, Budget
Chief Pool Lifeguard
2.4
2.4
2.4
2.4
2.4
Community Services Program Coordinator
3.0
3.0
3.0
3.0
3.0
Community Services Program Specialist
3.4
3.4
3.4
3.4
3.4
Community Services Systems Coordinator
1.0
1.0
1.0
1.0
1.0
Guest Services Assistant
1.0
1.0
1.0
1.0
1.0
Senior Administrative Analyst
1.0
1.0
1.0
1.0
1.0
Senior Administrative Analyst - Community Use
1.0
1.0
1.0
1.0
1.0
Staff Assistant II
0.6
0.6
0.6
0.6
0.6
Staff Assistant III
4.0
4.0
5,0
4.0
4.0
Swim Instructor /Lifeguard
3.4
3.4
3.4
2.4
2.4
Division Summary
1.0 - -
Parks Maintenance Crew Leader
-
-
4.0 - -
Permanent Employees
34.3
34.3
35.3
33.3
33.3
Temporary Staffing
29.3
29.5
29.5
29.7
30.5
Community Recreation - 01544 Total
63.6
63.8
64.8
63.0
63.8
Public Landscape - 01555
Public Landscape Manager
1.0
1.0
1.0 - -
Community Forest and Public Landscape Sprndnt
1.0
1.0
1.0 - -
Public Landscape Superintendent
1.0
1.0
1.0 - -
Community Forest Supervisor
1.0
1.0
1.0 - -
Parks Maintenance Supervisor
-
-
5.0 - -
Parks Operations Supervisor
4.0
4.0
- - -
Promenade Maintenance Supervisor
1.0
1.0
1.0 - -
Pubiic Landscape Supervisor
1.0
1.0
- - -
Administrative Analyst
1.0
1.0
1.0 - -
Custodian 1
2.0
-
- - -
Equipment Operator
-
1.0
-
Equipment Operator 1
12.0
12.0
13.0 -
Field Attendant
0.8
1.0
1.0 -
Grounds Maintenance Worker
3.0
-
- - -
Groundskeeper
19.0
19.0
21.0 - -
Inigation Crew Leader
1.0
1.0
1.0 - -
Inigation Technician
3.0
3.0
3.0 - -
Maintenance Crew Leader
2.0
2.0
2.0 - -
Maintenance Worker
4.0
9.0
9.0 - -
Parks Equipment Technician
1.0
1.0
1.0 - -
Parks Maintenance Crew Leader
-
-
4.0 - -
Parks Operations Crew Leader
4.0
4.0
- - -
Senior Administrative Analyst - Open Space Mgmt
1.0
1.0
1.0 - -
Senior Tree Trimmer
1.0
1.0
- - -
Staff Assistant II
1.0
1.0
1.0 - -
Staff Assistant III
1.0
1.0
1.0 - -
Storekeeper 1
1.0
-
- - -
243
Beach Maintenance - 11558
Beach Maintenance Supervisor
Custodian II
Equipment Operator I
Equipment Operator II
Maintenance Worker
Division Summary
Permanent Employees 11.0 11.0 11.0 -
Temporary Staffing 11.5 11.5 11.5 -
Beach Maintenance - 11558 Total 22.5 22.5 22.5 -
2010 -11 2011 -12 2012 -13
Revised Revised Revised 2013.14 2014 -15
Budget Budget Budget Budget Budget
- - 1.0 -
4.0 3.0 2.0 -
71.8
71.0
72.0 -
9.0
9.0
3.0 -
Publlc Landscape - 01555 Total 80.8
80.0
75.0
1.0
1.0
1.0 - -
1.0
1.0
1.0 - -
1.0
1.0
1.0 - -
4.0
4.0
4.0 - -
4.0
4.0
4.0 - -
Cultural Affairs -01560
Cultural Affairs Manager
1.0
1.0
1.0
1.0
1.0
Cultural Affairs Administrator
1.0
1.0
1.0
1.0
1.0
Cultural Affairs Supervisor
2.0
2.0
3.0
3.0
3.0
Cultural Affairs Coordinator
0.5
0.5
0.5
0.5
0.5
Public Arts Coordinator
1.0
1.0
-
-
-
Sr Admin Analyst
-
-
-
1.0
1.0
Staff Assistant III
-
-
-
1.0
1.0
Division Summary
Permanent Employees
5.5
5.5
5.5
7.5
7.5
Temporary Staffing
0.1
0.1
0.1
0.7
0.7
Cultural Affairs -01560 Total
5.6
5.6
5.6
8.2
8.2
Civic Auditorium - 32621
Civic Auditorium Venue Manager
1.0
1.0
1.0
-
-
Civic Auditorium Business Administrator
1.0
1.0
1.0
-
Civic Auditorium Event Services Supervisor
1.0
-
-
Civic Auditorium Maintenance Supervisor
1.0
1.0
1.0
Civic Auditorium Facility Superintendent
1.0
1.0
1.0
Custodian 1
1.0
1.0
-
Event Attendant 1
8.0
8.0
8.0
Event Attendant 11
6.0
6.0
3.0
Event Attendant 111
2.0
2.0
2.0
Event Coordinator
1.0
1.0
1.0
Fiscal Staff Assistant 11
1.0
1.0
-
244
245
2010 -11
2011-12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Senior Administrative Analyst
1.0
1.0
1.0
-
Staff Assistant III
1.0
1.0
1.0
-
Division Summary
Permanent Employees
26.0
25.0
20.0
-
Temporary Staffing
8.4
5.3
-
-
Civic Auditorium - 32621 Total
34.4
30.3
20.0
-
Depaitment Summary
Permanent Employees
221.6
218.8
213.0
111.0
111.0
Temporary Staffing
80.1
77.2
67.7
55.7
56.5
COMMUNITY AND CULTURAL SERVICES Total
301.7
296.0
280.7
166.7
167.5
LIBRARY
Administration and Facilities - 01613
Director of Library Services /City Librarian
1.0
1.0
1.0
1.0
1.0
Assistant City Librarian
1.0
1.0
1.0
1.0
1.0
Lead Library Services Officer
1.0
1.0
-
-
-
Library Services Officer
4.0
4.0
4.0
4.0
4.0
Library Services Officer Supervisor
-
-
1.0
1.0
1 A
Administrative Analyst - Library Administrative Services
1.0
1.0
1.0
1.0
. 1.0
Administrative Analyst - Library Fiscal Services
1.0
1.0
1.0
1.0
1.0
Building Systems Technician
2.0
2.0
2.0
2.0
2.0
Library Assistant II
-
-
0.5
0.5
0.5
Staff Assistant 11
0.5
0.5
-
-
-
Staff Assistant 111
1.0
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
12.5
12.5
12.5
12.5
12.5
Temporary Staffing
4.8
4.8
4.8
5.4
5.4
Administration and Facilities - 01613 Total
17.3
17.3
17.3
17.9
17.9
Information Management -01614
Principal Librarian - Information Management
1.0
1.0
1.0
1.0
1.0
Circulation Supervisor
1.0
1.0
-
-
-
Librarian 1
2.0
2.0
2.0
2.0
2.0
Librarian 11
1.0
1.0
1.0
1.0
1.0
Librarian III - Information Management
1.0
1.0
1.0
1.0
1.0
Library Assistant
3.0
3.0
-
-
-
Library Assistant 11
-
-
3.5
3.5
3.5
Library Assistant III
-
-
2.0
2.0
2.0
Staff Assistant II
11.5
11.5
-
-
-
Division Summary
Permanent Employees
20.5
20.5
10.5
10.5
10.5
Temporary Staffing
19.7
19.7
19.7
20.2
20.2
Information Management - 01614 Total
40.2
40.2
30.2
30.7
30.7
245
Department Summary
Permanent Employees
Temporary Staffing
PUBLIC WORKS
Administrative Services - 01401
Director of Public Works
Assistant Director of Public Works
Executive Administrative Assistant
Permit Specialist
68.5 68.5 68.5 73.0 73.0
37.6 37.6 37.6 41.8 41.8
LIBRARY Total 106.1 106.1 106.1 114.8 114.8
246
1.0
2010 -11
2011 -12
2012 -13
1.0
1.0
1.0
Revised
Revised
Revised
2013 -14
2014 -15
Department/Division/Title
Budget
Budget
Budget
Budget
Budget
Reference Services - 01615
-
Principal Librarian - Reference Services
1.0
1.0
1.0
1.0
1.0
Circulation Supervisor
-
-
1.0
1.0
1.0
Librarian 1
6.0
6.0
6.0
6.0
6.0
Librarian II
2.0
2.0
2.0
2.0
2.0
Librarian III - Reference Services
1.0
1.0
1.0
1.0
1.0
Library Assistant II
-
-
9.5
9.5
9.5
Library Assistant III
-
-
1.0
1.0
1.0
Staff Assistant II
1.5
1.5
-
-
-
Division Summary
Permanent Employees
11.5
11.5
21.5
21.5
21.5
Temporary Staffing
5.3
5.3
5.3
5.3
5.3
Reference Services - 01615 Total
16.8
16.8
26.8
26.8
26.8
Public and Branch Services - 01616
Principal Librarian - Public Services
1.0
1.0
1.0
1.0
1.0
Librarian 1
9.0
7.0
7.0
8.5
8.5
Librarian 11
2.0
4.0
4.0
4.0
4.0
Librarian III
1.0
1.0
1.0
2.0
2.0
Librarian III - Branch Services
3.0
3.0
3.0
3.0
3.0
Librarian III - Youth Services
1.0
1.0
1.0
1.0
1.0
Library Assistant
1.0
1.0
-
-
-
Library Assistant II
-
-
6.0
8.0
8.0
Library Assistant III
-
-
1.0
1.0
1.0
Staff Assistant 11
6.0
6.0
-
-
-
Division Summary
Permanent Employees
24.0
24.0
24.0
28.5
28.5
Temporary Staffing
7.8
7.8
7.8
10.9
10.9
Public and Branch Services - 01616 Total
31.8
31.8
31.8
39.4
39.4
Department Summary
Permanent Employees
Temporary Staffing
PUBLIC WORKS
Administrative Services - 01401
Director of Public Works
Assistant Director of Public Works
Executive Administrative Assistant
Permit Specialist
68.5 68.5 68.5 73.0 73.0
37.6 37.6 37.6 41.8 41.8
LIBRARY Total 106.1 106.1 106.1 114.8 114.8
246
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
-
-
-
247
2010 -11
2011 -12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Principal Administrative Analyst
-
-
1.0
1.0
1.0
Senior Administrative Analyst - Public Works
1.0
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
6.0
6.0
5.0
5.0
5.0
Temporary Staffing
-
-
-
-
-
Administrative Services - 01401 Total
6.0
6.0
5.0
5.0
5.0
Civil Engineering - 01402
Associate Project Manager
1.0
1.0
1.0
1.0
1.0
CIP Project Manager
1.0
1.0
1.0
1.0
1.0
Engineering Support Services Supervisor
1.0
1.0
1.0
1.0
1.0
Supervising Civil Engineer
1.0
1.0
1.0
1.0
1.0
Administrative Analyst - Engineering
1.0
1.0
1.0
1.0
1.0
City Engineer
1.0
1.0
1.0
1.0
1.0
Civil Engineer
5.0
5.0
5.0
5.0
5.0
Civil Engineering Assistant
2.0
2.0
2.0
2.0
2.0
Civil Engineering Associate
3.0
3.0
3.0
3.0
3.0
Drafting Technician (Civil Engineering and Architecture Tech)
1.0
1.0
-
-
-
Engineering Project Specialist
1.0
1.0
1.0
1.0
1.0
Engineering Technician
-
-
2.0
2.0
2.0
Permit Specialist
-
-
1.0
1.0
1.0
Principal Civil Engineer`
3.0
3.0
3.0
3.0
3.0
Project Support Assistant
3.0
3.0
3.0
3.0
3.0
Public Works Inspector
1.0
1.0
-
-
-
Public Works Utility Inspector
1.0
1.0
1.0
1.0
1.0
Senior Public Works Inspector
3.0
3.0
3.0
3.0
3.0
Division Summary
Permanent Employees
29.0
29.0
30.0
30.0
30.0
Temporary Staffing
-
-
-
-
-
Civil Engineering - 01402 Total
24.0
29.0
30.0
30.0
30.0
Architecture Services - 01403
Architecture Services Manager
1.0
1.0
-
-
-
CIP Project Manager
1.0
1.0
2.0
2.0
2.0
Limited Term CIP Project Manager
1.0
1.0
-
-
-
Project Manager
1.0
1.0
1.0
1.0
1.0
Architect
3.0
2.0
2.0
2.0
2.0
Architectural Associate
3.0
3.0
2.0
2.0
2.0
City Architect
-
-
1.0
1.0
1.0
Civil Engineer
-
-
1.0
1.0
1.0
Project Support Assistant
2.0
3.0
3.0
3.0
3.0
Senior Administrative Analyst - Architecture
1.0
1.0
1.0
1.0
1.0
Senior Architect
-
1.0
1.0
1.0
1.0
247
[ZIF 3
2010-11
2011-12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Senior Drafting Technician
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
1.0
-
-
-
-
Division Summary
Permanent Employees
15.0
15.0
15.0
15.0
15.0
Temporary Staffing
-
-
-
-
-
Architecture Services -01403 Total
15.0
15.0
15.0
15.0
15.0
Street and Fleet Services - 01421
Street and Fleet Services Manager
-
-
1.0
1.0
1.0
Street Maintenance Superintendent
-
-
1.0
-
-
Street Maintenance Supervisor
-
-
1.0
-
-
Street Services Supv
-
-
-
2.0
2.0
Administrative Analyst
-
-
1.0
1.0
1.0
Asphalt Crew Leader
-
-
1.0
-
-
Concrete Crew Leader
-
-
1.0
1.0
1.0
Concrete Finisher
-
-
3.0
3.0
3.0
Construction Worker
-
-
1.0
-
-
Equipment Operator II
-
-
4.0
-
-
Lead Parking Meter Technician
-
-
1.0
1.0
1.0
Lead Traffic Painter
-
-
1.0
1.0
1.0
Maintenance Worker I - Asphalt
-
-
2.0
-
-
Maintenance Worker II - Asphalt
-
-
2.0
-
-
Parking Meter Technician
-
-
2.0
2.0
.2.0
Public Works Inspector
-
-
1.0
-
-
Senior Administrative Analyst
-
-
1.0
1.0
1.0
Staff Assistant II
-
-
1.0
1.0
1.0
Street Services Crew Leader
-
-
-
2.0
2.0
Street Services Worker I
-
-
-
5.0
5.0
Traffic Painter
-
-
6.0
6.0
6.0
Street Services Worker II
-
-
-
3.0
3.0
Division Summary
Permanent Employees
-
-
31.0
30.0
30.0
Temporary Staffing
-
-
-
0.9
0.9
Street and Fleet Services - 01421 Total
-
31.0
30.9
30.9
Street Maintenance -01421
Street Maintenance Superintendent
1.0
1.0
-
-
-
Street Maintenance Supervisor
1.0
1.0
-
-
-
Administrative Analyst
1.0
1.0
-
-
-
Asphalt Crew Leader
1.0
1.0
-
-
-
Concrete Crew Leader
1.0
1.0
-
-
-
Concrete Finisher
3.0
3.0
-
-
-
Construction Worker
1.0
1.0
-
-
-
Equipment Operator II
4.0
4.0
-
-
-
Maintenance Worker I - Asphalt
2.0
2.0
-
-
-
[ZIF 3
2010 -11 2011 -12 2012 -13
Revised Revised Revised 2013 -14 2014 -15
Department /Division /Title Budget Budget Budget Budget Budget
Maintenance Worker II - Asphalt 2.0 2.0 -
Staff Assistant II 1.0 1.0 -
Division Summary
Permanent Employees 18.0 18.0
Temporary Staffing - _
Street Maintenance - 01421 Total 18.0 18.0
Airport - 33431
Airport Services Manager
Airport Operations Administrator
Administrative Analyst
Airport Operations / Noise Specialist
Business Assistant
Staff Assistant II
Division Summary
Permanent Employees
Temporary Staffing
Resource Recovery and Recycling - 27441
- 1.0
1.0
1.0
- - 1.0
1.0
1.0
- - 1.0
1.0
1.0
- - 2.0
2.0
2.0
- - 2.0
2.0
2.0
- - 1.0
1.0
1.0
8.0 8.0 8.0
- 0.3 0.3
Airport - 33431 Total 8.0 8.3 8.3
Resource Recovery and Recycling Manager
Resource Recovery and Recycling Administrator
Resource Recovery and Recycling Collection Supt
Resource Recovery and Recycling Business Supv
Resource Recovery and Recycling Supervisor
Transfer Station Supervisor
Administrative Analyst
Business Assistant
Customer Service Assistant
Dispatcher
Equipment Operator I
Heavy Truck Driver
Lead Customer Service Assistant
Lead Resource Recovery and Recycling Billing Spc
Maintenance Worker
Motor Sweeper Operator
Principal Public Works Analyst
Recycling Coordinator
Resource Recovery and Recycling Billing Specialist
Resource Recovery and Recycling Crew Leader
Resource Recovery and Recycling Equipment Operator
Senior Transfer Station Assistant
Staff Assistant III
PZ1N
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
3.0
3.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
3.0
3.0
4.0
4.0
6.0
6.0
6.0
6.0
6.0
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
8.0
8.0
10.0
10.0
10.0
6.0
6.0
6.0
6.0
6.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
3.0
3.0
3.0
35.0
35.0
35.0
35.0
35.0
1.0
1.0
-
-
-
1.0
1.0
1.0
1.0
1.0
250
2010 -11 2011 -12
2012 -13
Revised Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget Budget
Budget
Budget
Budget
Transfer Station Assistant
2.0 2.0
-
-
-
Zero Waste Coordinator
- -
1.0
1.0
1.0
Division Summary
Permanent Employees
84.0 84.0
79.0
79.0
79.0
Temporary Staffing
0.2 0.2
0.2
7.7
7.7
Resource Recovery and Recycling - 27441 Total
84.2 84.2
79.2
86.7
86.7
Facilities Maintenance - 01452
Facilities Maintenance Contracts Administrator
- -
1.0
1.0
1.0
Facilities Maintenance Manager
- -
1.0
1.0
1.0
Custodial Services Administrator
- -
1.0
1.0
1.0
Facilities Services Administrator
- -
1.0
1.0
1.0
Custodial Supervisor
- -
6.0
6.0
6.0
Facilities Supervisor
- -
2.0
2.0
2.0
Administrative Analyst
- -
1.0
1.0
1.0
Administrative Staff Assistant
- -
1.0
-
-
Aquatics Maintenance Worker
- -
1.0
1.5
1.5
Carpenter
- -
3.0
3.0
3.0
Carpenter Crew Leader
- -
1.0
1.0
1.0
Custodian I
- -
32.0
31.0
31.0
Custodian II
- -
8.0
8.0
8.0
Electrical Crew Leader
- -
1.0
1.0
1.0
Electrician 11
- -
6.0
6.0
6.0
Graffiti Removal Technician
- -
3.0
3.0
3.0
HVAC Crew Leader
- -
1.0
1.0
1.0
HVAC Technician
- -
2.0
2.0
2.0
Painter
- -
2.0
2.0
2.0
Painter Crew Leader
- -
1.0
1.0
1.0
Plumber
- -
3.0
3.0
3.0
Plumber Crew Leader
- -
1.0
1.0
1.0
Senior Administrative Analyst
- -
1.0
1.0
1.0
Staff Assistant 11
- -
1.0
1.0
1.0
Staff Assistant III
- -
1.0
2.0
2.0
Trades Intern
- -
9.0
9.0
9.0
Division Summary
Permanent Employees
- -
91.0
90.5
90.5
Temporary Staffing
- -
7.3
9.7
9.7
Facilities Maintenance - 01452 Total
98.3
100.2
100.2
Pier Maintenance - 30455
Maintenance Supervisor
1.0 1.0
1.0
1.0
1.0
Carpenter
1.0 1.0
1.0
1.0
1.0
250
_
2010 -11
2011 -12
2012.13
1.0
1.0
Airport Maintenance Worker
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Custodian 1
2.0
2.0
2.0
2.0
2.0
Pier Maintenance Worker
2.0
2.0
2.0
2.0
2.0
Division Summary
4.0
4.0
4.0
4.0
4.0
Permanent Employees
6.0
6.0
6.0
6.0
6.0
Temporary Staffing
0.5
0.5
0.5
0.5
0.5
Fleet Maintenance Supervisor
Pier Maintenance - 30455 Total 6.5
6.5
6.5
6.5
6.5
Airport Maintenance - 33457
Airport Maintenance Crew Leader
1.0
1.0
1.0
1.0
1.0
Airport Maintenance Worker
3.0
3.0
3.0
3.0
3.0
Division Summary
Permanent Employees
4.0
4.0
4.0
4.0
4.0
Temporary Staffing
-
-
-
-
-
Airport Maintenance - 33457 Total
4.0
4.0
4.0
4.0
4.0
Fleet Management - 54459
Fleet Maintenance Superintendent
1.0
1.0
1.0
1.0
1.0
Fleet Maintenance Supervisor
1.0
1.0
1.0
1.0
1.0
Administrative Analyst
1.0
1.0
1.0
1.0
1.0
Mechanic 1 /11
18.0
18.0
18.0
18.0
18.0
Senior Mechanic
2.0
2.0
2.0
2.0
2.0
Staff Assistant II
1.0
1.0
1.0
1.0
1.0
Staff Assistant 111
1.0
1.0
1.0
1.0
1.0
Storekeeper 1
1.0
1.0
1.0
1.0
1.0
Storekeeper 11
1.0
1.0
1.0
1.0
1.0
Welder - Fabricator
1.0
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
28.0
28.0
28.0
28.0
28.0
Temporary Staffing
-
-
-
-
-
Fleet Management - 54459 Total
28.0
28.0
28.0
28.0
28.0
Maintenance Management - 01482
Maintenance Manager
1.0
1.0
-
-
-
Warehouse Operations Supervisor
1.0
1.0
-
Administrative Staff Assistant - Maintenance Mgmt
1.0
1.0
-
Building Services Engineer
1.0
-
-
-
-
Civil Engineer
1.0
1.0
-
-
-
Senior Administrative Analyst- Maintenance Mgmt
1.0
1.0
-
-
-
Storekeeper 1
2.0
2.0
-
-
-
Trades Intern
11.0
11.0
-
-
-
Division Summary
Permanent Employees
19.0
18.0
-
-
-
Temporary Staffing
-
-
-
-
-
Maintenance Management - 01482 Total
19.0
18.0
-
-
-
251
252
2010 -11
2011 -12 2012 -13
Revised
Revised Revised 2013 -14 2014 -15
Department/Division/Title
Budget
Budget Budget Budget Budget
Facilities Management - 01484
Facilities Maintenance Superintendent
1.0
1.0 - - -
Construction Project Supervisor
1.0
1.0 - - -
Contracts Administrator
-
1.0 - - -
Administrative Analyst - Maintenance Management
1.0
1.0 - - -
Carpenter
4.0
4.0 - - -
Carpenter Crew Leader
1.0
1.0 - - -
Electrical Crew Leader
1.0
1.0 - -
Electrician II
6.0
6.0 - - -
Graffiti Removal Technician
3.0
3.0 - - -
HVAC Crew Leader
-
1.0 - - -
HVAC Technician
2.0
2.0 - - -
Painter
2.0
2.0 - - -
Painter Crew Leader
1.0
1.0 - - -
Plumber
3.0
3.0 - - -
Plumber Crew Leader
1.0
1.0 - - -
Staff Assistant II
-
1.0 - - -
Division Summary
Permanent Employees
27.0
30.0 - - -
Temporary Staffing
1.0
1.0 - - -
Facilities Management - 01484 Total
28.0
31.0
Traffic Operations - 01486
Lead Parking Meter Technician
1.0
1.0 - - -
Lead Traffic Painter
1.0
1.0 - - -
Parking Meter Technician
2.0
2.0 - - -
Traffic Painter
6.0
6.0 - - -
Division Summary
Permanent Employees
10.0
10.0 - - -
Temporary Staffing
-
Trafflc Operations - 01486 Total
10.0
10.0
Custodian Services - 01488
Custodial Contracts Administrator
1.0
- - - -
Custodial Services Superintendent
1.0
1.0 - - -
Custodial Supervisor
6.0
6.0 - - -
Custodial Services Manager
1.0
1.0 - - -
Aquatics Maintenance Worker
1.0
1.0 - - -
Custodian 1
32.0
32.0 - - -
Custodian 11
8.0
8.0 - - -
Senior Administrative Analyst
1.0
1.0 - - -
Staff Assistant 111
1.0
1.0 - - -
Division Summary
Permanent Employees
52.0
51.0 - - -
Temporary Staffing
3.1
6.3 - - -
Custodian Services - 01488 Total
55.1
57.3 -
252
253
2010 -11
2011 -12 2012 -13
Revised
Revised Revised 2013 -14
2014 -15
Department /Division /Title
Budget
Budget Budget Budget
Budget
Beach House Maintenance - 11497
Aquatics Maintenance Worker
-
- - 1.5
1.5
Custodian I
-
- - 4.0
4.0
Custodian II
-
- - 2.0
2.0
Division Summary
Permanent Employees
-
- - 7.5
7.5
Temporary Staffing
-
- - 4.0
4.0
Beach House Maintenance - 11497 Total
- - 11.5
11.5
Beach House Maintenance - 24497
Aquatics Maintenance Worker
2.0
2.0 2.0 -
-
Custodian 1
4.0
4.0 4.0 -
-
Custodian 11
2.0
2.0 2.0 -
-
Division Summary
Permanent Employees
8.0
8.0 8.0 -
-
Temporary Staffing
4.0
4.0 4.0 -
-
Beach House Maintenance - 24497 Total
12.0
. 12.0 12.0
Public Landscape - 01498
Public Landscape Manager
-
- - 1.0
1.0
Community Forest and Public Landscape Sprndnt
-
- - 1.0
1.0
Public Landscape Superintendent
-
- - 1.0
1.0
Community Forest Supervisor
-
- - 1.0
1.0
Parks Maintenance Supervisor
-
- - 5.0
5.0
Promenade Maintenance Supervisor
-
- - 1.0
1.0
Administrative Analyst
-
- - 1.0
1.0
Equipment Operator I
-
- - 13.0
13.0
Field Attendant
-
- - 1.0
1.0
Groundskeeper
-
- - 21.0
21.0
Irrigation Crew Leader
-
- - 1.0
1.0
Irrigation Technician
-
- - 3.0
3.0
Maintenance Crew Leader
-
- - 2.0
2.0
Maintenance Worker
-
- - 9.0
9.0
Parks Equipment Technician
-
- - 1.0
1.0
Parks Maintenance Crew Leader
-
- - 4.0
4.0
Senior Administrative Analyst - Open Space Mgmt
-
- - 1.0
1.0
Staff Assistant 11
-
- - 1.0
1.0
Staff Assistant III
-
- - 1.0
1.0
Trades Intern (2yr limited term)
-
- - 1.0
1.0
Tree Trimmer
-
- - 2.0
2.0
Division Summary
Permanent Employees
-
- - 72.0
72.0
Temporary Staffing
-
- - 2.0
2.0
Public Landscape - 01498 Total
-
74.0
74.0
253
2010.11
2011 -12 2012 -13
1.0
Revised
Revised Revised 2013 -14
2014 -15
Depatiment/Division/Title Budget
Budget Budget Budget
Budget
Beach Maintenance - 11499
1.0
1.0
Beach Maintenance Supervisor -
- - 1.0
1.0
Custodian II -
- - 1.0
1.0
Equipment Operator I -
- - 1.0
1.0
Equipment Operator II -
- - 4.0
4.0
Maintenance Worker -
- - 4.0
4.0
Division Summary
1.0
1.0
Permanent Employees -
- - 11.0
11.0
Temporary Staffing -
- - 12.5
12.5
Beach Maintenance - 11499 Total
23.5
23.5
Cemetery - 37641
Cemetery Administrator
Administrative Analyst - Cemetery
Cemetery Business Assistant
Cemetery Crew Leader
Cemetery Maintenance Worker
Cemetery Services Representative
Equipment Operator I
Equipment Operator II
Funeral Services Technician
Irrigation Technician
Division Summary
Permanent Employees
Temporary Staffing
Wastewater - 31661
Wastewater Supervisor
Environmental Inspector
Industrial Waste Services Coordinator
Senior Environmental Inspector
Sewer Maintenance Worker I
Sewer Maintenance Worker II
Sr Water Resources Protect Spc
Staff Assistant III
Wastewater Crew Leader
Wastewater Treatment Plant Operator
Water Resource Protection Specialist
Water Resources Outreach Assistant
Water Resources Protect Pgm Cd
Division Summary
Permanent Employees 22.0 22.0 22.0 22.0 22.0
Temporary Staffing 0.2 0.2 0.2 0.2 0.2
Wastewater - 31661 Total 22.2 22.2 22.2 22.2 22.2
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
1.0
1.0
-
-
-
3.0
3.0
-
-
-
2.0
2.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
-
-
-
11.0 11.0 6.0 6.0 6.0
1.1 1.1 1.1 1.1 1.1
Cemetery - 37641 Total 12.1 12.1 7.1 7.1 7.1
1.0
1.0
1.0
1.0
1.0
2.0
2.0
-
-
-
1.0
1.0
-
1.0
1.0
-
-
-
8.0
8.0
8.0
8.0
8.0
4.0
4.0
4.0
4.0
4.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
-
-
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
254
2010 -11 2011 -12 2012 -13
Revised Revised Revised 2013 -14 2014 -15
Department/Dlvislon/Titie Budget Budget Budget Budget Budget
Water Resources - 25671
Utilities Manager
Water Resources Manager
Water Production and Treatment Administrator
Water /Wastewater Administrator
Water Production and Treatment Supervisor
Administrative Analyst
Administrative Analyst - Water Resources
Administrative Staff Assistant
Civil Engineer
Environmental Remediation Coordinator
Equipment Operator III
Field Inspector I
Field Inspector II
Groundskeeper
Lead Water Chemist
Pipe Fitter
Principal Public Works Analyst - Water Resources
Senior Administrative Analyst - Water Resources
Staff Assistant III
Underground Utilities Locator
Water Chemist
Water Construction Crew Leader
Water Crew Leader
Water Leader
Water Maintenance Worker
Water Production and Treatment Plant Operator
Water Resources Technician
Water Supervisor - Construction
Water Supervisor - Meters
Water System Equipment Operator
Division Summary
Permanent Employees
Temporary Staffing
Department Summary
Permanent Employees
Temporary Staffing
1.0
1.0
-
-
-
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
3.0
3.0
3.0
-
-
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
-
-
-
-
-
1.0
1.0
1.0
3.0
3.0
3.0
3.0
3.0
1.0
1.0
1.0
1.0
1.0
2.0
2.0
2.0
2.0
2.0
1.0
1.0
1.0
1.0
1.0
-
-
3.0
3.0
3.0
3.0
3.0
-
-
-
5.0
5.0
5.0
5.0
5.0
6.0
6.0
6.0
6.0
6.0
5.0
5.0
5.0
5.0
5.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
-
-
-
3.0
3.0
46.0 46.0 46.0 46.0 46.0
Water Resources - 25671 Total 46.0 46.0 46.0 46.0 46.0
385.0 386.0 379.0 460.0 460.0
10.1 13.3 13.3 38.9 38.9
PUBLIC WORKS Total 395.1 399.3 392.3 496.9 498.9
BIG BLUE BUS
Transit Executive - 41640
Director of Transit Services
1.0 1.0 1.0
1.0
1.0
Chief Administrative Officer
1.0 1.0 1.0
1.0
1.0
Chief Operations Officer
1.0 1.0 1.0
1.0
1.0
Administrative Services Officer
- - 1.0
1.0
1.0
255
Transit Finance and Grants - 41642
Transit Finance and Grants Manager
2010 -11
2011 -12
2012 -13
1.0
1.0
Transit Programs and Business Services Manager
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
. Budget
Budget
Transit Safety and Security Officer
1.0
-
1.0
1.0
1.0
Assistant to the Director of Transit Services
1.0
1.0
-
-
-
Executive Administrative Assistant
1.0
1.0
1.0
1.0
1.0
Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Division Summary
1.0
2.0
-
-
-
Permanent Employees
7.0
6.0
6.0
6.0
6.0
Temporary Staffing
-
-
-
-
-
Transit Executive - 41640 Total
7.0
6.0
6.0
6.0
6.0
Transit Finance and Grants - 41642
Transit Finance and Grants Manager
-
-
1.0
1.0
1.0
Transit Programs and Business Services Manager
1.0
1.0
-
-
-
Fiscal Staff Assistant II
2.0
2.0
2.0
2.0,
2.0
Fiscal Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Senior Administrative Analyst
2.0
2.0
2.0
2.0
2.0
Senior Administrative Analyst - Transit Grants
1.0
1.0
1.0
1.0
1.0
Senior Transit Programs Analyst
2.0
2.0
-
-
-
Staff Assistant II
1.0
2.0
-
-
-
Staff Assistant III
-
1.0
1.0
1.0
1.0
Transit Systems Technician
1.0
1.0
-
-
-
Division Summary
Permanent Employees
10.0
13.0
8.0
8.0
8.0
Temporary Staffing
0.1
0.1
0.1
-
-
Transit Finance and Grants - 41642 Total
10.1
13.1
8.1
8.0
8.0
Transit Government and Community Relations - 41643
Transit Govt and Community Relations Manager
-
-
1.0
1.0
1.0
Transit Customer Relations Administrator
1.0
1.0
-
-
-
Transit Community Relations Officer
-
-
1.0
1.0
1.0
Transit Government Relations Officer
-
-
1.0
1.0
1.0
Customer Services Supervisor
1.0
1.0
1.0
1.0
1.0
Administrative Analyst- Transit Marketing
1.0
1.0
-
-
-
Administrative Staff Assistant
1.0
1.0
1.0
1.0
1.0
Advertising Coordinator
1.0
1.0
-
-
-
Customer Services Assistant
6.0
5.3
5.3
5.3
5.3
Marketing and Public Information Coordinator
1.0
1.0
-
-
-
Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Transit Community Relations Coordinator
-
-
1.0
1.0
1.0
Transit Marketing Coordinator
-
-
1.0
1.0
1.0
Division Summary
Permanent Employees
13.0
12.3
13.3
13.3
13.3
Temporary Staffing
0.2
0.2
0.2
0.7
0.7
Transit Government and Community Relations - 41643 Total
13.2
12.5
13.5
14.0
14.0
Transit Maintenance - 41657
Transit Maintenance Manager
1.0
1.0
1.0
1.0
1.0
Transit Maintenance Officer
1.0
1.0
1.0
1.0
1.0
256
P"NA
2010 -11
2011 -12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Transit Facilities Maintenance Superintendent
1.0
1.0
-
-
-
Maintenance Supervisor
-
-
-
1.0
1.0
Motor Coach Services and Facilities Maint. Spvsr
1.0
1.0
-
-
-
Procurement Supervisor
1.0
1.0
1.0
1.0
1.0
Transit Facilities Maintenance Supervisor
-
-
1.0
1.0
1.0
Transit Mechanic Supervisor
5.0
5.0
5.0
5.0
5.0
Administrative Analyst
-
1.0
1.0
1.0
1.0
Custodian 1
1.0
1.0
1.0
1.0
1.0
Electronic Communications /Farebox Technician
1.0
1.0
1.0
1.0
1.0
Lead Motor Coach Cleaner
2.0
2.0
2.0
-
-
Motor Coach Cleaner
16.0
16.0
16.0
18.0
18.0
Staff Assistant III
1.0
1.0
1.0
1.0
1.0
Storekeeper II
2.0
2.0
2.0
2.0
2.0
Technical Staff Assistant
1.0
-
-
-
-
Transit Maintenance Training Coordinator
1.0
1.0
1.0
1.0
1.0
Transit Maintenance Worker
2.0
2.0
2.0
2.0
2.0
Transit Mechanic 1 /II
41.0
41.0
44.0
44.0
44.0
Warehouse Worker
2.0
3.0
3.0
3.0
3.0
Division Summary
Permanent Employees
80.0
81.0
83.0
84.0
84.0
Temporary Staffing
-
1.0
1.0
2.1
2.1
Transit Maintenance - 41657 Total
80.0
82.0
84.0
86.1
86.1
Transit Operations - 41658
Transit Operations Manager
-
-
1.0
1.0
1.0
Transit Services Manager
-
1.0
-
-
-
Transit Planning Administrator
-
-
1.0
1.0
1.0
Transit Services Officer
-
1.0
-
-
-
Transit Operations Superintendent
1.0
-
Transit Services Superintendent
1.0
-
-
-
-
Motor Coach Operator Supervisor
14.0
16.0
17.0
17.0
17.0
Admin Analyst - Transit Services
-
1.0
-
-
-
Motor Coach Operator
275.4
275.4
275.4
275.4
275.4
Motor Coach Operator Training Coordinator
5.0
3.0
3.0
3.0
3.0
Senior Admin Analyst - Transit Operations
-
-
1.0
1.0
1.0
Senior Transit Program Analyst
1.0
1.0
-
-
-
Staff Assistant Ill
3.0
3.0
3.0
3.0
3.0
Transit Operations Assistant
3.0
3.0
3.0
3.0
3.0
Transit Planner
-
-
1.0
1.0
1.0
Transit Scheduler
-
-
2.0
2.0
2.0
Division Summary
Permanent Employees
303.4
304.4
307.4
307.4
307.4
Temporary Staffing
-
-
-
12.0
12.0
Transit Operations - 41658 Total
303.4
304.4
307.4
319.4
319.4
Transit Safety and Training - 41670
Transit Safety and Training Manager
-
-
-
1.0
1.0
Transit Safety and Training Program Manager
1.0
-
-
P"NA
No
2010 -11
2011 -12
2012 -13
Revised
Revised
Revised
2013 -14
2014.15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Transit Safety and Security Officer
-
1.0
-
-
-
Staff Assistant II
-
-
2.0
2.0
2.0
Transit Safety and Security Coordinator
-
1.0
1.0
1.0
1.0
Division Summary
Permanent Employees
-
2.0
4.0
4.0
4.0
Temporary Staffing
-
-
-
-
-
Transit Safety and Training - 41670 Total
-
2.0
4.0
4.0
4.0
Department Summary
Permanent Employees
413.4
418.7
421.7
422.7
422.7
Temporary Staffing
0.3
1.3
1.3
14.8
14.8
BIG BLUE BUS Total
413.7
420.0
423.0
437.5
437.5
HOUSING AND ECONOMIC DEVELOPMENT
Administration and Redevelopment - 01263
Director of Housing and Economic Development
1.0
1.0
1.0
1.0
1.0
Administrative Services Ofcr- Financial Admstr
1.0
1.0
1.0
-
-
Administrative Svcs Ofcr- Equake Recovery Admstr
1.0
1.0
1.0
-
Administrative Analyst
1.0
1.0
1.0
-
-
Executive Administrative Assistant
1.0
1.0
1.0
1.0
1.0
Principal Administrative Analyst
-
-
-
1.0
1.0
Senior Development Analyst
2.0
2.0
2.0
-
-
Staff Assistant III
1.0
1.0
1.0
-
-
Division Summary
Permanent Employees
8.0
8.0
8.0
3.0
3.0
Temporary Staffing
0.1
0.1
0.1
0.1
0.1
Administration and Redevelopment - 01263 Total
8.1
8.1
8.1
3.1
3.1
Housing -01264
Housing Manager
1.0
1.0
1.0
1.0
1.0
Housing Authority Administrator
1.0
-
-
-
-
Housing Administrator - Production and Preservation
1.0
1.0
1.0
1.0
1.0
Successor Agency Administrator
-
-
-
1.0
1.0
Administrative Analyst
1.0
-
-
-
-
Administrative Analyst - Housing /Loan Portfolio Monitoring
1.0
1.0
1.0
1.0
1.0
Construction Specialist
1.0
1.0
1.0
1.0
-
Housing Applications Assistant
1.0
-
-
-
Housing Inspector
1.0
-
Housing Specialist
4.0
-
Senior Administrative Analyst - Financial Analyst
1.0
-
Senior Administrative Analyst - Housing Authority
1.0
-
-
-
-
Senior Development Analyst
3.0
3.0
3.0
1.0
1.0
Senior Housing Specialist
1.0
-
-
-
-
No
259
2010 -11
2011-12
2012 -13
Revised
Revised
Revised
2013 -14
2014 -15
Department /Division /Title
Budget
Budget
Budget
Budget
Budget
Staff Assistant II
1.0
-
-
-
Staff Assistant III
3.0
2.0
2.0
1.0
1.0
Division Summary
Permanent Employees
22.0
9.0
9.0
7.0
6.0
Temporary Staffing
0.9
0.9
-
-
-
Housing - 01264 Total
22.9
9.9
9.0
7.0
6.0
Economic Development - 01268
Economic Development Manager
1.0
1.0
1.0
1.0
1.0
Economic Development Administrator
-
1.0
1.0
1.0
1.0
Farmers' Market Supervisor
1.0
1.0
1.0
1.0
1.0
Business Assistant
-
1.0
1.0
-
-
Farmers' Market Coordinator 1
2.0
2.0
2.0
2.0
2.0
Farmers' Market Coordinator II
1.0
1.0
1.0
1.0
1.0
Senior Administrative Analyst
1.0
1.0
1.0
-
-
Senior Development Analyst
3.0
2.0
2.0
3.0
3.0
Staff Assistant 111
1.0
-
-
1.0
1.0
Division Summary
Permanent Employees
10.0
10.0
10.0
10.0
10.0
Temporary Staffing
0.4
0.4
0.6
0.6
0.6
Economic Development -01268 Total
10.4
10.4
10.6
10.6
10.6
Housing Services - 12269
Housing Authority Administrator
-
1.0
1.0
1.0
1.0
Administrative Analyst
-
1.0
1.0
1.0
1.0
Housing Applications Assistant
-
1.0
-
-
-
Housing Inspector
-
1.0
1.0
1.0
1.0
Housing Specialist
-
4.0
5.0
5.0
5.0
Senior Administrative Analyst - Financial Analyst
-
1.0
1.0
1.0
1.0
Senior Administrative Analyst - Housing Authority
-
1.0
1.0
1.0
1.0
Senior Housing Specialist
-
1.0
-
-
-
Staff Assistant II
-
1.0
1.0
1.0
1.0
Staff Assistant III
-
1.0
1.0
1.0
1.0
Technical Staff Assistant
-
1.0
1 A
1.0
Division Summary
Permanent Employees
13.0
13.0
13.0
13.0
Temporary Staffing
-
0.1
0.1
0.1
Housing Services - 12269 Total
13.0
13.1
13.1
13.1
Department Summary
Permanent Employees
40.0
40.0
40.0
33.0
32.0
Temporary Staffing
1.4
1.4
0.8
0.8
0.8
HOUSING AND ECONOMIC DEVELOPMENT Total
41.4
41.4
40.8
33.8
32.8
259
260
1 \%
L
" r�
FY 2013 -14 through FY 2017 -16 Capital Improvement Program
Last year the City of Santa Monica developed its first biennial Capital Improvement Program (CIP) Budget. On
June 12, 2012, Council approved and adopted funds for FY2012 -13 and approved funds for FY 2013 -14. As
part of this year's budget process, funds for the FY 2013 -14 CIP budget will be approved and appropriated.
FY 2014 -18 budget plan amounts are included solely as a planning tool and are not guaranteed to be funded.
All capital projects will be reevaluated as part of future biennial budget processes to ensure that the City's
highest priority projects are funded.
Changes made to the FY 2013 -14 CIP Proposed Budget as part of the CIP Exception Based Budgeting process
include:
• Allocations of funds to new projects that require immediate funding.
• Decreases in allocations for projects that no longer require funding, have been postponed, or have
revised scopes or estimates.
• Increases in allocations based on revised estimates.
Definition of Capital Projects
The Capital Improvement Program is a five -year financial plan for the acquisition, expansion or rehabilitation
of land, buildings and other major infrastructure. Projects included in the CIP budget are those with costs in
excess of $50,000 and a useful life of more than three years, and many projects involve public infrastructure
construction.
■ 06
CIP policies provide a consistent framework for identifying and financing projects.
General Policies
• The City will annually plan for capital improvements for a multi -year period of time. The Capital
Improvement Program will incorporate City Council priorities, long -range community objectives, and
projects which will improve efficiency of City operations.
• A current inventory of the City's physical assets, their condition, and remaining useful life will be
maintained.
• The City will maintain all assets at a sufficient level to protect the City's capital investment and to
minimize future maintenance and replacement costs.
Budget Process
The CIP budget process is a five -year planning cycle, updated biennially, and facilitated by a CIP Committee
comprised of the City's Department Heads and the Assistant City Manager. A five year CIP planning cycle is
evaluated within the context of available funding limits to ensure that limited resources fund priority projects
while maintaining the City's existing infrastructure. Ongoing evaluations of existing capital project budgets
identify unallocated amounts and projects not considered of highest priority may be postponed, terminated,
or reduced in scope to reallocate funds to high priority projects and projects able to use the funds
immediately. New capital project requests are submitted by application and each is evaluated by the CIP
Committee. The CIP Committee is tasked with recommending those projects for funding that best reflect the
M
current priorities of the City as a whole. Capital budget recommendations are presented to the City
Manager, City Council and the community for consideration.
Expenditure Trend
The citywide CIP Proposed Budget for FY 2013 -14 is $91.4 million. This represents a decrease of $27.4 million
compared to the FY 2012 -13 Adopted Budget of $118.8 million. This decrease is the result of a more cautious
commitment to capital spending due to the loss of Redevelopment Agency funds, the possibility of additional
Redevelopment Agency claw backs, and the increasing cost of total compensation. Of the total FY 2013 -14
Proposed CIP budget, the General Fund represents $22.2 million or 24 57o.
Special Revenue
Source
$2.9 / 3%
Internal Sery
$4.8/5%
$4
FY 2013 -14 Capital Improvement Program
Appropriations by Fund $91.4 Million
Resource Misc Grants
Recovery & $7.7 / 8%
Recycling
$3.0/3%
PS.%
ral Fund
2 / 24%
Clean Beaches
Parcel Tax
3.5/4%
ter /
.water
/ 19%
In FY 2011 -12, capital infrastructure projects formerly budgeted with Redevelopment funds were transferred to
the General Fund. For comparative purposes these amounts are not reflected in the chart below. The
significant increase in the FY 2012 -13 Revised Budget reflects the General Fund funding projects formerly
budgeted with Redevelopment funds. These projects include the construction of the Pico Branch Library,
funding for the Early Childhood Development Center (ECEC), and the design of Fire Station 1. The FY 2013 -14
Proposed Budget returns the General Fund to a normal funding level.
Impacts on Ongoing Operation
Projects that increase the number of facilities or expand the existing facilities can
impact ongoing operating costs for the City. The Pico Branch Library, Tongva
Park, Colorado Esplanade and EXPO Buffer are all such projects. Additional
ongoing annual operational costs will be approximately $1.8 million in FY 2013 -14
as the Pico Library and Tongva Park are completed, and $1.6 million in FY 2014 -15
as the EXPO Buffer and Colorado Esplanade projects are completed. These
amounts have been incorporated into departmental operating budgets. The
remaining capital projects funded in FY 2013 -14 do not add materially to the cost
of operations.
263
General
Fund
CIP x en itures
General Fund (in Millions)
$40
$35.2
$30
$25.5
$24.0
...:$23.1
$21.7
$22.2
$20
$17.4
$10
$0
07 -08 08 -09
09 -10
10-11 11 -12 12 -13
13 -14
Actuals Actuals
Actuals
Actuals Actuals Revised
Proposed
Budget
Budget
Impacts on Ongoing Operation
Projects that increase the number of facilities or expand the existing facilities can
impact ongoing operating costs for the City. The Pico Branch Library, Tongva
Park, Colorado Esplanade and EXPO Buffer are all such projects. Additional
ongoing annual operational costs will be approximately $1.8 million in FY 2013 -14
as the Pico Library and Tongva Park are completed, and $1.6 million in FY 2014 -15
as the EXPO Buffer and Colorado Esplanade projects are completed. These
amounts have been incorporated into departmental operating budgets. The
remaining capital projects funded in FY 2013 -14 do not add materially to the cost
of operations.
263
FY 2013 -14 Major Capital Improvement Program Initiatives
In FY 2012 -13, significant progress was made on major capital projects including the Pico Branch Library,
Parking Structure 6, Tongva Park, Ken Genser Square, and the Pier Renewal Project. The CIP Committee was
asked to consider a small number of new applications as part of the FY 2013 -14 CIP Exception Based Budget.
With no additional funding available, staff was encouraged to request funds only for those projects that
required immediate funding or that could be funded through return on investments (ROls) or special revenue
sources. As such, the CIP Committee recommended public safety projects, traffic signal safety
enhancements, emergency water distribution infrastructure, and water treatment technology testing as
highest priorities to receive funding. The citywide FY 2013 -14 CIP Proposed Budget is $91.4 million. The
$22.2 million General Fund budget is consistent with the FY 2013 -14 budget approved by Council last year as
part of the biennial CIP Budget process. No additional funds were allocated to the CIP program for the CIP
Exception Based Budgeting process.
Some significant capital initiatives scheduled to begin in FY 2013 -14 are described in further detail below.
These projects were all included in the FY 2012 -14 Biennial CIP Budget approved by Council last year and are
not a result of the CIP Exception Based Budgeting process. FY 2014 -18 budget plan amounts are included,
however funding and financing will be determined in a future budget process.
California Incline — Bridge Replacement
This project will reconstruct the California Incline roadway /structures with a new 750' long x 52' wide concrete
bridge adjacent to the Palisades Bluffs. This project is partially funded by federal funds through the Highway
Bridge Replacement and Rehabilitation program and the General Fund.
FY 2013 -14 Proposed Budget: $1.6 million
Total Project Budget: $15.7 million
Status: Design
Scheduled completion date: 2015
Pier Bridge Replacement
The Pier Bridge will be replaced with a new structure providing improved multimodal access to the historic
Santa Monica Pier and adjacent beach. The project includes environmental clearance phase, conceptual
design and public process, final design and construction phases. This project is partially funded by a federal
Highway Bridge Program grant and the General Fund.
FY 2013 -14 Proposed Budget: $1,025,000
Total Project Budget: $8.4 million
Status: Environmental Analysis / Concept Design
Scheduled completion date: 2016
POKI
Park Restroom Renovations
This project will allow for renovation of outdated, unsafe restroom buildings at Hotchkiss and Marine Parks and
construction of new facilities at Clover Park. 'Best practices" design model for safe use, good visibility and
ease of maintenance will be used. Hotchkiss and Marine Parks will be renovated in FY 2012 -14 and Clover
Park will be renovated in FY 2014 -16. $112,000 was budgeted in FY 2012 -13. This project is partially funded by
Community Development Block Grant (CDBG) funds and the General Fund.
FY 2013 -14 Proposed Budget: $936,250
Total Project Budget: $2,701,464 inclusive of design and construction
Status: Design of Marine and Hotchkiss Park restroom renovations is complete. Design of Clover Park
Restrooms shall commence in FY 2014 -15.
Scheduled completion date: Completion of Marine and Hotchkiss Park restrooms renovations is expected in
late spring 2014 with Clover Park completion anticipated for mid - summer 2017.
Beach Restroom Replacement
The City is required under a Consent Decree with State
Parks to bring the beach, restroom facilities into ADA
compliance. Seven restrooms have been
completed. This project funds design and construction
of the eighth restroom building at 2400 Ocean Front
Walk. $263,000 was budgeted in FY 2012 -13. This
project is funded in the Beach Fund.
FY 2013 -14 Proposed Budget: $1,017,000
Total Project Budget: $1,358,738 inclusive of design
and construction
Status: Design complete; Construction anticipated to
commence in October 2013
Scheduled completion date: May 2014
265
Marine Park Retrofit
Resulting from the watershed management synergies between
the City and its neighbors, this project will build a pipeline to
transport treated runoff from Penmar Park (pictured) in the City
of Los Angeles to Marine Park for irrigation purposes. This
project is funded by Measure V funds and Prop 84 grant funds.
FY 2013 -14 Proposed Budget: $1.86 million
Total project budget: $2 million
Status: Preliminary planning phase
Scheduled completion date: Fall 2015
Fire Station 1 Design and Construction
Fire Station 1 was built in 1954 and has surpassed the end of its expected useful life span as a Critical Facility.
A structural evaluation was completed in FY 2007 -08; the results indicate that due to costs associated with
seismic retrofit, co -ed facility upgrades, and building improvements to comply with the Americans with
Disabilities Act, it would be more prudent to construct a new station, opposed to remodeling the existing
structure. Funding for this project includes design and construction of a new 25,000 square foot Fire
Station 1. The project includes: design, sustainable construction elements; LEED certification,
construction, project development staff, and construction management. The City plans to issue bonds to
finance this project.
FY 2014 -18 Budget Plan: $32,493,000
Status: Pre - Design
Scheduled completion date: Spring 2016
Bus Replacement
The Big Blue Bus will purchase 38 Compressed Natural Gas
(CNG) 40 foot buses that will replace the remaining diesel
bus inventory and comply with the City's emissions
reduction programs and policies. This project is funded in
the Big Blue Bus Fund.
FY 2013 -14 Proposed Budget: $11.2 million
Status: Ongoing
Citywide Bikeshare
This project purchases and installs 25 bike stations with 250 bicycles citywide. Docking technology would
provide self- service vending through wireless communication to enable bikes to be returned to any station in
the system. This project is partially funded from grants from the Metro Call for Projects and Prop C Local
Return. Staff is in the process of securing a $500,000 grant from AQMD. $770,000 was budgeted in FY 2012 -13.
FY 2013 -14 Proposed Budget: $1,073,000
Total Project Budget: $2,764,000
Scheduled completion date: July 2015
266
Guide to Project Detail Section
This section provides detailed programmatic and financial information on each Capital Improvement
Program (CIP) project and includes the proposed budget for all CIP projects by fund. It lists the account
number, the project title, the proposed budgets for FY 2013 -14 and the budget plan for FY 2014 -18 for each
project.
Account Number
The account number begins with a letter and identifies the type of project:
• C - Capital and construction projects
• M - Maintenance projects
• IS - Internal Service projects
• H - Housing projects
• P - Planning projects
• R - Redevelopment Successor Agency projects
267
FY2013 -14 through FY2017 -18 Capita{ Improvement Program
GENERAL FUND (01)
C014079.589000
New Elevators for Downtown Parking Structures 2, 4, and 5
1,687,800
1,687,800
1,687,800
1,687,800
0
C017040.589000
Colorado Avenue Esplanade EXPO Green Streets
5,715,000
0
0
0
0
C010652.589000
California Incline- Bridge Replacement
1,600,000
0
0
0
0
C010678.589000
California Incline- Pedestrian Overcrossing
426,000
750,000
0
0
0
C010655.589000
Pier Bridge Replacement
75,000
750.000
0
0
0
C014080.589000
Pier Ocean Front Walk Parking Structure
0
0
0
0
18,960,000
0014032.589000
Pico Branch Library
175,000
0
0
0
0
C014032.589100
Pico Branch Library Start Up Collection / Supplies
43,933
0
0
0
0
C017085.589000
Traffic Signal Safety Enhancements
750,000
750,000
0
0
0
0010685.589000
Palisades Bluffs Stabilization at California Incline
300,000
0
0
0
0
C / P014083.589000
City Services Building
0
1,000,000
3,000,000
10,000,000
35,510,000
C / P014028.589000
City Yards Campus Improvement
0
0
3,500,000
10.000,000
0
C010747.589000
Park Restroom Renovation for Hotchkiss, Marine and Clover
236,250
119,064
1,442,850
0
0
C017060.589000
EXPO Maintenance Yard Buffer Park
0
2,430,188
0
0
0
C017061.589000
EXPO Light Rail- Implementation Services
125,000
200,000
0
0
0
C017076.589000
Lincoln Blvd Streetscape Master Plan and Construction
360,000
0
600,000
3.000,000
31000,000
C014063.589000
Fire Station 1 Design and Construction
0
10,000,000
22,493,000
0
0
C010529.589000
Fire Station 3 Structural Evaluation
0
900,000
0
0
0
C010170.589000
Fire Vehicle Replacement Program
825,000
985,000
3,740,000
60,000
100,000
C018015.589000
Police / Fire Dept Video Storage Maintenance
75,000
0
0
0
0
C018018.589000
Portable Radios and Mobile Radios Upgrade
213,000
0
0
0
0
0018019.589000
Mobile Data Computer Replacement
360,000
0
0
0
0
C013142.589000
interoperable Public Safety Communications Equipment
0
1,000,000
1,000,000
0
0
C017057.589000
Monitoring, Traffic Measuring and Implementation Services
200,000
250,000
100,000
100,000
100,000
C017043.589000
Advanced Traffic Management System (ATMS) - Phase 5
0
1,000,000
11000,000
0
0
0010407.589000
Traffic Signal LED Replacement and Countdown Installation
100.000
145,000
145,000
145,000
145,000
C010995.589000
Multi -Modal Travel & Parking System
265,583
0
0
0
0
C010874.589001
350 On- Street Parking Meters with Sensors
323,000
0
0
0
0
M017070.589000
Roadway Striping and Markings Maintenance
500,000
250,000
250.000
250,000
250,000
C010456.589000
Crosswalk Improvement and Repair Program - new locations /infrastructure
50,000
50,000
50,000
50,000
50,000
M010456.589000
Crosswalk Improvement and Repair Program - maintain existing
50,000
50,000
50,000
50.000
50,000
locations /infrastructure
M010152.589000
Annual Paving & Sidewalk Repair Project
950,060
11250,000
11000,000
1.850,000
11850,000
M017071.589000
Surface Parking Lot Paving Program
20,000
300,000
300,000
300,000
300,000
C010725.589000
Alley Renewal Program
0
250,000
250,000
250,000
250,000
C017005.589000
Real -Time Beach Parking Signs
67,000
0
0
0
0
C014073.589000
Bicycle Project Readiness and New Grant Match
0
0
500,000
0
0
268
through , t. 17-18 Gapital Improvement Program
GENERAL FUND (01) continued
H040235.589000
Citywide Housing Trust Fund
C040367.589000
Olympic Blvd mitigation fund projects
C047081.589000
0017042.589100
Safe Routes to School Samohi
40,000
0
0
0
0
C017022.589000
Borderline Neighborhood and Wilson Place Improvements Project
- 45,000
0
0
0
0
M014078.589000
Swim Pacifies Planned Maintenance Program
100,000
100,000
100,000
100,000
100,000
C010955.589000
Urban Forest Renewal
200,000
325,000
325,000
400,000
400,000
C010081.589000
Percent for Arts
87,802
0
0
0
0
M010085.589000
Facility Renewal Program
1,500,000
1,500,000
1,500,000
11500,000
1,500,000
C010162.589000
Tenant Improvements
0
3091000
200,000
200,000
200,000
C014017.589240
Training /Meeting Room, Civic Center Parking Structure
50,000
0
0
0
0
C010462.589000
Kronos Distributed Timekeeping
35,000
100,000
0
0
0
C010972.589000
CityTV Replacement Playback System for one channel
130,000
0
0
0
0
C010565.589000
City TV Video Production Facility Equipment Replacement
0
190,000
500,000
325,000
0
IS010167.589000
Fleet Vehicle Replacement Program
2,503,933
1,255,404
2,443,933
2,443,933
2,443,933
IS010167.589000
Fleet Vehicle Replacement Program - Fire Vehicles
313,400
210,368
213,795
217,603
224,132
IS010006.589000
Telecommunication Services
360,399
378,644
388,110
395,872
403,790
IS010003.589000
Computer Equipment Replacement Program
1,300,717
1,327,131
11000,000
1,000,000
11000,000
Total General Fund (01)
22,158,817
29,812,599
47,779,488
34,325,208
66,836,855
Available Funds
22,158,817
18,195,000
18,195,000
18,195,000
18,195,000
Unfunded Need (see Note 1)
0
(11,617,599)
(29,584,488)
(16,130,208)
(48,641,855)
Note 1> Unfunded need in the General Fund budget plan will be considered in future budget processes. Projects may be financed or deferred until funding is available.
SPECIAL REVENUE SOURCE (04)
H040235.589000
Citywide Housing Trust Fund
C040367.589000
Olympic Blvd mitigation fund projects
C047081.589000
Colorado Avenue Esplanade Expo Green Streets
C047081.589000
Colorado Avenue Esplanade Expo Green Streets
C047082.589000
Crosswalk - Arizona and 21st St
C047083.589000
Vehicle and Pedestrian Safety Study
C049042.589000
Pilot Treatment Technologies for Olympic Water Treatment Plant
CLEAN BEACHES & OCEAN PARCEL TAX - MEASURE V (06)
1,891,563
0
0
0
0
153,400
0
0
0
0
160,000
0
0
0
0
200,000
0
0
0
0
30,000
0
0
0
0
15,000
0
0
0
0
500,000
0
'0
0
0
2,949,963
0
0
0
0
C066024.589000
Regional Implementation Plan
2,221,000
221,000
221,000
221,000 0
C066017.589000
Permeable Surface Alleys
75,000
84,000
87,000
90,000 0
C066018.589000
Permeable Street Gutters
75,000
84,000
90,000
90,000 0
C066020.589000
Parkway Infiltration Systems _
170,000
185,000
190,000
190,000 0
C066022.589000
Marine Park Retrofit
847,000
0
0
0 0
269
CLEAN BEACHES & OCEAN PARCEL TAX -MEASURE V (06) continued
*196040.589000
Accessible Beach Walkway -South Beach Park Universally Accessible
0
Playground
*194085.589000
0060265.589000
Palisades Park Drainage /Erosion Control
130,000
750,000
0
0
0
0
0
3,518,000
1,324,000
588,000
591,000
0
BEACH RECREATION (11)
C 110840.589000
Beach Restroom Replacement
1,017,000
0
0
0
500,000
C 110649.589000
Beach Parking Lot Improvements
250,000
250,000
250,000
250,000
250,000
C 116037.589000
Beach Volleyball Courts and Lighting
70,000
0
0
0
0
C110758.589000
Refurbish Lifeguard Headquarters
100,000
100,000
135,000
0
0
C110081.589000
Percent for Arts
10,170
0
0
0
0
MI 14078.589000
Beach House Swim Facilities Planned Maintenance
75,000
75,000
75,000
75,000
75,000
ISl 10167.589000
Fleet Vehicle Replacement Program
158,045
158,045
158,045
158,045
158,045
IS110006.589000
Telecommunication Services
1,925
1,973
2,022
2,063
2,104
IS110003.539000
Computer Equipment Replacement Program
8,220
- 8,636
8,809
8,985
8,985
IS110167.589100
Fleet Vehicle Replacement Program - Beach House
4,435
4,435
4,435
4,435
4,435
IS 110006.589100
Telecommunication Services - Beach House
4,997
5,122
5,250
5,355
5,462
IS 110003.589100
Computer Equipment Replacement Program - Bech House
6,260
6,577
6,709
6,843
6,843
1,706,052
609,788
645,270
510,726
1,010,874
HOUSING AUTHORITY (12)
15120006.589000 Telecommunications Services
IS 120003.589000 Computer Equipment Replacement Program
TORCA FUND (14)
H 14037710.589000 Torco Affordable Housing
COMMUNITY DEVELOPMENT BLOCK GRANT - CDBG (19)
*196040.589000
Accessible Beach Walkway -South Beach Park Universally Accessible
0
Playground
*194085.589000
Energy Upgrades to Ken Edwards Center
C197084.589000
Alley Renewal Program
C196041.589000
Park Restrooms
MISCELLANEOUS GRANTS (20)
M207009.589020 Advanced Traffic Management System (ATMS) - Phase 4c - Prop C
C200777.589003 Bus Pads on Transit Routes - LR
4,151 4,255 4,361 4,449 4,538
8,220 8,636 81809 8,985 8,985
12,371 12,891 13,170 13,434 13,523
911,670 0 0 0 - 0
911,670 0 0 0 0
154,000 0 0 0 0
100,800
0
0
0
0
297,945
0
0
0
0
700,000
0
0
0
0
1,252,745
0
0
0
0
270
58,500 0 0 0 0
350,000 0 0 0 0
FY2013 -14 through FY2017 -18 Capital Improvement Program
MISCELLANEOUS GRANTS (20) confinued
H20034414.589000
HOME- Mobile Home Improvement Project
C207005.589000
Real -Time Beach Parking Signs
C200995.589000
Multi -Modal Travel & Parking System
C207030,589000
Traffic Signal Synchronization - Timing Plans
C208014.589000
No Net New Trips Toolkit- Prop C
C200AI 8.589590
Bike Parking and Amenities -Prop C
C204073.589100
Citywide Bikeshare - Metro
C204073.589200
Citywide Bikeshare - Prop C
C200222.589000
Bike Network Linkages to EXPO LRT- Prop C
C200222.589100
Bike Network Linkages to EXPO LRT- Metro
C207042.589000
Safe Routes to School Samohi - SR2S Grant
C207042.589100
Safe Routes to School Samohi - Prop C
C207042.589200
Bike and Pedestrian Training Pilot - SR2S Grant
C206038.589000
Bike Training for Middle School Students - CMAQ
C207073.589200
4th Court Bike Connection to EXPO LRT and Pier- Prop C
C206022.589000
Marine Park Retrofit
M200152.589770
Annual Paving & Sidewalk Repair - Prop C
C200655.589000
Palisades Bluff Stabilizaton at California Incline
C200655.589000
Pier Bridge Replacement
WATER (25)
472,429
0
0
0
0
488,000
0
0
0
0
664,150
0
0
0
0
50,000
100,000
0
0
0
50,000
27,455
0
0
0
60,000
75,000
150,000
150,000
100,000
923,000
0
0
0
0
150,000
0
0
0
0
461,387
880,157
0
0
0
692,081
1,320,234
0
0
0
731,000
0
0
0
0
40,000
0
0-
0
0
49,000
0
0
0
0
21,000
0 -
0
0
0
0
223,000
0
0
0
11013,000
0
0
0
0
450,000
600,000
600,000
600,000
600,000
0
1,200,000
0
0
0
950,000
6,250,000
0
0
0
7,673,547
10,675,846
750,000
750,000
700,000
M250193.589000
Water Main Replacement by City Forces
500,000
500,000
500,000
500,000
500,000
C250136.589000
Water Main Replacement by Contractor
2,941,000
3,191,250
3,192,290
1,618,000
2,000,000
C250784.589000
San Vicente Water Booster Station Standby Generator
3,850,000
0
0
0
0
C259015.589000
SCADA System Upgrades - Water
76,000.
0
0
0
0
C250388.589000
Automated Meter Reading for Water
1,000,000
1,000,000
1,000,000
1,000,000
1,000,000
C259040.589000
Valve Study and Valve Replacements /Additions for Water System
250,000
250,000
250,000
250,000
250,000
C259043.589000
Water Main Replacement by Contractor - Olympic Loop
100,000
11000,000
0
0
0
C259044.589000
Pilot Filtration Treatment Technologies for Arcadia Treatment Plant
400,000
0
0
0
0
C257040.589000
Colorado Avenue Esplanade Water Mains
175,000
0
0
0
0
C258020.589000
Wrap - around Software - Maintenance Management Applications
50,000
0
0
0
0
C254086.589000
Water Meter Shop Renovations
150,000
0
0
0
0
0250878.589400
Chamock Well Field Restoration Project
25,000
0
0
0
0
M250152.589000
Annual Paving & Sidewalk Repair Project
3001000
300,000
300,000
300,000
300,000
IS250167.589000
Fleet Vehicle Replacement Program
328,536
328,536
328,536
328,536
328,536
271
FY2013 -14 through FY2017 -18 Capital Improvement Program
WATER (25) continued
IS250006.589000
Telecommunication Services
41,757
42,801
43,871
44,748
45,643
IS250003.589000
Computer Equipment Replacement Program
47,380
49,779
50,775
51,790
51,790
10,234,673
6,662,366
5,665,472
4,093,074
4,475,969
RESOURCE RECOVERY
& RECYCLING (27)
C270227.589000
Refuse Container Replacement Program
717,600
770,550
812,500
849,100
887,500
C279036.589000
'Refuse and Recycling Enclosures
30,000
30,000
30,000
30,000
30,000
IS270167.589000
Fleet Vehicle Replacement Program
1,330,725
1,103,127
1,013,543
1,103,321
974,891
IS270167.589000
Vehicle Replacement - New Vehicles
907,000
380,000
380,000
380,000
380,000
15270006.589000
Telecommunication Services
7,256
7,437
7,623
7,775
7,931
IS270003.589000
Computer Equipment Replacement Program
34,230
35,963
36,682
37,416
37,416
3,026,811
2,327,077
2,280,348
2,407,612
2,317,738
PIER (30)
M304006.589000
Pier Infrastructure Improvements (Phase IV)
4,050,000
0
0
0
0
C304009.589000
Carousel Floor Replacement and Substructure Repair
63,000
0
0
- 0
0
M304007.589000
Gangway Addition to the Pier
0
1,380,000
0
0
0
IS300167,589000
Fleet Vehicle Replacement Program
28,712
28,712
28,712
28,712
28,712
IS300006589000
Telecommunication Services
10,168
10,422
10,683
10,896
11,114
IS300003.589000
Computer Equipment Replacement Program
8,600
91035
9,216
9,400
9,400
4,160,480
1,428,169
48,611
49,008
49,226
WASTEWATER (31)
C310628.589000
Wastewater Main Replacement by Contractor
500,000
500,000
500,000
500,000
500,000
C310947.589000
As 1600 Wastewater Main Replacement
500,000
500,000
500,000
500,000
500,000
M310347.589000
Hyperion Capital Payment
3,145,000
3,643,200
4,016,880
3,874,770
4,000,000
C310774.589000
Preparation of PDR and Construction of MAPS Improvements
750,000
0
0
0
0
C314022.589000
SCADA System Upgrades - Wastewater
228,300
0
0
0
0
C310388.589000
Automated Meter Reading for Wastewater
1,000,000
11000,000
11000,000
11000,000
11000,000
C314060.589000
2330 Michigan Avenue Improvements
36,000
36,000
36,000
36,000
0
C317040.589000
Colorado Avenue Esplanade Sewers /Manholes
175,000
0
0
0
0
C318020.589000
Wrap - around Software - Maintenance Management Applications
50,000
0
0
0
0
M310152.589000
Annual Paving & Sidewalk Repair Project
250,000
250,000
250,000
250,000
250,000
15310167.589000
Fleet Vehicle Replacement Program
174,378
174,378
174,378
174,378
174,378
IS310006.589000
Telecommunication Services
13,968
14,317
14,675
14,968
15,268
IS310003.589000
Computer Equipment Replacement Program
19,680
20,676
21,090
21,511
21,511
6,842,326
6,138,571
6,513,023
6,371,627
6,461,157
272
AIRPORT (33)
C410519.589000
M330638.589000
Airfield Pavement Rehabilitation
C334023.589000
Airfield Lighting
C336033.589000
Airport Buildings Rehabilitation
C336036.589000
Hangar Purchases
C336032.589000
Courtyard Offices Roof
C334081.589000
Airport Environmental Enhancements
0336034.589000
Airport Avenue Sidewalk Repairs
C336031.589000
Airport Avenue Gunite Slope Repairs
IS330167.589000
Fleet Vehicle Replacement Program
IS330006.589000
Telecommunication Services
IS330003.589000
Computer Equipment Replacement Program
CEMETERY (37)
C410519.589000
15370167.589000
Vehicle Replacement Program
IS370006589000
Telecommunications Services
IS370003.589000
Computer Equipment Replacement Program
BIG BLUE BUS - BBS (41)
C410519.589000
Bus Replacement Program
C410106.589000
Bus Components Replacement Program
C410709.589000
Shop Equipment
C410099.589000
Farebox System
0410114.589000
Bus Stop Amenities
C410113.589000
Technology Equipment
C410107.589000
Yard Improvements
C410826.589000
Facility Upgrade and Renovation
C410115.589000
Service Vehicles
C410458.589000
Downtown Transit Mall
C412076.589000
Transit Oriented Development (TOD)
C410956.589000
Prop 1 B Safety & Security
C410877.589000
Dial -A -Ride Vehicle Replacement
C410100.589000
Radio Tower Equipment
C417061.589000
Expo Light Rail
15410006.589000
Telecommunication Services
250,000
250,000
250,000
250,000
0
149,000
0
0
0
0
378,000
378,000
3,000,000
0
0
0
0
100,000
100,000
0
0
0
300,000
0
0
0
20,000
100,000
100,000
0
0
0
300,000
0
0
0
0
350,000
0
0
55,374
55,374
55,374
55,374
53,861
16,387
16,796
17,216
17,560
17,911
12,270
13,067
13,328
13,594
13,594
861,031
733,237
4,485,918
536,528
85,366
26,953
26,953
26,953.
26,953
26,953
3,093
3,171
3,250
3,315
3,382
8,880
8,930
91109
9,291
9,291
38,926
39,054
39,312
39,559
39,626
11,165,374
18,312,000
1,312,000
2,699,200
2,780,176
6,725,588
6,537,000
6,723,000
6,499,000
6,693370
260,000
365,000
370,000
375,000
380,000
0
230,000
240,000
- 250,000
200,000
10,000
110,000
110,000
110,000
110,000
1,294,036
478,413
740,125
340,130
350,334
0
85,000
90,000
95,000
95,000
0
922,000
1,170,000
673,000
693,190
400,000
25,000
30,000
30,000
50,000
60,000
10,000
10,000
10,000
10,000
0
430,000
430,000
100,000
100,000
267,091
267,091
0
0
0
25,000
50,000
50,000
0
0
80,000
80,000
80,000
80,000
80,000
550,000
0
0
0
0
51,250
52,531
53,844
54,921
56,020
20,888,339
27,954,035
11,408,969
11,316,251
11,598,690
273
GAS TAX (43)
M430152.589000 Annual Paving Project 350,000 0 0 0 0
350,000 0 0 0 0
PARKS AND RECREATION (53)
C536030.589000 Marine Park Playground Retaining Wall
C530266.589000 Palisades Park Play Area
VEHICLE REPLACEMENT (54)
C540167.589200
Annual Vehicle Replacement Program
C540167.589100
Annual Vehicle Replacement Program - New
IS540003.589000
Telecommunications Services
IS540006.589000
Computer Equipment Replacement Program
COMPUTER EQUIPMENT REPLACEMENT (55)
M55000613.589000 Telecommunication Services
C55000313.589000 Computer Equipment Replacement Program
SELF INSURANCE FUND (56)
C564084.589000 Earthquake Facility Exposure Assessment
WORKERS' COMPENSATION (59)
IS590167.589000 Fleet Vehicle Replacement Program
IS590006.589000 Telecommunications Services
15590003.589000 Computer Equipment Replacement Program
TOTAL ALL FUNDS
0 50,000 0 0 0
0 80,000 0 0 0
0 130,000 0 0 0
2,497,434
8,074,528
3,211,413
3,604,324
4,089,711
0
5,202
0
0
0
5,429
5,565
5,704
5,818
5,935
9,640
10,128
10,331
10,537
10,537
2,512,503
8,095,423
3,227,448
3,620,679
4,106,183
519,697 532,688 546,006 556,926 568,064
1,462,177 1,462,177 1,497,213 1,527,157 1,557,700
1,981,874 1,994,865 2,043,219 2,084,083 2,125,764
250,000 0 0 0 0
250,000 0 0 0 0
1,910
11910
11910
1,910
1,910
6,417
6,577
5,741
6,876
7,014
20,030
21,044
21,465
21,894
21,894
28,357
29,531
29,116
30,680
30,818
274
$ 91,358,485 $- 97,967,453 $ 85,517,364 $ 66,739,469 $ 99,851,789
� � it I,� �
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t
Purpose of the Budget
The City of Santa Monica annually adopts a budget for the upcoming fiscal year. Through this budget, City
Council establishes public policy by setting funding levels for departments and exercises control over City
spending. The budget further serves as a financial planning tool to ensure that the inflow of resources
(revenues) is adequate to meet both anticipated and unanticipated needs (expenditures).
Budget Process
The Charter of the City of Santa Monica, specifically Article XV— Fiscal Administration, provides the framework
for the preparation and adoption of an annual budget for each fiscal year. This includes:
• Fiscal Year definition — July 1 through June 30.
• Proposed budget preparation by the City Manager, in consultation with each department head.
• Proposed budget submission to City Council at least 35 days prior to the beginning of each fiscal year.
• Budget adoption by City Council on or before June 30 following a public hearing where stakeholders
are given an opportunity to comment on the proposed budget.
Budget modifications can occur at any City Council meeting through staff report proposals that receive five
affirmative votes from the members of the Council. The Citywide budget undergoes two major budget
reviews at mid -year and at year -end.
The mid -year budget review analyzes the budget status at the mid -point of the year and provides an
opportunity to adjust revenue projections and make expenditure appropriation changes.
The year -end budget review makes budget transfers and additional appropriations, as necessary, to ensure
that expenditures are within budget authority. The year -end review also provides an opportunity to report
accomplishments on community priorities and departmental objectives.
Community Involvement
Essential to the development of Santa Monica's annual budget is feedback from individuals and organizations
regarding issues or programs that they believe need to be addressed with additional resources. Input from
the community is received through various channels, including City Council meetings, the City website, the
Government Outreach system, through the various forums presented by City boards, commissions and
community groups, and at the annual community meeting series Santa Monica Talks in the Fall. Additional
opportunity for public comments occurs in June with the formal public hearing on the proposed budget.
275
276
do
November — December 2012 • Biennial budget community outreach
January 2013 • Five -year financial forecast
• FY 2012 -13 Mid -year budget review
• Public comment and discussion on community issues and resident
feedback for FY 2013 -15
February —April 2013
May 2013
June 2013
July 1, 2013
August — September 2013
January 2014
June 2014
• Allocate funding and develop Proposed Budget
• Proposed Budget presentation
• Public hearing and budget adoption
• Start of new Fiscal Year 2013 -14
• Close of Fiscal Year 2012 -13 & year -end audit
• Five -year financial forecast
• FY 2013 -14 mid -cycle budget review
• FY 2014 -15 budget review and budget adjustments
July 1, 2014 • Start of new Fiscal Year 2014 -15
August — September 2014 • Close of Fiscal Year 2013 -14 & year -end audit
November — December 2014 • Biennial budget community outreach
January 2015 • Five -year financial forecast
• FY 2014 -15 mid -cycle budget review
• Public comment and discussion on emerging themes for
FY 2015 -17
February —April 2015 • Allocate funding and develop Proposed Budget
May 2015 • Proposed Budget presentation
June 2015 • Public hearing and FY 2015 -17 budget adoption
July 1, 2015 • Start of new Fiscal Year 2015 -16
August — September 2015 • Close of Fiscal Year 2014 -15 & year -end audit
277
November - December
Community Outreach
278
January
Priority Setting&
Current Year Update
i
'. Department Objectives &
Allocation of Funds j
May
Proposed Budget Presentatiol
June
Public Hearing &
Budget Adoption!
Fiscal Policies
The City's fiscal policies assist in ensuring its long -term fiscal stability. These policies are intended to provide
direction so that the City's finances are managed in a manner that will continue to provide for the delivery
of quality services; maintain an enhanced service delivery; ensure a balanced budget; and establish re-
serves necessary to meet known and unknown future obligations.
In conjunction with the preparation of the City's budget, a series of fiscal policies are recommended. Policies
are an essential component of long -term forecasts and contingency plans. We believe they will help provide
critical analysis and sound review for budget development decisions.
Fiscal Policy Statements
General Policies
• The City will maintain sound financial practices in accordance with state law and direct its financial
resources towards meeting the City's long -term goals.
• The City will maintain and further develop programs to assure its long -term ability to pay the costs
necessary to provide the level and quality of service required by its citizens.
Operating Budget Policies
• The City will adopt a balanced budget annually by June 30.
• Current revenues will be sufficient to support current operating expenditures.
• The City will estimate revenues using an objective and analytical process; in the case of assumption
uncertainty, conservative projections will be used.
• The City will forecast its General Fund and other major fund expenditures and revenues for a five -year
period and will update the forecast semi - annually. The forecast will be taken into consideration when
preparing budget recommendations.
Revenue Policies
• The City will endeavor to maintain a diversified and stable revenue system to minimize the short-terra
fluctuations in any one revenue source.
• The City will avoid targeting revenues for specific purposes whenever possible, allowing maximum
flexibility in funding decisions on an annual basis.
• One -time revenues will be used for one -time expenditures only.
• User fees will be adjusted annually by CPI and reviewed at least once every five years to ensure that
fees recover the costs of providing services.
• The City will investigate potential new revenue sources, particularly those which will not add to the tax
burden of residents and local businesses.
• The City will work proactively with the League of California Cities and local communities to monitor
legislation that may impact the City financially.
Expenditure Policies
• The City will maintain a level of expenditures that support the essential services and promote
quality -of -life to its citizens.
• Each enterprise fund should reflect the true costs of operation, including direct and indirect charges
for services.
279
Debt Policy
• Capital projects may be funded on a pay -as- you -go basis or using debt proceeds. Capital budgeting
is limited by the availability of revenues and bond proceeds. The ability to meet debt service
requirements will act as a ceiling on capital programming. Because capital expenditures produce
long -term benefits, they can appropriately be funded by debt, which can lead to a more equitable
tax burden across generations of citizens and taxpayers. However, pay -as- you -go financing provides
flexibility when the economy or revenue growth slows. Therefore, the City's goal is to maintain a
balance between pay -as- you -go financing and debt financing for capital projects.
• When the City finances capital projects by issuing bonds, it will pay back the bonds within a period not
to exceed the expected useful life of the project.
• When possible, the City will identify a source of repayment for General Fund supported bonds and
monitor the source of repayment in the future to ensure it is sufficient to meet debt repayment
requirements.
• The City may choose to issue securities that pay a rate of interest that varies according to a
pre- determined formula or results from a periodic remarketing of the securities. Such issuance must be
consistent with applicable law and covenants of pre- existing bonds, as well as the City's
creditworthiness objectives. The City will budget for interest expense based on an evaluation of
current market rates with an allowance for potential increases in rates, and will monitor and adjust the
budget if needed.
Fund Policies
• The City will maintain at the end of each fiscal year a General Fund Operating Contingency at a level
that is equal to at least 15% of the following year's General Fund annual operating and capital
expenditure budget and subsidies to other funds as originally adopted by Council. Council approval
will be required before expending funds from the Operating Contingency.
• In addition to the General Fund Contingency, the City's goal is to maintain an Economic Uncertainty
balance operating with the level to be established as needed.
• The City will maintain a balance in the General Fund for earned vacation benefits of General Fund
employees. Compensated absences for all General Fund employees are recorded in the respective
funds.
• The City will maintain a capital /maintenance fund balance to be determined as part of the annual
budget adoption. The capital /maintenance balance is to be made available by Council
appropriation to meet unanticipated, unscheduled, and /or unprogrammed capital and maintenance
needs of City infrastructure and facilities. This balance is intended to be used for major capital repair
where facility failure, unexpected hazards, or destruction of City property has occurred and where
repair or replacement is not planned within the established capital, operations, or other replacement
funds.
Capital Improvement Policies
• The City will coordinate preparation of the Capital Improvement Budget with preparation of the
Operating Budget. Future operating costs associated with new capital improvements will be
projected and included in the Operating Budget forecasts.
• The City will identify estimated costs and potential funding sources for each proposed capital project
before it is submitted to Council for approval.
• The City administration will identify, for Council consideration, the least costly financing method for all
new projects.
11011
Accounting, Auditing & Financial Reporting Policies
• The City's accounting and financial reporting systems will be maintained in conformance with
generally accepted accounting principles and standards of the Government Accounting Standards
Board.
• A Comprehensive Annual Financial Report will be prepared and audited by a qualified independent
public accounting firm.
Fund Balance Classifications
The City's fund balance is made of the following components:
• Non - spendable fund balance typically includes inventories, prepaid items and other items, that by
definition cannot be appropriated.
• The restricted fund balance category includes amounts that can be used only for the specific
purposes stipulated by constitution, external resource providers, or through enabling legislations.
• The committed fund balance classification includes amounts that can be used only for the specific
purposes determined by a formal action of the City Council. The City Council has authority to
establish, modify, or rescind a fund balance commitment.
• Amounts in the assigned fund balance classification are intended to be used by the City for specific
purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or
designee has the authority to establish, modify or rescind a fund balance assignment.
• Unassigned fund balance is the residual classification for the City's funds and includes all spendable
amounts not contained in the other classifications.
The City considers restricted or unrestricted amounts to have been spent when an expenditure is incurred for
purposes for which both restricted and unrestricted fund balance is available.
The City's committed, assigned, or unassigned amounts are considered to have been spent when an
expenditure is incurred for purposes for which amounts in any of those unrestricted fund balance classification
could be used.
Investment Policies
• An investment policy will be submitted annually to the City Council for review and adoption.
• The City will invest public funds in a manner that will provide a market rate of return after ensuring
optimum safety and meeting the daily cash flow demands of the City.
W
282
.r
Basis of budgeting for the City's budget is consistent with the Comprehensive Annual Financial Report (CAFR)
with a few exceptions, primarily in non -cash adjustments.
Governmental funds, including general, special revenue, and capital project funds, are budgeted on a
modified accrual basis with a focus on near -term inflows and outflows of financial resources. Revenues are
recognized when they are measurable and available, while expenditures are recognized as soon as liabilities
are incurred, except for debt service, capital lease obligations, inventories, and prepaid items. Year -end
encumbrances are included in the fiscal year's expenditures (actual, budgetary basis), as they represent
financial resources committed for goods or services to be delivered in the near future (usually within one or
two months). However, many multi -year capital projects are budgeted on a full cost basis. Year -end
remaining capital budgets for active projects are continued to the next fiscal year until the completion of the
project.
Proprietary funds, including enterprise and internal service funds, are budgeted on an accrual basis similar to
private- sector businesses, with a focus on total economic resources. Revenues are recognized when they are
earned, while expenses are recognized when the liability is incurred. Year -end encumbrances are excluded
from the fiscal year's expenses, for the transactions have not yet occurred. However, non -cash items, such as
investment adjustments to market value, depreciation, amortization and bad debt expense are not
budgeted. Just as with the governmental funds, multi -year capital projects are often budgeted on a full cost
basis and the year -end active project budgets are continued to the next year until the completion of the
project.
Summary
General Fund
Special Revenue Funds
Capital Project Funds
Basis of Accounting Modified Accrual
Exceptions: • Multi -year capital project
budgets are generally
budgeted on a full cost basis
• Non -cash items, such as
investment adjustments to
market value, are not
budgeted
283
Enterprise and
Internal Service Funds
Accrual
• Multi -year capital project
budgets are generally
budgeted on a full cost basis
• Non -cash items, such as
investment adjustments to
market value, depreciation,
amortization, bad debt
expense, are not budgeted
Budgetary Control
According to the City Charter, the City Council is required to adopt an annual budget resolution on or before
June 30 of each fiscal year for the General Fund and each special revenue fund (except the Rent Control
Fund). The City Council also serves as the governing body for the Santa Monica Redevelopment Successor
Agency, the Housing Authority, and the Parking Authority, which adopt budgets for the Redevelopment
Successor Agency, the Housing Authority, and the Parking Authority Funds.
To adopt the budget requires a majority Council vote (4 of 7 Council members).
The City Council approves any revisions that increase the total budgeted expenditures or revenues of any
department and fund, and any changes to staffing levels, including budgeted permanent and as- needed
full -time equivalent positions. The City Manager is authorized by the City Council to allocate the budget to
more detailed levels of control for administrative purposes. This includes changes between major object or
program categories (i.e., Salaries & Wages, Supplies & Expenses including Capital Outlay, or Capital
Improvements) within a department.
Changes to the budget due to emergency work, additional project costs exceeding the budget authority, or
receipt of a grant, take place throughout the year through semi - monhly Council meetings. Citywide
comprehensive budget review takes place twice a year.
To change the budget after it is adopted requires a supermajority Council vote (5 of 7 Council members)
Indirect Cost Allocation for General Fund Services
Proprietary and special revenue fund programs, which are financed by service user fees or grant funding,
have been assessed administrative costs to reflect the true costs of doing business through the City's indirect
cost allocation plan. This plan provides a reimbursement to the General Fund for central services costs such
as custodial services, data processing, financial services, facilities maintenance, legal services, and
administrative time, which is directly applicable to enterprise and special revenue fund operations. The
FY 2013 -15 reimbursements are based on an allocation plan developed during FY 2012 -13, reflecting actual
support service costs for FY 2012 -13, increased by 2% in FY 2013 -14 and another 2.5% in FY 2014 -15.
284
Debt Financing
Debt financing is used for major capital projects that will benefit residents for many years to come. Use of
debt financing is limited by the City Charter, which provides that indebtedness of the City be limited to 10
percent of the total assessed valuation of taxable properties within the City, exclusive of any indebtedness
incurred for the purpose of constructing water supply, sewer, or storm drain systems. The City's adopted debt
policy calls for the use of debt financing only when the annual debt payments can be financed from current
revenue streams.
City of Santa Monica, California
Legal Debt Limit and Margin
June 30, 2012
Total Gross Assessed Value $ 25,943,196,739
Debt limit: 10% of total assessed value (1) 2,594,319,674
Amount of debt applicable to debt limit
Total bonded debt $ 98,955,000
Less:
Assets in debt service funds available
for payment bonds 7,150,832
Total amount of debt applicable to debt limit 91,804,168
Legal debt margin (2) $ 2,502,515,506
(1) Section 607 of the City Charter limits the bonded indebtedness of the City to 1011. of the total
assessed valuation of taxable properties within the City, exclusive of any indebtedness incurred
forthe purpose of constructing water supply, sewerorstorm drain systems
(2) As of June 30, 2012, the City's applicable outstanding debt was $2.5 billion under the legal debt
limit. However, issuance of additional debt is not based solely on the legal debt limit, but also on
the City's capacity to meet debt payment schedules with available rev enue.
Source: County of Los Angeles and City of Santa Monica Finance Department
285
City of Santa Monica, California
Summary of Long -Term Indebtedness
June 30, 2012
Management believes it is in compliance with all debt covenants.
* Due to the dissolution of Redevelopment on February 1, 2012, the Redevelopmet Successor Agency appears on the Financial
Statements as a private purpose trust fund, as opposed to a govemmental fund.
02
Final Maturity
Balance
Date of Issue
Original Issue
Date
Interest Rates
June 30, 2012
Bonds subject to Debt Limit:
Revenue bonds:
Parking Authority2002
May 1, 2002
10,480,000
July 1, 2016
3.50-4.50%
$ 4,985,000
Public Finance Authority 2009
Dec 16, 2009
9,155,000
July 1, 2021
2.00-5.00%
7,940,000
Public Finance Authority 2011 B
Nov 16, 2011
8,625,000
Dec 1, 2020
2.00-4.00%
8,100,000
ParkingAuthority2004
Nov 30, 2004
38,930,000
July 1, 2033
3.35 -5.00%
34,540,000
Public Finance Authority201 IA
Nov 16, 2011
32,065,000
July 1, 2031
4.00-5.00%
32,065,000
Subtotal - Revenue bonds, governmental
activities
87,630,000
General obligation bonds:
Main Library Improvements 2012
May 30, 2012
11,325,000
July 1, 2022
0.20-4.00%
11,325,000
Subtotal - General obligation bonds,
governmental activities
11,325,000
Subtotal - Bonds Subject to Debt
Limit:
98,955,000
Other Debt:
Loans:
State Department of Housing &
Dec 22, 1988
200,000
Dec 22, 2013
0.007.
200,000
Community Development Loans
Dec 29, 1989
200,000
Dec 29, 2019
0.0057
200,000
Subtotal - Loans, governmental activities
400,000
Tax allocation bonds:
Ocean Park Redevelopment 2002
May 1, 2002
19,315,000
July 1, 2018
3.75 -5.00%
10,115,000
Earthquake Recovery Project 2006
April 1, 2006
64,720,000
July 1, 2029
4.00 -5.50%
53,950,000
Earthquake Recovery Project 2011
June 7, 2011
41,050,000
July 1, 2042
5.00 - 5.88%
41,050,000
Subtotal -Tax allocation bonds, private
purpose trust
fund*
105,115,000
Revenue bonds:
Hyperion Project Revenue 2012
May 30, 2012
8,955,000
Jan 1, 2022
2.00 - 4.00%
8,955,000
Hyperion Project Revenue 2005
Oct 1, 2005
20,305,000
Jan 1, 2018
3.00-5.00%
11,295,000
Subtotal - Revenue bonds
20,250,000
Loans:
Wells Fargo Term Loan
Mar 11, 2011
60,000,000
Mar 11, 2018
70 %LIB0R Plus 1.50%
55,714,286
4th and Arizona
Nov 1, 2010
42,500,000
Jan 1, 2042
6.818%
41,068,020
Bank of America Term Loan
May 1, 2008
50,000,000
July 15, 2028
2.0367.
50,000,000
Subtotal - Loans, private purpose trust
fund*
146,782,306
State Water Res Control Bd loan
Jan 29, 1999
5,000,000
July 1, 2019
2.607.
263,305
Subtotal - Other Debts:
272,810,611
Total
$ 371,765,611
Management believes it is in compliance with all debt covenants.
* Due to the dissolution of Redevelopment on February 1, 2012, the Redevelopmet Successor Agency appears on the Financial
Statements as a private purpose trust fund, as opposed to a govemmental fund.
02
City of Santa Monica, California
Debt Service Schedule
FY2013 -14 FY2014 -15
Fund Bond Descriptions Principal Interest Total Principal Interest Total
General Library General Obligation Refunding 1,210,000 324,980 $ 1,534,980 $ 1,165,000 321,350 $ 1,486,350
Bonds Series 20R $ $ $
Total - Successory Agency Funds $ 15,196,730 $
Wastewater Hyperion Revenue Refunding Bonds 2012
2,670,930
$
General
Public Financing Authority Lease Revenue
1,064,950
825,000
Bonds Series 2011Parking Structure
1,785,000 $
Total - Wastewater Fund
$
1,220,000
General
P ublic Financing Autho rity, Lease Revenue
270,151 $
Loan
Bonds Series 2011 Public Saftey Facility
260,846.00
Total - Stornwater Fund
$
800,000
General
P ublic Financing Autho rity Lease Revenue
Bo nds Series 2009 P ublic Battey Facility
715,000
General
Public Financing Authority Lease Revenue
Series 2004 Civic Center P arking Structure
1,065,000
General
Parking A utho my Lease Revenue
Refundung Series 2002
995,000
Total - General fund $
6,005,000 $
Successor
Earthquake Redevelopment Tax
Agency
Allocation Bonds Series 2011
-
Successor-
Earthquake Redevelo pment Tax
Agency
Allocation Refunding Bonds Series 2006
2,225,000
Successor
Ocean Park Redevelopment Tax
Agency
Allocation Refunding Bonds Series 2002
1,370,000
Successor
Bank ofAmerca Term Loan 2008
Agency
3,030,302
Successor
Wells Fargo Bank Loan 2011
Agency
8,571,428
Successor
Promisory Notes Payable 201D
Agency
Total - Successory Agency Funds $ 15,196,730 $
Wastewater Hyperion Revenue Refunding Bonds 2012
2,670,930
$
Wastewater Hyperion Revenue Refunding Bonds 2005
264,950
1,064,950
825,000
$
1,785,000 $
Total - Wastewater Fund
$
1,785,000 $
Stormeater State Water Resources Control Board
$
270,151 $
Loan
3,300,000
260,846.00
Total - Stornwater Fund
$
270,151 $
1,450,930
2,670,930
1,265,000
1,402,130
264,950
1,064,950
825,000
236,450
252,200
967,200
735,000
230,750
1,485,454
138,116
2,550,454
1,133,116
1,105,000
1,040,000
1,446,582
94,584
3,916,630 $
9,921,630 $
6,135,000 $
3,731,846 $
$2,262,412
$2,262,412
-
2,222,692
4,447,692
2,320,000
376,380
1,746,380
1,435,000
953,818
3,984,120
3,030,302
823,884
9,395,312
8,571,428
3,300,000
3,300,000
260,846.00
9,939,186
$ 25,135,916
$ 15,617,576 $
266,550
334,412
$
$
266,550
2,119,412
$
- $
1,845,000 $
600,962
$
2,385,962
$
1,845,000 $
53,173
$
323,324
$
277,175 $
53,173
$
323,324
$
277,175 $
287
$2,261,412
2,133,692
309,250
891,265
572,813
3,039,154
9,207,586 $
266,550 $
270,887 $
537,437 $
46,149 $
46,149 $
2,667,130
1,061,450
965,750
2,551,582
1,134,584
9,866,846
$2,261,412
4,453,692
1,744,250
3,921,567
9,144,241
3,300,000
24,825,162
266,550
2,115,887
2,382,437
323,324
323,324
l
Revenue Bonds
The City issues revenue bonds where income derived from the acquired or constructed asset is pledged to
pay debt service.
Public Financing Authority - The Public Financing Authority issued two series of bonds, refunding series 2009
and refunding series 2011 to construct a public safety facility and related improvements and equipment, and
a new series in 201 ]to provide funds for construction of a public parking garage or other eligible public
improvements.
Wastewater -The City issued refunding series 2012 and 2005 bonds to fund a capital payment required under
an amalgamated wastewater agreement.
Parking Authority - The Parking Authority refunded bonds in 2002 which were originally issued to construct the
3rd Street Promenade. Additionally the Authority issued series 2004 bonds for construction of a parking
structure.
Tax Allocation Bonds
The City issues tax allocation bonds where specific property tax increment revenues are pledged to pay debt
service.
Ocean Park Project Area - The Redevelopment Agency issued refunding and new money bonds in 2002 to
purchase and develop property in the Ocean Park Project Area.
Earthquake Redevelopment Project Area - The Agency issued refunding bonds in 2006 to purchase and
develop property in the Earthquake Project Area and new money bonds in 2011 to develop property in the
Earthquake Project Area.
General Obligation Bonds
The City issues general obligation bonds where specific property tax revenues are pledged to pay debt
service.
Library Bonds- The City refunded bonds in 2012 which were originally issued to construct a new main library.
Loans and Notes
The Agency converted a $50 million line of credit agreement into a term loan, to be repaid with tax
increment, to develop low and moderate income housing, and entered into a $60 million term loan, to be
repaid with tax increment, to develop property in the Earthquake Project Area.
The City entered into $42.5 million of Promissory Notes with a group of investors for the acquisition of property.
::
Bond Ratings
The City has issued various bonds,
primarily to support construction of
City capital projects. To the right is a
summary of the ratings on the City's
debt.
The City's long term financial strength
is reflected in these ratings. In
June 2012, one of the agencies rating
Santa Monica's bonds, Moody's,
downgraded all California
Redevelopment Tax Allocation Bonds
to Bal, which included RDA Bond
Series 2011 and 2006 In
Description
S &P Rating
Fitch
Moody's
General Obligation Bonds
AAA
AAA
AAA
Lease Revenue Bonds
Public Safety Facility
AA+
AA+
Aa2
Civic Center Parking
AA+
AA+
Aa2
Parking Authority
AA+
AA+
Aa2
Redevelopment Tax Allocation Bonds
Earthquake Project Area
AA
AA-
Ba2
Ocean Park Project Area
A+
A
Ba2
Wastewater Enterprise Revenue Bonds
AAA
AAA
December 2012, Moody's downgraded Santo Monica's lease revenue bonds from Aal to Aa2 to reflect the
perception of a weaker security pledge for lease- backed obligations as opposed to the security of a
general obligation pledge.
GANN Appropriations Limit
The GANN Limit was approved on November 6, 1979, by California voters. Under the GANN Limit, a
maximum amount is established for tax - funded government services. That amount is to be adjusted each
year depending on changes in state population, inflation and the transfer of financial responsibility for
various government activities from one level of government to another. Any significant amount of state tax
revenue received above that GANN Limit is to lead to future tax rebates or tax cuts.
City of Santa Monica, California
GANN Appropriations Limit
Calculation for FY 2013 -14
FY 2012 -13 GANN Appropriations Limit $ 1,187,650,733
Adjustment Factors
Allowable FY 2012 -13 Adjustment
Non Residential Assessed Valuation change 1.2865
City Population Change X 1.0086 = X 1.2976
FY 2013.14 GANN Appropriations Limit $ 1,541,052,717
POVA
Will
r'.
Santa Monica Youth: A Substantial Investment
The City of Santa Monica makes a FY 2013 -14 Youth Budget by Program Type
substantial investment in our youth, from (in millions)
cradle to career. In FY 2013 -14,
4
$1.3
approximately $40.5 million will be spent
on programs that support the health and $1.7 39
4%
® SMMUSD Partnership
wellbeing of children from birth to age 24,
13.9,73E
with an additional $750,000 set aside as
® Employment & Skills
®'.
Development
financial assistance for program
5 -t4
Yearn
participants from low income households.
e
a Culture & Recreation
Programs are provided directly by the City
22,590
° ®
SMMUSPstUQOnts.
° ental Health, safety &
and through innovative partnerships with
1141 4c ,
Support Services
the Santa Monica - Malibu Unified School
Early Childhood
District and nonprofit organizations. This
Development
investment is funded by the City's General
Policy, Administration &
Fund ($36.8 million), program - generated
Information
user fees ($2.5 million), and other sources
y',$d /tyxms
like local grants, public /private partner-
ships, and Development Agreements ($1.2 million). We make this investment
each year because supporting
the healthy development of our youth benefits the entire community. By equipping young people with the
tools needed to thrive, we are shaping future generations of engaged
citizens that will contribute to
Santa Monica's economic vitality and strengthen our sense of community.
Youth Wellbeing A Common Agenda
We know Santa Monica to be a relatively safe community full of opportunity. However, through Santa
Monica's first Youth Wellbeing Report Card (2012/2013), we found some surprising areas of concern. For
example, two thirds of young children are not adequately prepared for Kindergarten and a third of teens
report s m toms of de ression
Demographics: About our youth
4
I onde, -
t1 "g,
,696
� 9,fi96
.
13.9,73E
Santa Mani" populatla0
ry undo tea ago or 45
1'2 I
!.$ %rl
5 -t4
Yearn
19022
908
240 ,n5dartea qse or is
22,590
SMMUSPstUQOnts.
[ is -29
Owl, 11,500
1141 4c ,
Santa Monica youth in
public schools
9,s0$
20.24
y',$d /tyxms
1
4,965
Y P P
We take the wellbeing of our youth seriously. Our
Cradle to Career Initiative is a collective impact
approach to creating a community where every child
has opportunity to thrive. The City, School District,
Santa Monica College, and nonprofit partners have
been working together to identify action steps that
address key areas of concern among our youth,
including early childhood development, emotional
health and social connections, and college and
career readiness.
Moving forward, the financial investment we make in
our youth will be directly aligned with the goals
identified through the Cradle to Career Initiative, paving the way for greater transparency and accountability
on our progress. For more information on the Youth Wellbeing Report Card, the Cradle to Career Initiative,
and a detailed breakdown of youth budget expenditures, please visit www.santamonicayouth.net.
291
KY
i "!2}
Accounts Payable
A short-term liability account reflecting amounts owed to private persons or organizations for goods and
services received by a government.
Accounts Receivable
An asset account reflecting amounts due from private persons or organizations for goods and services
furnished by a government (but not including amounts due from other funds or other governments).
Accrual Basis of Accounting
A method of accounting that recognizes the financial effect of transactions, events, and interfund activities
when they occur, regardless of the timing of related cash flows.
Adopted Budget
The City Council approved annual budget establishing the legal authority for the expenditure of funds as set
forth in the adopting Council budget resolution.
Amortization
The process of decreasing or allocating a lump sum amount over a period of time, particularly for loans and
other forms of finance, including related interest and, other finance charges.
Appropriation
Legal authorization, as required by the City Charter, granted to the City Manager by the City Council to
expend monies, and /or to incur legal obligations for specific departmental purposes. An appropriation is
usually limited in amount, as well as to the time when it may be expended.
Assembly Bill 32 (AB32)
On September 27, 2006, Governor Schwarzenegger signed AB 32, the Global Warming Solutions Act. The Act
caps California's greenhouse gas (GHG) emissions at 1990 levels by 2020. This legislation represents the first
enforceable state -wide program in the U.S. to cap all GHG emissions from major industries that includes
penalties for non - compliance. It requires the State Air Resources Board to establish a program for statewide
greenhouse .gas emissions reporting and to monitor and enforce compliance with this program. The Act
authorizes the state board to adopt market -based compliance mechanisms including cap- and - trade, and
allows a one -year extension of the targets under extraordinary circumstances.
Assessed Valuation
A dollar value placed upon real estate or other property by Los Angeles County as a basis for levying property
taxes.
Assets
Property owned by a government, which has monetary value.
Audit
Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to
determine if the City's financial statements fairly present the City's financial position and results of operations in
conformity with generally accepted accounting principles.
vi%]
l
Authorized Positions
Regular positions authorized in the budget to be employed during the fiscal year
Basis of Accounting
The timing of recognition, that is, when the effects of transactions or events are recognized for financial
reporting or budgeting purposes. The three basis of accounting for governmental agencies are: (1) cash basis
(when cash is received or paid), (2) accrual basis (when the underlying transaction or event takes place), and
(3) modified accrual basis (revenues are recognized in the accounting period in which they become
available and measurable and expenditures are recognized in the accounting period in which the fund
liability occurred).
Balance Sheet
A statement purporting to present the financial position of an entity by disclosing the value of its assets,
liabilities, and equities as of a specific date.
Balanced Budget
When the total of revenues and other financing sources is equal to or greater than the total of expenditures
and other financing uses, the budget is balanced.
Beginning Fund Balance
Fund balance available in a fund from the end of the prior year for use in the following year.
Bond
A city may raise capital by issuing a written promise to pay a specified sum of money, called the face value or
principal amount, at a specified date or dates in the future, together with periodic interest at a special rate.
Bond Rating
An evaluation of a bond issuer's credit quality and perceived ability to pay the principal and interest on time
and in full. Two agencies regularly review city bonds and generate bond ratings: Moody's Investors Service
and Standard and Poor's Ratings Group.
Budget
A plan of financial and program operation listing an estimate of proposed appropriations or expenses and the
proposed means of financing them, for a particular time period. The budget is proposed or preliminary until it
has been adopted by the City Council.
Budget Calendar
The schedule of key dates or milestones which a government follows in preparation and adoption of a
budget.
Budget Adoption
Formal action by the City Council, which sets the spending path for the year.
Budgetary Control
The control or management of a government or enterprise in accordance with an approved budget for the
purpose of keeping expenditures within the limitations of available appropriations and revenues.
294
�,.
ill
CaIPERS
State of California Public Employee's Retirement System.
Capital Asset
A tangible, fixed asset that is long -term in nature, of significant value, and obtained or controlled as a result of
past transactions, events or circumstances. Fixed assets include land, buildings, equipment, improvements to
buildings, and infrastructure (i.e., streets, highways, bridges, and other immovable assets). A capital asset is
defined as an asset with a useful life extending beyond a single accounting period.
Capital Budget
A financial plan of proposed capital improvement projects and the means of financing them for a given
period of time.
Capital Outlay
A budget category which budgets all equipment having a unit cost of more than $1,000 and an estimated
useful life of more than one year. Capital Outlay items are budgeted in the operating budget.
Capital Improvement Program (CIP)
Improvements that cost over $50,000 and have a useful life of 3 years or more, or involve public works
construction. The City may own completed projects, or the City may maintain a legal interest in the
completed project. Examples of projects owned by the City include a new park, street resurfacing,
modifications to buildings, and construction of water mains. An example of a project in which the City
maintains a legal interest is a privately owned housing project with an outstanding promissory note to the City.
Cash Basis of Accounting
A basis of accounting under which transactions are recognized only when cash is received or disbursed.
Certificates of Participation (COPs)
This financing technique provides long -term financing through a lease, installment sale agreement or loan
agreement. Certificates of Participation (COPS) allow the public to purchase (in $5,000 increments)
participation in a stream of lease payments, installment payments or loan payments relating to the acquisition
or construction of specific equipment, land or facilities. An example would be COPS sold by the City to
finance various Third Street Promenade - related improvements.
City Charter
Legal authority approved in 1946 by the voters of Santa Monica under the State of California Constitution
establishing the current "Council - Manager' form of government organization.
City Manager's Message
A general discussion of the proposed budget as presented in writing by the City Manager to the City Council.
The message contains an explanation of the principal budget items and summarizes the proposed budget
relative to the current year adopted budget.
CNG
Compressed natural gas, which can reduce emitted toxic soot, is an alternative fuel for vehicles.
295
Community Priorities
Strategic work objectives that require collaborative action by several City departments and partnerships with
other elements of the community.
Comprehensive Annual Financial Report (CAFR)
The official annual report of the City's financial condition at the conclusion of the fiscal year. The report is
prepared to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and
presentation of the financial data in conformity with the Adopted Budget.
Consumer Price Index (CPI)
A statistical description of price levels provided by the U.S Department of labor. The change in this index from
year to year is used to measure the cost of living and economic inflation.
Contingency
A budgetary reserve set aside for emergency or unanticipated expenditures, revenue shortfalls, and /or
unknown expenditures.
Certified Unified Program Agency (CUPA)
Senate Bill 1082, passed in 1993, created the Unified Hazardous Waste and Hazardous Materials Management
Regulatory Program (Unified Program), which requires the administrative consolidation of six hazardous
materials and waste programs under one agency, a Certified Unified Program Agency (CUPA).
Department
An operational and budgetary unit designated by the City Council to define and organize City operations, or
a group of related operations within a functional area.
Debt
An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of
governments include bonds, time warrants, and notes.
Debt Financing
Issuance of bonds and other debt instruments to finance municipal improvements and services.
Debt Service
Debt service refers to the interest and principal payments on bond issues and Certificate of Participation, and
includes the issuance costs related to bond funding.
Deficit
The excess of an entity's liabilities over its assets, or the excess of expenditures or expenses over revenue during
a single accounting period.
Depreciation
(1) Expiration in the service life of capital outlay assets attributable to wear and tear, deterioration, action of
the physical elements, inadequacy or obsolescence. (2) The portion of the cost of a capital asset that is
charged as an expense during a particular period.
296
Division
An organizational unit consisting of programs) or activity(ies) within a department which furthers the
objectives of the City Council by providing services or a product.
Encumbrances
Financial commitments related to unperformed contracts for goods or services for which part of an
appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise
terminated.
Enterprise Fund
A type of fund established to account for the total costs of those governmental facilities and services which
are operated in a manner similar to private enterprises. These funds are entirely or predominately
self - supporting.
Environmental Impact Report (EIR)
An analysis of the environmental implications related to a specific action. For example the increase in traffic
in an area proposed for new development.
Expenditure
The payment made for cost of services rendered, materials, equipment, and capital improvements.
Expense
Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other
charges.
Expense Category
Two expense object categories: Salaries and Wages; and Supplies and Expenses.
Fee
The payment for direct receipt of a public service by the party who benefits from the service.
Fiduciary Fund
A fund type to report assets held in a trustee or agency capacity for others and which therefore cannot be
used to support the government's own programs. The fiduciary fund category includes pension, trust funds,
investment trust funds, private - purpose trust funds, and agency funds.
Fiscal Year
A twelve -month accounting period of time to which the budget applies; for Santa Monica, it is July 1 through
June 30.
Fringe Benefits
Benefits including employee retirement, social security, health, dental, vision, life insurance, workers'
compensation, uniforms, and deferred compensation plans.
FTE
Full Time Equivalent Employee (FTE) Hours per year = 1.0 Full -Time Equivalent position.
297
Fund
An independent fiscal and accounting entity used to record all financial transactions related to the specific
purpose for which the fund was created. There are three major types of fund: Governmental (general,
special revenue, debt service, capital projects, and permanent), Proprietary (enterprise and internal service),
and Fiduciary (trust and agency).
Fund Balance
The amount of financial resources immediately available for use. Generally, this represents the excess of
unrestricted current assets over current liabilities.
GANN Appropriation Limit
Article XIIIB of the State constitution was amended by Proposition 4 (Gann initiative) in 1979. Article XIIIB limits
growth in the spending of tax proceeds to tax proceeds appropriated in the "base year' of 1978 -79 times the
product of the allowable annual percentage change in a cost -of- living factor and the allowable annual
percentage change in a population change factor. The cost -of- living factor is the larger of the annual
percentage change in the State per capita personal income or the annual percentage change in the local
non - residential assessed valuation due to new construction. The population change factor is the larger of the
annual percentage change of the jurisdiction's population or the annual percentage population change of
the county in which the jurisdiction is located.
General Fund
The primary fund of the City used to account for all revenues and expenditures of the City not legally
restricted as to use. Examples of departments financed by the General Fund include City Council, Police and
Fire Departments.
General Obligation Bond
A type of bond that is backed by the full faith, credit, and taxing power of the City.
Generally Accepted Accounting Principles (GAAP)
Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and
content of the financial statements of an entity. GAAP encompass the conventions, rules, and procedures
necessary to define accepted accounting practice at a particular time. They include not only broad
guidelines of general application, but also detailed practices and procedures. GAAP provide a standard by
which to measure financial presentations. The primary authoritative body on the application of GAAP to state
and local governments is the GASB.
Goal
Goals are general statements of desired results and serve as points of reference to guide actions, decisions,
and resource allocation.
Governmental Accounting
The composite activity of analyzing, recording, summarizing, reporting, and interpreting the financial
transactions of governments.
Governmental Accounting Standards Board (GASB)
The authoritative accounting and financial reporting standard - setting body for government entities.
Q111
Governmental Fund
A fund type to account for tax - supported activities. There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
Grant
Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a
specific purpose, activity or facility. An example is the Community Development Block Grant given by the
Federal government.
Indirect Cost Allocation Plan
The City uses an indirect cost allocation plan to ensure that enterprises and certain special revenue supported
operations pay for themselves and are not subsidized by City taxpayers. General fund supported central
services costs such as payroll, accounting, data processing, personnel, city management and facilities
maintenance are allocated to those funds benefiting from these services based on statistical data reflecting
use of these support services.
Infrastructure
Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers,
public buildings, parks and airports.
Interfund Transactions
These budgetary transactions consist of quasi - external transactions which would be treated as revenues and
expenditures if they involved organizations external to the governmental unit, reimbursements of expenditures
initially made in one fund which are attributable to another fund, and operating transfers where monies are
appropriated from one fund to another fund to reimburse expenses which are of benefit to the first fund.
Internal Service Fund
Funds used to account for the financing of goods or services provided by one department or agency to other
departments or agencies of a government, on a cost - reimbursement basis.
LEED
The Leadership in Energy and Environmental Design (LEED) Green Building Rating System@ is a voluntary,
consensus -based national standard for developing high - performance and sustainable buildings.
LNG
Liquefied natural gas, which is natural gas cooled to roughly -260° F at normal air pressure, is an
environmentally friendly fuel to reduce emitted toxic soot.
Legal Debt Limit
Per section 6.07 of the City Charter, bonded indebtedness of the City may not exceed 10% of the total
assessed valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water
supply or sewers or storm drains.
Liability
Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or
refunded at some future date. Note: This term does not include encumbrances.
299
Line Item Detail
A budget that lists detailed expenditure categories (permanent salaries, utilities, travel, training, etc.)
separately, along with the amount budgeted for each specified category.
Long -Term Debt
Debt with a maturity of more than one year after the date of issue.
Measure R
Measure R increases the sales tax rate by half a percent point in Los Angeles County for 30 years to provide
funding for new transportation projects and programs and accelerate the ones already in the works. Aimed
to bring traffic relief and transportation upgrades throughout the County, the ballot measure was approved
by voters in November 2006 and went into effect July 1, 2009.
Measure V
The Clean Beaches and Ocean Parcel Tax was approved by Santa Monica voters in November 2006. The tax
raises revenue to be used solely for the purpose of implementing the City's Watershed Management Plan for
the health, safety, and general welfare of the residents.
Measure Y
Measure Y is a one -half percent transaction and use tax approved by voters in November 2010 which is
projected to generate approximately $12 million in new revenue annually for the City.
Measure YY
Measure YY was an advisory measure on the use of revenues from the transaction and use tax proposed
under Measure Y. Measure YY specifies that if a local transaction and use tax was enacted in the City of
Santa Monica, half of its revenue should be used to support school, educational and afterschool programs,
and half of its revenue should be used to fund general City services.
Methyl Tertiary -Butyl Ether (MTBE)
Methyl tertiary-butyl ether (MTBE) is a chemical compound that is almost exclusively used as a fuel additive in
motor gasoline to reduce tailpipe emissions for compliance of oxygenate requirements set by Congress in the
1990 Clean Air Act Amendment. At room temperature, MTBE dissolves rather easily in water. A growing
number of studies have detected MTBE in ground water throughout the country; in some instances these
contaminated waters are sources of drinking water. Low levels of MTBE can make drinking water supplies
undrinkable due to its offensive taste and odor.
Mission
A description of the basic purpose and responsibility of the division or department.
Modified Accrual Basis of Accounting
Basis of accounting. Revenues are recognized in the accounting period in which they become available and
measurable; expenditures are recognized in the accounting period in which the fund liability is incurred (if
measurable), except for unmatured interest on general long -term debt and certain similar accrued
obligations, which should be recognized when due.
300
Municipal Code
A compilation of City Council approved ordinances currently in effect. The Code defines City policy in various
categories, for example, Civil Service rules, traffic regulations, sanitation and health standards, building
regulations, and planning and zoning regulations.
Objective
Statement describing a significant result or service level change to be accomplished during the next fiscal
year. It describes a specific, verifiable, and measurable actions, steps, or process undertaken in the service of
a goal.
Operating Budget
A financial, programmatic and organizational plan for furthering the goals of the City Council through the
departments of the City, which does not include one -time capital improvements projects.
Ordinance
A formal legislative enactment by the City. Council. It has the full force and effect of law within the City
boundaries unless it is in conflict with any higher form of law such as a State statute or constitutional provision.
An ordinance has higher legal standing than a resolution.
Patient Protection and Affordable Care Act
Patient Protection and Affordable Care Act is a United States federal statute signed into law by President
Barack Obama on March 23, 2010 that is aimed at increasing the rate of health insurance coverage for
Americans and reducing the overall costs of health care.
Pay -As- You -Go Basis
A term used to describe a financial policy by which capital outlays are financed from current revenues rather
than through borrowing.
Performance Measure
Quantifiable indicators that measure program workload or progress in achieving program objectives.
Program
An activity or division within a department which furthers the objectives of the City Coun -cil by providing
services or a product.
Proprietary Fund
Funds that focus on the determination of operating income, changes in net assets (cost recovery), financial
position, and cash flows. There are two types of proprietary funds: Enterprise and Internal Service Funds.
Purchase Order
A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a
stated estimated price. Outstanding purchase orders are called encumbrances.
Re- appropriation
The amount of money that is budgeted for a project in a prior year but is not spent or encumbered and needs
to be appropriated again in the current year in order to continue the program originally intended.
301
Reimbursements
Payments of amounts remitted on behalf of another party, department or fund. They are recorded as
expenditures or expenses in the reimbursing fund and as reductions of the expenditure or expense in the fund
that is reimbursed (see Interfund Transactions).
Reserve
An account used to set aside a portion of the fund balance as legally segregated for a specific use.
Resolution
A special order of the City Council which requires less legal formality than an ordinance in terms of public
notice and the number of public readings prior to approval. A resolution has lower legal standing than an
ordinance. The adopted City budget is approved by resolution and requires a majority vote of the Council
members present at budget adoption time. During the fiscal year other budget modifications made by the
City Council require a majority plus one vote.
Return on Investment
Requests for additional resources previously classified as enhancements are now categorized as Return on
Investments. Requests will only be considered when the investment increases revenue, decreases operating
expenses, or creates operating efficiency.
Revenue
Sources of income used to finance City governmental services.
Salaries and Wages
A budget category which generally accounts for full -time, part-time, and temporary employees' salaries,
overtime costs and fringe benefits for a particular division or program.
Self Insurance
A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property
or the activity of the agency.
Service Benchmark
A short list of indicators (outputs, outcomes, trends over time) for the departmental or interdepartmental
efforts important to Council and the community to communicate the City's strategic and day -to -day work.
Special Revenue Funds
A Special Revenue Fund is separately administered because restrictions have been placed on how revenues
may be spent by the City Council, the State of California or the Federal government. Two examples are the
State of California Gas Tax Fund and Federal government Community Development Block Grant funds.
Supplies and Expenses
A budget category which accounts for all non - personnel expenses. Examples include office supplies, utility
costs, legal advertising, equipment maintenance, small tool purchases, building /structure maintenance and
contractual services.
302
Taxes
Compulsory charges levied by a governmental unit for the purpose of financing services performed for the
common benefit. This term does not include charges for services rendered only to those paying such charges,
for example refuse collection.
Transient Occupancy Tax (TOT)
A tax on hotel /motel stays thirty days or less. The rate in the City of Santa Monica is currently 14 %.
Trust and Agency Funds
Types of fiduciary funds which account for assets held by the City in a trustee capacity. The budget does not
appropriate fiduciary funds.
Vehicle License Fee
Vehicle License Fee (VLF) is an annual fee on the ownership of a registered vehicle in California. It has been
assessed on all privately owned registered vehicles in California in place of taxing vehicles as personal
property since 1935. The VLF is paid to the Department of Motor Vehicles (DMV) at the time of annual vehicle
registration. The fee is charged in addition to other fees, such as the vehicle registration fee, air quality fees,
and commercial vehicle weight fees. Approximately $300 million in VLF revenues are annually distributed to
cities and counties.
303
.. ..
... .. .. . .
�51
Itlazli
AB
Assembly Bill
ARRA
American Recovery and Reinvestment Act
ATMS
Advanced Traffic Management System
AVR
Average Vehicle Ridership
CAC
California Arts Council
CAFR
Comprehensive Annual Financial Report
CaIPERS
California Public Employee's Retirement System
CAM
Common Area Maintenance
CDBG
Community Development Block Grant
CIP
Capital Improvement Program
CLETS
California Law Enforcement Telecommunications System
CNG
Compressed Natural Gas
COG
Council of Governments
COLA
Cost of Living Adjustment
COPS
Citizens' Option for Public Safety
CPI
Consumer Price Index
CREST
Childcare Recreation Enrichment Sports Together
CUPA
Certified Unified Program Agency
DUI
Driving Under the Influence
EIR
Environmental Impact Report
ERAF
Educational Revenue Augmentation Fund
FEMA
Federal Emergency Management Agency
FTE
Full Time Equivalent
FY
Fiscal Year
GAP
Grant Acceleration Program
GAAP
Generally Accepted Accounting Principles
GASB
Governmental Accounting Standards Board
GDP
Gross Domestic Product
GIS
Geographical Information Systems
GPS
Global Positioning System
HHW
Household Hazardous Waste Facility
HLP
Homeless Liaison Program
HMG
Hazardous Mitigation Grants
HMRRP
Haz -Mat Response and Reporting Program
HUD
Department of Housing and Urban Development
305
HOME
Federal Home Investment Partnership Program
KEC
Ken Edwards Center
LACMTA
Los Angeles County Metropolitan Transportation Authority
LAEDC
Los Angeles County Economic Development Corporation
LED
Light Emitting Diodes
LEED
Leadership in Energy and Environmental Design
LLEBG
Local Law Enforcement Block Grants Program
LNG
Liquefied Natural Gas
MOE.
Maintenance of Effort
MOU
Memorandum of Understanding
MTA
Metropolitan Transportation Authority
MTBE
Methyl Tertiary-Butyl Ether
MUNI
Municipal
MWD
Metropolitan Water District
OB
Operating Budget
OTS
California Office of Traffic Safety
PAL
Police Activities League
PCH
Pacific Coast Highway
PEG
Public, Educational, and Government
PIERS
Public Employee Retirement System
PNA
Pico Neighborhood Association
PPACA
Patient Protection and Affordable Care Act is a United States federal statute
signed into law by President Barack Obama on March 23, 2010 that is aimed at
increasing the rate of health insurance coverage for Americans and reducing
the overall costs of health care.
PPRP
Premium Promenade Restroom Project, which provides attendants for the
women's restroom in Parking Structure 4 and for the men's restroom in Parking
Structure 3 on the 3rd Street Promenade
PROP A & PROP C
Proposition A and Proposition C programs are two one -half cent sales tax
measures approved by Los Angeles County voters to finance a countywide
transit development program
PTA
Parent Teachers Association
PYFC
Pico Youth Family Center
RDA
Redevelopment Agency
ROI
Return on Investment
RR &R
Resource Recovery and Recycling Fund
Bi17.!
SA
Successor Agency
SB
Senate Bill
SCAQMD
South Coast Air Quality Management District
SMPOA
Santa Monica Police Officer's Association
SIVIMUSD
Santa Monica - Malibu Unified School District
SMURRF
Santa Monica Urban Runoff Recycling Facility
TEA
Transportation Equity Act
TDA
Transportation Development Act
TDM
Traffic Demand Management
TMP
Transportation Management Program
TORCA
Tenant Ownership Rights Charter Amendment
TOT
Transient Occupancy Tax
TV
Television
UCLA
University of California at Los Angeles
VOIP
Voice over Internet Protocol
VLF
Vehicle License Fee
WIFI
Wireless Fidelity communication technology
MAN
BBB
Big Blue Bus
CAO
City Attorney's Office
CCS
Community and Cultural Services
CMO
City Manager's Office
Council
City Council
FD
Fire Department
Finance
Finance Department
HED
Housing & Economic Development
HR
Human Resources
ISD
Information Systems Department
Library
Library
PCD
Planning & Community Development
PD
Police Department
PW
Public Works
RES (Clerk)
Records & Elections Services (City Clerk)
307
Im.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PQESENTEU TO
City of Santa Monica
California
F017I10 Biennium BCgimbig
July 1, 2011
PnsMienl Pmmire Dimior
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to City of Santa Monica, California for its biennial budget for the
biennium beginning July 1, 2011. In order to receive this award, a government unit must publish a budget
document that meets program criteria as a policy document, as an operations guide, as a financial plan, and
as a communications device.
This award is valid for a period of two years only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for the biennium beginning
July 1, 2013.
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19114"
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Printed on Recycled Materials
ATTACHMENT B
CITY DEPARTMENTS' SIGNIFICANT
EXPENDITURE REDUCTIONS AND COST RECOVERY PROPOSALS
City Attorney
• Reduce budget to reflect lower attorney salaries for newly -hired junior attorney positions
• Replace vacant 1.0 FTE Legal Secretary 11 with 0.5 FTE Staff Assistant — CAD to more efficiently align
staffing with Department needs
City Council
• Reduce contingency funding to better reflect historical spending
City Manager's Office
• Reduce budget from efficiencies in professional services and office space rental
• Close Household Hazardous Waste (HHW) facility and operate curbside home collection program
after 9/7/13
Community and Cultural Services Department
• Hold Santa Monica Festival every 2 years instead of annually
• Maintain Human Services and Cultural /Arts Grants Programs at current funding levels
• Realign staffing at Swim Center to account for seasonal needs
• Market the Civic Auditorium as a venue for filming opportunities as an interim revenue - generating
use
• Increase user fees for recreation programs and permit services based on updated cost recovery
factors
• Implement a new regulatory and permit program for recreational trainers in parks and the Santa
Monica State Beach, which will generate new revenues
Finance
• Enhance revenue collection through proactive business license and parking facilities tax compliance
and discovery efforts
• Extend parking meter enforcement hours in highly -used areas and install an additional 350 parking
meters throughout the City as a return on investment
• Adjust Preferential Parking Fees to a level comparable to neighboring cities (Decision Package)
Fire
• Reduce overtime as a result of fewer vacancies and realigning of schedules and duties
• Reassign staff to assist in the development of the changing EMS service delivery model
• Implement new and adjusted fees as part of the comprehensive fee study ,
• Reduce the reserve engine fleet from 5 to 4 to achieve savings in reduced maintenance and
equipment costs
• Reduce take home fleet from 16 to 3 vehicles and achieve savings in fuel costs in the short term
Housing and Economic Development
• Reduce prevailing wage monitoring contracts for affordable housing construction based on adjusted
need
ATTACHMENT B
Human Resources
• Downgrade vacant 2.0 FTE positions and reduce overtime and temporary staffing to more efficiently
align staffing with department needs
Information Systems
• Reduce funding for computer maintenance and replacement through operational efficiencies
• Generate new revenue through expansion of the CityNet program to new businesses
• Auction decommissioned computer equipment through online auction hours (Decision Package)
Library
• Implement a more efficient operating plan for the Pico Branch Library
• Increase cost recovery by charging non - residents $25 annually for access to Library materials and
services and decrease materials budget based on change in library card holders (Decision Package)
• Increase cost recovery revenue by non - library card holders for use of the Internet (Decision
Package)
Planning and Community Development
• Eliminate vacant 1.0 FTE position in the City Planning Division
• Increase revenue assumptions related to the Bike Center
• Increase cost recovery for Code Compliance, Building and Safety and City Planning services based on
the fee study
Police
• Implement efficiencies in Canine, Mounted, SWAT and Air Support areas that will not impact
services and can be supplemented through inter - agency relationships
• Eliminate vacant 4.0 FTE positions and reduce overtime in areas that will not impact services
• Increase cost recovery through new fees: annual fee for burglar alarms and charges for second false
alarms
• New fees for burglar alarm permits for residences and businesses
Public Works
• Implement efficiencies in maintenance operations that will have no service impact. Efficiencies
include elimination of vacant 2.0 FTE positions
• Implement staffing efficiencies that will result in the conversion of vacant 2.0 FTE positions to
as- needed. Service levels will not be impacted
• Increase cost recovery for offsite street improvement, public right -of -way encroachment fees and
leasing of City -owned property for wireless facilities
• Streamline in -house construction management, inspection and administrative costs for capital
improvement projects
• Streamline fleet maintenance services
Records and Election Services
• Increase cost recovery by reinstating a subscription fee for City Council agendas via mail (Decision
Package)
• Increase cost recovery for election services through candidate filing fees (Decision Package)
• Provide fee - supported United States Passport and passport photo processing services
• Implement efficiencies in copier leases and printing processes
ATTACHMENT C
DECISION PACKAGE
Project Name: Adjust Preferential Parking Permit Rates
Department: Finance
Recommended Action: Adjust preferential parking rates for the first time since 1984 to reflect
comparable market rates and discourage use of multiple permits
Annual Financial Impact: $600,000 in new revenue beginning in FY 2014 -15
Project Description:
Residential preferential parking is used by neighborhoods and the City as a tool to manage the City's
parking resources and to increase the available spaces in residential areas. The current $15 per permit
rate has not changed in the last 29 years. The current average permit price in the Westside Cities (Los
Angeles, Beverly Hills, West Hollywood) is $30 per permit. West Hollywood has an increasing rate that
begins at $19 for the first permit, increasing to $63 for the fourth residential permit.
The proposed change, including the tiered approach noted below, would assist the City in better
managing parking and encouraging less use of on- street parking. The proposed rates would average
$30 per permit for most customers who have two resident and two visitor permits as follows:
Resident Permit
Current
Proposed
First Two
$15
$25
Third
$15
$35
Fourth or More
$15
$45
Permits Valid for 6 months or less
First Two
$7.50
$15
Third
$7.50
$25
Fourth or More
$7.50
$35
First Replacement with Police Report
Free
Free
Second or more replacement with Police Report
Free
50% of permit rate
Hang Tag
Free
$5
Visitor Permit
Current
Proposed
Limit 2
$15
$30
Day Guest self -print at home
Free
Free
Day Guest Pick Up in City Office
Free
$2
No new costs are associated with this proposal. The estimated annual revenue is based on an average
of $30 per permit.
1
ATTACHMENT C
If approved, staff would conduct a community outreach process to inform residential preferential
parking customers of the proposed changes. Staff proposes the change occur January 1, 2014 and would
require a Municipal Code change and Council adoption of a revised parking rate resolution.
Alternatives
Council could consider various alternatives:
1) Adjust the permit rate to $26.26, an amount equal to CPI adjustments since 1984, and approve
an annual adjustment beginning in FY 2013 -14 to reflect the change in the CPI.
2) Adjust the permit rate to $30 for all permits, regardless of number per customer, to reflect the
regional average.
2
ATTACHMENT C
DECISION PACKAGE
Project Name Auctioning Decommissioned Computer Equipment
Department: Information Systems
Recommended Action: Auction decommissioned computer equipment using online auction services
Annual Financial Impact: $60,000 in new revenue
Project Description:
The Information Systems Department (ISD) administers the Computer Equipment Replacement Program
(CERP) to ensure the timely refresh of the City's computer equipment, including desktop computers,
laptops, printers and servers. The timely replacement of computer equipment is critical to ensuring City
technology remains reliable, secure, and compliant with business applications and security protocols.
Based on best practices and the City's own experience maintaining aging equipment, CERP replaces all
City desktop computers on a four year cycle and printers on a five year cycle.
The Council approved the donation of decommissioned computer equipment on March 3, 1998. The
decommissioned equipment is currently donated to local non - profits and the school district through the
Human Services Division. Traditionally, the school district is the largest recipient of this equipment.
Staff has spoken with the school district and they do not rely on these computers to ensure their
technology remains up to date. The school district recently received bond money and has set up a
program similar to the City's Computer Equipment Replacement Program.
While aging equipment proposes security and other risks to the City, it retains some value. Therefore,
ISD proposes auctioning this decommissioned equipment.
No new costs would be associated with this proposal. The estimated annual revenue is based on selling
each decommissioned computer at an average price of $150. Each year, approximately 400 computers
and 100 printers are replaced throughout the City. (400 *$150= $60,000).
If approved, ISD would work with the Human Services Division to transition from donating to auctioning
decommissioned computer equipment. The current proposal provides for a three year transition period
whereby one -third of equipment would be auctioned in FY 2013 -14, two - thirds auctioned in FY 2014 -15
and 100% of it auctioned in FY 2015 -16. After FY 2015 -16 all computer equipment replaced each year
would be auctioned to generate revenues for the City's general fund.
3
ATTACHMENT C
t ,
Project Name: Charge Non -Santa Monica Residents for Library Cards
Department: Library
Recommended Action: Charge non -Santa Monica residents $25 per year for a Library card to access
materials and services
Annual Financial Impact: $375,000 in new revenue
Project Description:
Staff proposes charging non -Santa Monica residents $25 annually for a Santa Monica Library Card.
Possession of a Library card is necessary to check out materials, place a hold on items, use the public
Internet stations, check out study rooms, and access the Library's subscription databases. Currently,
Library cards are provided to any resident of California free of charge. Half of the Library's 100,000
borrowers live outside the City of Santa Monica.. Staff projects 15% of the 50,000 non - resident
borrowers will purchase a card to continue to enjoy Santa Monica Public Library's collections and
services. Other municipal library systems charge non- residents a fee to access their systems.
The proposed annual rate of $25 is comparable to other cities as well as the private sector. For
example, Santa Clara County charges $80 annually and sold 3,800 non - resident cards in FY 2011 -12.
Huntington Beach charges $25 and sold 1,600 cards in FY 2011 -12. A Barnes & Noble discount card,
which provides the user with a discount on new books, can be purchased annually for $25.
Non - resident card holders would receive the same access to Library materials and services as residents.
Many non - resident patrons will not wish to pay for Library service. They will probably return to the
Library jurisdictions in which they live for free Library service. With fewer non - resident borrowers, the
overall number of visitor and items borrowed may decrease, putting less demand on Library collections,
facilities, services and programs.
Alternatives to this proposal include continuing to provide non - residents with free access to Library
materials and services, or charging non - residents a fee lower or higher than $25 annually. The adoption
of an alternative would impact the amount of estimated new revenue.
No new costs are associated with this proposal. The estimated annual revenue is based on an annual
charge of $25 per card to 15,000 non - residents. (25 *15,000= 375,000)
If approved, charges for non - resident Library cards would become effective as of July 1, 2013. Staff
would notify current card - holders of the change through multiple communication channels, including
the Library's website, Facebook page, e-mail, and posters in the Main and branch Libraries. All non-
resident cards would expire within twelve months of July 1, 2013 and be eligible for renewal throughout
the year based on issue date. Santa Monica residents' cards would be renewed every two years.
Residency would be based on the address listed on current government - issued identification.
CI
ATTACHMENT C
DECISION PACKAGE
Project Name: Charge for Library Internet Time
Department: Library
Recommended Action: Charge $2 for an Internet session for anyone without a Santa Monica Library
card
Annual Financial Impact: $60,000 in new revenue
Project Description:
Currently, Internet -only cards are issued free of charge to visitors and those without a Santa Monica
Library card. We recommend discontinuing this practice and propose charging $2 per Internet session.
An Internet session allows for two hours daily maximum of Internet time per day. The Library hosted
284,000 Internet sessions in FY 2011 -12. It is estimated that 11 %, or 30,000, of these sessions would be
purchased. Library card holders would also be allowed to purchase additional Internet time. Charging
for Internet time is common in other parts of the U.S. Santa Clara County Library charges $4 for a two -
hour Internet session. San Leandro and Huntington Beach require possession of a Library card to use the
Internet. Santa Ana charges $20 for a one -day Internet card with access to reference services.
FedEx /Kinkos charges $0.30 per minute or $18 per hour for computer time.
The proposed Internet session rate is comparable to other cities and considerably less than that charged
by the private sector. Those who do not have Santa Monica Library cards and do not wish to pay will
probably use private businesses or other Library jurisdictions for Internet access. The demand for
Internet sessions will decrease as some of our current Internet users live outside Santa Monica and will
not want to pay. This will increase capacity for Santa Monica Library card - holders. The Library may be
able to lengthen the daily maximum of Internet time available to Library card - holders and those paying
for Internet time.
Alternatives to this proposal include continuing to provide free Internet -only cards to visitors and non-
residents or charging those without Library cards a session fee that is higher or lower. The adoption of
an alternative would impact the amount of estimated new revenue.
The Library expects to incur some costs for adding cash registers and payment equipment to the Main
Library's second floor to service the Computer Commons. The Library will absorb those costs within its
current budget. If approximately 11% of the 274,000 sessions (30,000) were to pay $2, the Library
would collect $60,000. (2 *30,000= 60,000)
If approved, charges for Internet time would become effective by December 2013. It will take staff
some time to arrange for the purchase of cash registers and credit -card payment systems or
development of a Library debit card. Staff would notify patrons of the change through multiple
communication channels including the Library's website, Facebook page, e-mail, and posters in the Main
and branch Libraries.
5
ATTACHMENT C
DECISION PACKAGE
Project Name: City Council Agenda Mailing Subscription
Department: Records & Election Services (City Clerk)
Recommended Action: To reinstate a subscription fee to subscribe to City Council agendas via United
States Postal Service (USPS)
Annual Financial Impact: $660 in new revenue
Project Description:
Staff proposes to reinstate an annual subscription fee of $11 for subscribers of hard -copy City Council
agendas, as provided for by California Government Code section 54954.1.' This proposal was included in
the Fee Study conducted by the Finance Department.
The City Clerk's Office charged a fee for subscriptions to City Council Agendas until 2003, when the City
Council removed this fee for the purpose of transparency. With the communities increasing access to
computers and the internet over the past decade, staff believes that the receipt of hard -copy agendas is
now a voluntary, individual benefit, and therefore subject to cost recovery. The proposed fee will recover
the increasing cost for postage, which is currently at $0.46, and will be subject to change with the rate
set by the USPS. With 60 current subscribers and a minimum of 24 meetings per year, $660 in metered
postage would be recovered annually. While the fee may divert some subscribers to a free email
subscription or cause some to discontinue service, the reduction in revenue would be nominal in the
overall scope of the budget.
Other municipalities charge subscribers a fee for agenda subscriptions. For example, the City of Rohnert
Park charges $40 a year, and Eureka and Yorba Linda charge $24 a year for this service. The City of
Berkeley will charge postage and a 10 cent copy fee when requests are received for agendas. The
proposed annual fee of $11 would be significantly lower than other cities, as staff proposes to be
reimbursed for postage and will continue to subsidize the cost of printing materials and labor.
Alternatives to this proposal include continuing to provide subscribers with free subscriptions or
charging subscribers a fee lower or higher than $0.46 per agenda. The adoption of an alternative would
impact the amount of recovered cost.
If approved, charges for City Council agendas would become effective as of January 1, 2014. Staff would
notify subscribers of the change through multiple communication channels, including the City's website
and City Council Agenda mailing List. The service would require subscribers to renew their subscription
in writing annually. Any requests for mailed copies of agendas shall be valid for the calendar year in
which it is filed and must be renewed following January 1 of each year.
ATTACHMENT C
M74MORTMIrOUTTIM
Project Name: Election Filing and Translation Fees
Department: Records & Election Services (City Clerk)
Recommended Action: Charge potential candidates a $25 filing fee for processing Nomination Papers.
Charge qualified candidates a flat fee of $175 translation fee for Candidate Statements to be included in
the Voter Information Pamphlet.
Annual Financial Impact: $4,400 per election year (every two years) in new revenue
Project Description:
Staff proposes charging candidates $25 for processing Nomination Papers and $175 for the Spanish
translation of Candidate Statements in the City's Voter Information Pamphlet. The filling fee is provided
for by California Election Code 10228" and the translation fee by California Election Code 13307,
Section 3(c) °'. The $175 translation fee would be subject to change based on the rate established by the
City's election consultant, Martin & Chapman Company, and may increase by the 2014 election.
Currently, processing Nomination Papers and translating Candidate Statements into Spanish are
provided free of charge and the new fees will recover some costs for election - related services. An
average of 22 candidates ran for City Council, Rent Control Board, School Board and College Board over
the last 10 years or five elections. Making this personal investment would communicate a candidate's
commitment to the election process and discourage its misuse. However, it may also discourage low -
income candidates from participating in the election process and is one reason that prior City Councils
have postponed implementation of these fees.
Other municipalities charge various combinations of these fees. For example, the City of San Jose
charges the $25 filing fee per candidate and Manhattan Beach charges a printing and handling fee of
$500 because the city is only required to provide election information in one language. The City of
Monterey Park charges a printing and translation fee of $2,500 and information is translated into three
languages. The City of Norwalk charges a printing, translation and handling fee of $2,700, City of
Downey charges between $600 - $2,200 depending on the district race, City of Thousand Oaks charges
$1,000 and City of Inglewood charges $700 - $1,000 depending on the district. The proposed filing fee is
the same as cities that charge this fee because it is set by state law. The translation fee will be
comparable to other California cities that obtain translation services and will be less than cities who
obtain services through County Registrar- Recorder's Office which also charge for printing and mailing.
Alternatives to this proposal include continuing to provide free processing of Nomination Papers and
translation of Candidate Statements, charging one of the two fees, or charging one or.both fees and
setting the translation fee lower or higher than the $175. The code also provides for reimbursement of
printing and mailing voter pamphlets. However, staff does not wish to propose this at this time. The
adoption of an alternative would impact the amount of estimated revenue.
There are no new costs associated with this proposal unless the Registrar- Recorder /County Clerk's
Office or Election Consultant increases their fees or impose new fees. The estimated biennial revenue is
based on a biennial charge of $25 per set of Nomination Papers and $175 per statement to
22 candidates. (22($25 +$175)= $4,400)
19
ATTACHMENT C
If approved, charges for filing and translation fees would become effective as of July 1, 2013. Staff
would notify the public of the new fees through multiple communication channels including the City
Clerk's website and mailing lists of established campaign committees, CityTV of Santa Monica, Seascape,
public notice boards at City Hall, the Police Department and Santa Monica Main Library and the Santa
Monica Daily Press.
' 54954.1 — Any person may request that a copy of the agenda, or a copy of all the documents constituting the
agenda packet, of any meeting of a legislative body be mailed to that person. If requested, the agenda and
documents in the agenda packet shall be made available in appropriate alternative formats to persons with a
disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and the
federal rules and regulations adopted in implementation thereof. Upon receipt of the written request, the
legislative body or its designee shall cause the requested materials to be mailed at the time the agenda is posted
pursuant to Section 54954.2 and 54956 or upon distribution to all, or a majority of all, of the members of a
legislative body, whichever occurs first. Any request for mailed copies of agendas or agenda packets shall be valid
for the calendar year in which it is filed, and must be renewed following January 1 of each year. The legislative
body may establish a fee for mailing the agenda or agenda packet, which fee shall not exceed the cost of providing
the service. Failure of the requesting person to receive the agenda or agenda packet pursuant to this section shall
not constitute grounds for invalidation of the actions of the legislative body taken at the meeting for which the
agenda or agenda packet was not received.
li 10228 — A filing fee proportionate to the costs of processing a candidate's nomination papers or a candidate's
supplemental nomination papers filed pursuant to subdivision (b) of Section 10221 as determined by the city
council and set by ordinance, but not exceeding twenty -five dollars ($25), may be imposed, to be paid upon the
filing of the nomination papers.
"' 13307, Section 3(c) — The local agency may estimate the total cost of printing, handling, translating, and mailing
the candidate's statements filed pursuant to this section, including costs incurred as a result of complying with the
federal Voting Rights Act of 1965, as amended. The local agency may require each candidate filing a statement to
pay in advance to the local agency his or her estimated pro rata share as a condition of having his or her statement
included in the voter's pamphlet. In the event the estimated payment is required, the receipt for the payment shall
include a written notice that the estimate is just an approximation of the actual cost that varies from one election
to another election and may be significantly more or less than the estimate, depending on the actual number of
candidates filing statements. Accordingly, the local agency is not bound by the estimate and may, on a pro rata
basis, bill the candidate for additional actual expense or refund any excess paid depending on the final actual cost.
In the event of underpayment, the local agency may require the candidate to pay the balance of the cost incurred.
In the event of overpayment, the local agency which, or the elections official who, collected the estimated cost
shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the
election.
ATTACHMENT D1
Citywide Fee Study Summary
Background
• Cities may charge fees to recover costs for services that benefit individual community
members, freeing up tax dollars to be used for general services that provide benefits to the
entire community.
• Per Council direction, Santa Monica conducts a comprehensive user fee /cost of services study
periodically to ensure that the City continues to recover the appropriate level of costs from
providing these services. In interim years, fees are revised by a cost of living factor. The most
recent study was completed in April 2013.
• The fee study has looked at fees as well as several penalty charges related to the General,
Special Revenue Source, Beach, Water, RRR, Wastewater, Airport and BBB funds.
• It is the City's policy to achieve full cost recovery on these services, with some exceptions for
areas that provide a significant community benefit, primarily Community and Cultural Services
and Animal Control.
• Rates for penalties are not based on cost recovery, but are set to deter unlawful conduct. Staff
will return at the time of budget adoption with an ordinance to amend the Municipal Code to
add a false alarm penalty for the second Police Department response within one year.
• The report identifies over seventy current fees as providing amounts substantially in excess of
full cost recovery. These fees were appropriate when adopted, but are no longer supportable
because of efficiencies and new processes that have reduced cost. Due to these changed
circumstances, reductions in these fees to 100% recovery of current costs is recommended.
• The Community & Cultural Services Department achieves an overall recovery rate of 26 %, as its
fees are based on a pricing policy that reflects Council priorities for community recreation and
social services benefits. Animal Control recovers about 30 %, as cities traditionally subsidize
these services to encourage licensing and spaying /neutering. Finally, several building permit
fees for small residential projects are recommended for 50% cost recovery, so as not to place
undue burden on individuals. Charges for copying of public records and police reports are also
not cost covering as they are limited by State law.
Study Summary
• Approximately 700 fees were studied.
• 27 new fees and 1 new penalty charge are proposed, 16 are in the General Fund
• Reduction of 71 fees
• Elimination of 6 fees (some due to consolidation)
• Overall cost recovery 53%
1
Revenue Impact
The study estimated $2.1 million in additional revenue, $1.9 million from user fees and $0.2 million
from a new penalty for second Police Department Response to false alarms within a year. $1.7 million
of the new revenue is from General Fund sources. New fees comprised $343,000 of the new revenue
($291,500 in the General Fund) ,and new penalties accounted for $175,000. Adjustments to existing
fees comprised the remaining amounts.
Finance recommends budget changes of $1.45 million, $1.1 million in the General Fund. Among the
reasons for the lower recommendation are the uncertain impact of new fees, a prudent view of
increases to existing fees, and the fact that some fees will not be implemented on July 1 due to legal
and timing issues. A comparison of fee study and staff recommendations is shown follows:
General Fund
Planning
Building & Safety
TMP
Code Compliance
Public Works (Gen Fund)
Police*
Fire
CCs
Clerk
Total General Fund
Special Revenue Source Fund
Beach House
Water Fund
RRR
Wastewater
Airport
BBB
Total User Fees
Police Penalties
Total Revenues
A
Estimated Fee Study Impact
B C
Dept Additional
0
Adjusted Fee Budget Proposed per Recommended
Study Amounts Proposal Finance Budget Change
48,290 48,000 - 48,000
584,150 350,000 - 350,000
132,124
95,653
52,009
59,069
296,124
195,447
22,534
1,485,401
36,167
9,348
122,525
54,446
127,809
31,835
547
1,868,076
175,246
2,043,322
-
100,000
100,000
81,000
-
81,000
-
50,000
50,000
302,400
(243,331)
59,069
100,000
-
100,000
130,000
-
130,000
22,560
(60)
22,500
(D-A)
Difference from
Study
(290)
(234,150)
(32,124)
(14,653)
(2,009)
(196,124)
(65,447)
(34)
1,033,960 (93,391) 940,569 (544,832)
- 116,494
116,494
.80,327
- 8,540
8,540
(808)
- 54,000
54,000
(68,525)
- 54,446
54,446
(0)
- 64,000
64,000
(63,809)
- 32,000
32,000
165
-
-
(547)
1,033,960 236,089 1,270,049 (598,027)
175,246 - 175,246 -
1,209,206 236,089
%i
1,445,295 (598,027)
Significant Fee Adjustments
Forty fees required an adjustment of over 100 %. The primary reasons for these significant changes
are:
• The comprehensive nature of the study. A number of fees not picked up in the prior study
and /or any previous studies were included.
• An enhanced effort was made to ensure that the cost of each service included direct labor,
direct overhead, and indirect overhead, resulting in fully burdened cost calculations.
• New statutory requirements require increased regulation, and therefore increased costs.
• Ensuring that the costs of services including the efforts of more than one department are
completely and accurately accounted for.
Twenty -one of the forty fees showing a 100% plus increase are charges to reimburse the City for
required off -site improvements performed by City staff at the request of developers. These fees were
not included in the prior fee study. Developers have been completing these improvements
themselves.
That attached summary provides more detail on fees increasing 100% or more that affect a significant
number of customers.
3
Fees with Increases Over 100%
Fee Description
Fee Rate
%
Est.
Comments
Comparable City Information
Increase
Volume
Planning
Business License Planning Review- Home
$127
258%
300
Fee was previously subsidized a number of years ago to
Culver City, $97; Hermosa Beach, based on
Occupation
incentivize small home -based businesses. Due to technology
type of business, Range $200 -500; Manhattan
advances, there have been changes in the nature of home-
Beach, $108.12 Base fee (based on gross
based business, so staff believes this incentive is not longer
receipts)
necessary and the proposed fee is a reasonable amount.
Transportation Management
Overthe Counter Plan- Additional Reviews
$187
129%
10
Previous studies did not capture full cost
Not available
Standard Plan Check - Parking and On -site
$1,484
113%
31
Previous studies did not capture full cost
Beverly Hills, $130- $393 (based on project
Construction Design: 3- 20spaces
value); West Hollywood, $3,787-$5,050
Temporary No Parking Sign Issuance
$60
202%
934
Not included in prior studies
Manhattan Beach -$155, Beverly Hills, $6.58
(plus lost parking revenue); City of Pasadena,
$46.90
Oversized Load - One Way
$45
182%
522
Previous studies did not capture full cost
Not available
Block Parties
$277
1285%
15
Notincludedin priorstudies
Notavailable
Sign Removal
$56
1 124%
250
Previous studies did not capture full cost
Not available
Code Enforcement
Tenant Protection During Construction
$237
121%
10
Not included in priorstudies
Not available
Public Works
Offsite Improvements
Var
Var
Var
Developers have choice of paying Cityto do required
Notavailable
-
improvements or do it themselves
Airport Event Permit ( <8weeks in advance)
$762
281%
55
Previous studies did not capture full cost
Camarillo Airport- County of Ventura, $540.00;
$40.00 for each additional day
If the hangar is leased, permit fee is $100 plus
sublessee fee. If the event requires an
operations officer, the hourly fee is $86.89.
Fire
Standard /Complex Pin Chk new bldg: >2,500sf
$0.0516
/sf
180 %
150
Previous studies did not capture full cost
Beverly Hills -Based on Valuation; Culver City
16% of building permit; Redondo Beach $177
perhour
Underground Tank Permit (Base &1st Tank)
$1,832
1145/
33Previous
studies did not capture full cost
Not available
Underground Tank Permit (ea add'I Tank)
$366
242%
52
Previous studies did not capture full cost
City of Pasadena, $294
Iv'
Revenue From New Fees /Penalties
Staff is proposing 27 new fees and one new penalty as a result of this study. New fees are identified as
new community needs arise and require additional services, or when staff identifies an individualized
service being performed for no charge. Of the $0.5 million in revenue projected to be generated from new
fees and penalties, the major portion comes from the following three fees:
® False Alarm Response — Second Response in a Year: The City currently assesses a penalty charge
for third and subsequent Police Department responses to false alarms at one address in a year.
Assessing a fine for the second response would result in charges for over 1,000 responses a year,
resulting in approximately $175,000 in new annual revenues.
® Fire Department Final Inspection of Construction Projects: The Fire Department has been
performing this service at no cost. It is estimated that inspection of about 365 projects per year
would generate about $159,000 annually from the new fee.
Staff will return to Council with any ordinances and resolutions required to authorize new fees.
Below is a complete summary of proposed new fees /penalties.
5
FY 2012/13 Fee Study
Listing of New Fees/Penafties
Fee Dep a rtment or Division - Description Fee Amount Volume Primary Impact Comparable Citylnformation
Oetteral SUgd;$,i frls ii i i j ili'�! ri�Iti,Fili I "5, lli(1111 h) +!�1i
Business License - Limited Review
City Planning
Newsubcaegory forplanning reviewofbusiness license
$ 109
100
: Reduction forSmall Businesses
Notavailable
applications requiring only cursory review.
Commercial /Intl uslats- shell only and attached parking:
Builtling antl Safety
Newbuilding permi[category relatetl required Mae to inspect
S539/sl
Unknown
Developers
Notavailable
Additional 10,000 SF
large warehouse sites.
Parking Evaluators
Transportation Management
Parking Evaluations
235
115
Developers /Property Owners
Notavailable
Signingard Striping MOdiflcations
Tronsporbtion Management
Signing and Striping Modificatons
235
25
Developers /Property Owners
Notavailable
Parking LatRestriping Fee
Transportation Management
Parking WtResoping Fee
350
10
Developers/Property Owners
Notavailable
Bike Racks
T masporaton Management
Bike Racks
253
5
(Developers -Will be walved for
Notavailable
small businesses
Residential Building RepoftCcde Compliance Review
Code Compliance
Verify Hviolatoms on property have been soared promo
237
50
Sellers ofpropery
Notavailable
property sale
Vacant Property Program
Code Compliance
Investgaton ofproperieswith expired building permits
257
10
Developers
Notavailable
Utility Excav Permit Renewal forExpired Permit
Public Works
lProcessing renewal bra 180day period
actual cost
Unknown
Utility companies
Notavailable
False Alarm Response 2nd in 12momlhs
Police
Fine forexcessive false alarms
164.86
1,063
Residents and businesses
Beverly Hills, $252; Manhanan Beach, $190;
City of Los Angeles, $151 (With Permit), $251
(Wi hout Permit), Culver City, $120
Miscellaneous Plan Review
Fire
Re viewofplansnolfallinginrooOerspecif ecategories
386.99
5
Developers
City ofAna helm, $220
Solar Panel Plan Review
Fire
Review of plans for compliance with City guidelines
404.79
10
Various
Notavailable
Final Building inspection
Fire
For Finallnspec5onof conslnlction projects before issuance of
436.67
365
Developers
Notavailable
Certificate of Occupancy
underground Tank Permit- Exempt
Fire
366.31
10
City of Pasadena, $294
Passport Execution Fee
Recortls /Gty Clerk
25.00
600
,Intl ividuaIa
Beverly Hills, $25
Passport Photos
Recortls /City Clerk
j
1157
550
ladividuals
Beverly Hills, $12; Riverside, $G; Long Beach,
$15; Monrovia, $15
W§;�grl��iuf(tlt (lI!lii ;(�.lillruil ((il.)I�la`?It
Same Day Emergency Tum- Off (regular hours)
jullities
Response to call for emergency water shut of- business hours
51.09
Unknown
lndivicluals/Businesses
Notavailable
Same Day Emer TUm-0ff(after hours, ho lidays)
Utilities
Response b call for emergency water shirt off -after bus. hours
306.57
Unknown
lndividua is /Businesses
Notavailable
Fire Svc Install: 8- and 12'
UUliUes
Install newfire line service
% 941 ,74
Unknown
Developere/Constucnon
Cry of Beverly Hills, $6,158.50 fors " (n the
City), fors" $10208.89 (outside City). Fire
i
Service Installation Depositfor S "$7,848.97
(in and outside ofthe City).
City of Bevedy Hills, $7,226.30 for 1T (fn the
City), for 10" $14,347.43 (particle ofthe City).
Fire Service Installation Depositfor 10"
$9,418.77 (in and outside ofthe City).
Fire Hydrant Relocation - new tap 8killout
Utilities
Relocate existing hydrant
11,794.72
Unknown
Developers/Construction
City of Beverly Hills, Fire Hydrant lastallatlon
-
Deposit of $4,703.38. Acura l casts billed 0
customers.
Fire Hytl2ntlnstallation
Utilities
Instill a newfire hydrant
12, 164.99
Unknown;Developers/
Construcion
City of Beverly Hills, Fire Hytl2minstallaton
Deposit of$4,709.38. Actual costs billed to
customers.
WtrSvc1metall:3r4 "to 1 "Panal Upgrade
Ufilites
Upgrade meter
670.56
Unknown
Developers/ Construction
City of Revery Hills, Service Installation
Deposit of $2,763.32 Actual costs billed to
customers.
Curby Rental
RRR
Rental ofrecycling robotforspecial evens
$124.5Whour
10
Various
Notavailable
Container Rental for CBD Program
RRR
1Bia rental forcpnstruction and demolitionw the
$182 plus disposal
10
Various
Notavailable
�,a�5teWate [£F WtEi�I I lili'7{ I�jltrl)!� �tn��) I�11�iUiI�,Iiitl {S4i�iti;li
Indush-Waste Discharge Variance Request
Utllities
Review ofplsns W see ifvadance is appropriate
54.32
75 IDeveloper
INotavallable
Indust-WW Permit Cass 6
Ulilifies -
Newperr itclass forsignificantindustrialusers
$ 3,610.43
1
Businesses My of Burbank, $6,478; City of LOS Angeles,
$3,294
Ind usrW Permit Class 99
Utilities
New permit class for low risk discharge business
$ 94.16
20
Businesses Notavailable
AA J ei
BBf,��rfl1� I hf�il(iifgh � n(r� {i it j� /li Iijli }�li>ittl�t±? (Ywr�uj I�r(t � lal`.i�
Moving of BUS Stops for Events /Filming
BBB
Recover costs for req uested move of bus stops for filmingor
$ 547
U no-own
Va rous
Culver City, $600
special events
M
riir ED] :I11IX0ia
City of
Santa Monica`
Cost of Services Study Findings
May, 2013
MGT
OF AMERICA, INC.
2001 P Street, Suite 200
Sacramento, CA 95811
p:(916) 443 -3411
w .mgtamer.com
Table of Contents
Section Page
I Executive Summary
Introduction.....................................................................................
............................... 1
StudyScope & Objectives ............................................................
............................... 1
StudyFindings ..................................................................................
............................... 2
NewFees ..........................................................................................
............................... 4
Methodology...................................................................................
............................... 6
Economic & Policy Considerations .............................................
............................... 9
II User Fee Summaries by Department
Planning & Community Development .......................................
............................... 10
PublicWorks .....................................................................................
............................... 23
Police.................................................................................................
............................... 31
Fire......................................................................................................
............................... 35
Community & Cultural Services ...................................................
............................... 42
Clerk- Records ................................................................................
............................... 52
BigBlue Bus ......................................................................................
............................... 54
III Comparison Survey 56
Section I
Executive Summary
EXECUTIVE SUMMARY
MGT of America (MGT) is pleased to present the City of Santa Monica with this summary of findings for the comprehensive citywide user
fee /cost of services study.
Santa Monica has a long history of reviewing its fees and charges and first underwent a detailed cost of services study in the late 1980's.
City policy is to accurately reporting the true cost of providing various fee - related services, and set fees at a level to recover appropriate
levels of cost. Since that initial study, the City has regularly undergone similar studies in order to maintain the accuracy in reporting the
costs to provide fee - related services, and establishing fees based on cost. The most recent City -wide study was completed in 2010. In
September 2012, the City contracted with MGT to perform this cost analysis using the adopted 2012 -2013 fiscal year budget, staffing and
operational information.
This report is the culmination of the past six months of work between MGT and city management and staff. MGT would like to take this
opportunity to acknowledge all city personnel who participated on this project for their efforts and coordination. Their responsiveness
and continued interest in the outcome of this study contributed greatly to its success.
Study Scope and Objectives
The study included a review of fee -for service activities within the following departments /divisions
Planning and Community Development
Public Works
Police
Fire
Community and Cultural Services
Finance
Clerk — Records
Additionally, MGT developed a cost analysis for a single new fee proposed by the City's Big Blue Bus operations — a fee to be charged for
moving a bus stop. Water, sewer, and solid waste rates, airport fees, business license taxes, franchise fees, and parking fees were not
included in the scope of services of this study.
Page 1
The study was performed under the general direction of the Finance Department with the participation of representatives from each
department. The primary goals of the study were to:
Define what it costs the City to provide various fee - related services.
4. Determine whether there are any opportunities to implement new fees, based on existing cost recovery policies.
Identify service areas where the City might adjust fees based on the full cost of services and other economic or policy
considerations.
Develop revenue projections based on recommended increases (or decreases) to fees.
Provide comparative data for what neighboring cities are charging for similar services.
The information summarized in this report addresses each of these issues and provides the City with the tools necessary to make informed
decisions about any proposed fee adjustments and the resulting impact on general fund revenues. Penalties charged by the City, unlike
user fees, are not based on a cost recovery formula but are rather set to deter unlawful conduct. The items listed in the study do include
several penalties to provide a more comprehensive view of rates charged by departments, however, no changes in these penalty rates
from current levels are recommended. One new penalty for Police Department response to a second false alarm within a year is
proposed.
It is also important to note that the User Fee Study Summary Sheets in the report identify over seventy current fees as providing
amounts substantially in excess of full cost recovery. These fees were appropriate when adopted, but are no longer supportable
because of efficiencies and new processes that have reduced cost. Due to these changed circumstances, reductions in these fees
to 100% recovery of current costs is recommended.
The study's primary objective is to provide the City's decision - makers with basic data needed for setting fees. This report details the full
cost of services, and presents proposed fees and projected revenues based on recommended user fee cost recovery levels.
Recommendations were based upon careful consideration of the results of the cost analysis, historical cost recovery levels, and
market comparisons. The exhibit on the following page displays the costs and revenues of each department /division into the following
categories:
Page 2
Column A, User Fee Costs - This study evaluated over $234 million of costs to provide various services. Of that total, $31 million (or
13.3 %) is related to user fee services. It is this $31 million that is the focus of this study and represents the total potential for user fee -
related revenues for the City.
Column B, Current Revenues - Based on current fee levels, the City generates fee related revenues of $14.6 million and is experiencing
an overall 47% cost recovery level. Within each department, current cost recovery levels range from 87% for Fire to 24% for
Community and Cultural Services. The detail of individual fees may be found in subsequent sections of this report.
Column C, General Fund Subsidy - Current fee levels recover 47% of full cost, leaving 53% or $16.2 million to be funded by other
funding sources. Some of this $16.3 million will be recovered through implementation of the study's recommendations.
Column D, Recommended Recovery - It is estimated that adoption of the recommended cost recovery policy would increase fee
revenue to $16.4 million. This would bring the overall cost recovery level up to 53 %.
Column E, Increased Revenue - $1.9 million in potential new revenue could be generated. This would represent a 12.9% increase over
the revenue currently being collected for these activities by the City on an annualized basis.
City of Santa Monica
User Fee Cost & Revenue Analysis
FY 2012/2013
Page 3
CURRENT
11A'ENDfb.;
.
(A)
Costs, User
(B) Current
(C) Current
(D)
Cost Recovery
(E)
Increased
User Fee Department
Fee Services
Revenue
Subsidy
Policy
Revenue
Planning& Community Devel
$
7,288,182
$
6,105,936
84%
$
1,182,246
16%
$
7,002,320
96%
$
896,384
Public Works
$
1,964,869
$
1,572,005
80%
$
392,864
20%
$
1,960,629
100%
$
388,623
Police
$
1,441,913
$
641,850
45%
$
800,063
55%
$
700,919
49%
$
59,069
Fire
$
2,158,525
$
1,862,400
86%
$
296,124
14%
$
2,158,525
100%
$
296,124
Community & Cultural Svcs
$
17,889,279
$
4,380,583
24%
$
13,508,696
76%
$
4,585,377
267.
$
204,794
Clerk - Records
$
25,755
$
1,736
7%
$
24,019
93%
$
24,271
94%
$
22,534
Big Blue Bus
$
547
$
-
0%
$
547
100%
$
547
100%
$
547
Totals:
$
30,769,070
$ 14,564,510
47%
$ 16,204,559
53%
$ 16,432,587
53%
$
1,868,077
Page 3
The table below breaks down the totals by funding source.
New Fees
As part of this study, several departments are proposing new fees for consideration. Further discussion about these proposed new fees
(as well as current fees targeted for deletion or modification) will be discussed in later sections of this report, but below is a list of new fee
proposals:
PCD - Planning:
Business License-Limited Review (proposed fee of $109)
PC - Building & Safety:
Building Permit: Commercial /Industrial Shell Only -over 10,000 square feet (proposed fee is $0.5799 per square foot over 10,000)
Page 4
CURRENT
RCO:Il�lilzEND`E'D
(B)
Costs, User
(C) Current
(D) Current
(E)
Cost Recovery
(F)
Increased
Funding Source
Fee Services
Revenue
Subsidy
Policy
Revenue
General Fund
$
27,740,438
$
12,640,493
46%
$
15,099,945
54%
$ 14,125,894.
51%
$
1,485,401
Fund 04 Special Revenue Source
$
446,154
$
409,988
92%
$
36,167
8%
$
446,154
100%
$
36,167
Fund 25 Water
$
636,153
$
513,629
81%
$
122,525
19%
$
636,153
100%
$
122,525
Fund 27 Solid Waste Mgt
$
508,551
$
454,105
89%
$
54,446
11%
$
508,551
100%
$
54,446
Fund 31 Wastewater
$
488,798
$
360,988
74%
$
127,809
26%
$
488,798
100%
$
127,809
Fund 33 Airport
$
43,450
$
11,616
27%
$
31,835
73%
$
43,450
100%
$
31,835
Fund 24 Beach House
$
904,978
$
173,692
19%
$
731,286
81%
$
183,039
20%
$
9,348
Fund 41 Big Blue Bus
$
547
$
-
0%
$
547
100%
$
547
100%
$
547
Totals:
$
30,769,070
$ 14,564,510
47%
$ 16,204,559
53%
$ 16,432,587
53%
$
1,868,077
New Fees
As part of this study, several departments are proposing new fees for consideration. Further discussion about these proposed new fees
(as well as current fees targeted for deletion or modification) will be discussed in later sections of this report, but below is a list of new fee
proposals:
PCD - Planning:
Business License-Limited Review (proposed fee of $109)
PC - Building & Safety:
Building Permit: Commercial /Industrial Shell Only -over 10,000 square feet (proposed fee is $0.5799 per square foot over 10,000)
Page 4
PCD - Transportation:
Parking Evaluations (proposed fee is hourly, at $235 /hour)
Signing & Striping Modifications (proposed fee is hourly at $235 /hour)
Parking Lot Restriping (proposed fee is hourly at $350 /hour)
Bike Racks Permit (proposed fee is $253).
PCD - Code Compliance:
Residential Building Report - Code Compliance Review(proposed fee is $237)
Vacant Property Program (proposed fee is $237)
Public Works - Water Resources:
Water Service Installation: 3/4" to 1 " Partial Upgrade (proposed fee is $670.56)
Fire Service Installation: 8" - 12" (proposed fee is $13,049.72)
Fire Hydrant Relocation: new tap and kill out (proposed fee is $11,794.72)
Fire Hydrant Installation (proposed fee is $12,164.99)
Emergency Water Turn - Off /On: regular hours (proposed fee is $51.09)
Emergency Water Turn - Off /On: after hours & holidays (proposed fee is $306.57)
Public Works - Wastewater Pre - Treatment Program:
Industrial Wastewater Discharge Variance Request (proposed fee is $54.32)
Industrial Wastewater Permit Class 6 (proposed fee is $3,610.43)
Industrial Wastewater Permit Class 99 (proposed fee is $94.16)
Public Works - Civil Engineering:
Utility Excavation Permit: renewal for expired permit (proposed fee is $29.92)
Public Works - Resource Recovery & Recycling:
Container Rental for C &D Program (proposed fee is $182.37 plus disposal charge)
Curby Rental (proposed fee is hourly at $124.50 /hour)
Page 5
Fire:
Miscellaneous Plan Review (proposed fee is $386.99)
Solar Panel Plan Review (proposed fee is $404.79)
Final Building Inspection (proposed fee is $436.67)
Underground Tank Permit (Exempt) (proposed fee is $366.31)
City Clerk - Records:
Passport Execution Fee: (proposed fee is $25)
Passport Photos (proposed fee is $12)
Big Blue Bus:
Moving Bus Stop (proposed fee is $547)
IXT•7iiC
Penalties are not set based on cost recovery but rather set at a level to deter unlawful conduct. The study recommends the following new penalty in the
Police Department.
False Alarm Response — 2nd in calendar year (penalty is $164.86)
Staff will return to Council with any required ordinances and resolutions to authorize this new penalty.
NOTa ....
A cost of service study is comprised of two basic elements:
Hourly rates of staff providing the service.
Time spent to provide the service
The product of the hourly rate calculation times the time spent yields the cost of providing the service.
Page 6
r.�rr�r
The hourly rate methodology used in this study builds indirect costs into city staff hourly salary and benefit rates to arrive at fully burdened
hourly rates. Fully burdened hourly rates are a mechanism used to calculate the total cost of providing services. Total cost is generally
recognized as the sum of the direct cost together with a proportionate share of allowable indirect costs. The proper identification of all
costs (including labor, operating expense, department administration and citywide support) as "direct" or "indirect" is crucial to the
determination of the total cost of providing services.
Direct costs are typically defined as those that can be identified specifically to a particular function or activity, including labor, and
possibly materials or supplies. Indirect costs are those that support more than one program area and are not easily identifiable to specific
activities. Examples of indirect costs are: departmental administrative and support staff, training and education time, public counter and
telephone time, some service and supply costs, and citywide overhead costs from outside of the department as identified in the City's
cost allocation plan.
MGT's hourly rate calculation methodology includes the following:
Personnel Services Analysis - each staff classification within the department or division is analyzed in the study. The first burden factor is
comprised of compensated absences such as vacation /holidays /sick leave days taken in a year's time. Staff classifications are then
categorized as either direct (operational) or indirect (administrative or supervisory) labor. In some cases a classification will have both
direct and indirect duties. The total indirect portion of staff cost is incorporated into hourly overhead rates.
Indirect Cost Rate - a ratio of indirect cost to direct labor (salaries plus benefits) is established. There are three elements of indirect cost
incorporated, including:
Indirect Labor- includes compensated absences, administrative and supervisory staff costs.
Other Operating Expenses - most services and supplies are included as a second layer of indirect cost. There are some service
and supply expenses classified as "allowable direct "; these expenditures are not part of the indirect cost rate but will be included
as directly supporting specific program areas.
External Indirect Allocations - this represents citywide overhead (from the City's cost allocation plan).
Page 7
Fully Burdened Hourly Rates - incorporates all the elements that comprise the hourly rates used in this cost analysis.
Each direct or operational staff classification is listed, together with the average annual salary.
The hourly salary rate is calculated by the taking annual salary and dividing by 2,080 available productive hours in a year.
The benefit rate reflects the average benefit rate multiplied against the salary rate.
The overhead rate is derived by multiplying the internal and external indirect cost rates against the salary plus benefit rates.
The total combines the salary, benefits and overhead rates. This is the fully burdened rate for each staff classification.
MGT prepared indirect overhead rates and corresponding hourly rate calculations using FY 2012/2013 budgeted expenditures
Time Spent
The first step in the process was to identify staff time spent directly on each of the user fee activities. Each staff person involved in the user
fee services identified time spent to complete each task associated with all user fee services. Annual volume statistics were also
gathered in order to develop total annual workload information. This information is provided in detailed user fee workbooks which will be
provided to the City upon completion of the study.
Fee Calculations and Revenue Projections
Given this information, MGT was able to calculate the cost of providing each service, both on a per -unit and total annual basis (per -unit
cost multiplied by annual volume equals total annual cost). As mentioned above, costs were calculated by multiplying per -unit time
estimates by the hourly labor rates; additional operating expenses directly associated with certain services were also added in. Finally, if
other departments or divisions provided support into certain user fee activities, this time was accounted for and added into the analysis
as a crossover support activity. Full costs are then compared to current fees /revenues collected, and subsidies (or over - recoveries) are
identified. User fee summaries by department may be seen in Section II of this report.
Calculating the true cost of providing city services is a critical step in the process of establishing user fees and corresponding cost
recovery levels. Although it is an important factor, other factors must also be given consideration. City decision- makers must also
consider the effects that establishing fees for services will have on the individuals purchasing those services, as well as the community as a
whole.
The following economic and policy issues help illustrate these considerations.
It may be a desired policy to establish fees at a level that permits lower income groups to use services that they might not
otherwise be able to afford.
A consideration of community -wide benefit versus individual benefit might be of concern for certain services.
In conjunction with the second point above, the issue of who is the service recipient versus the service driver should also be
considered. For example, code enforcement activities benefit the community as a whole, but the service is driven by the
individual or business owner that violates city code.
Elasticity of demand is a factor in pricing certain city services; increasing the price of some services results in a reduction of
demand for those services, and vice versa.
Public sector agencies have a monopoly on providing certain services within its boundaries, such as development - related
services. However, other services, such as recreation classes, may be provided by neighboring communities or the private sector,
and therefore demand for these services can be highly dependent on what else may be available at lower prices.
One additional tool that many agencies use when considering how to establish fees for services is a comparison of what other agencies
are charging for similar services. As part of this study, MGT collected fee schedules from surrounding area cities and extracted a sampling
of fees to compare with fees charged by the City of Santa Monica. The results of the comparison survey may be found in Section III at
the end of this report.
Page 9
Section II
User Fee Summaries by Department
Planning & Community Development
Planning
Building
Transportation
Code Compliance
The user fee /cost analysis for this department mirrors the structure of City's fee schedule and was developed separately for each division:
Planning
Building and Safety
Code Compliance
Transportation (a partial combination of two divisions: 1) Strategic & Transportation Planning and 2) Transportation Engineering &
Management).
Fees are charged in a variety of ways including:
Flat (or fixed) fees -f he fee is always the same, regardless of size or complexity.
Per square (or linear) foot - the fee is calculated based on size.
Hourly (or time - and - materials) - city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost - this fee is charged to recover consultant costs.
Percentage of permit - the fee is calculated as a percentage of the original permit fee.
Penalties - these fees need not be limited to cost, and are designed to discourage for encourage) certain behaviors.
Planning
This year's cost analysis limited the planning fees reviewed to only those that are unaffected by the ongoing Zoning Ordinance Update,
as this is anticipated to change permit types and processing requirements. Once this update has been completed, the City will
undertake a comprehensive review of all planning application and environmental fees.
Planning application and environmental fees benefit individuals and the development community and are therefore eligible for cost
recovery. The City's policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing fee -
for- service activities.
Current fees recover 87% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $48,000 in new revenue per year.
One new fee proposal is included in this analysis
Business License- Limited Review (proposed fee of $109). This is a new sub - category of the business license review fee. It has
been created to recognize that some business licenses require only a cursory review by the Planning Department.
Page 10
Building and Safety
Building permit and plan check fees benefit individuals and the development community and are therefore eligible for cost recovery.
The City's policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing fee - for - service
activities.
Current fees recover 86% of total cost. Single trade residential permit fees are set at 50% of cost; all others are recommended at 100%
cost recovery. Assuming no loss in demand, fee adjustments will generate an additional $584,000 in new revenue per year and will
recover 96% of total user fee costs.
One new fee proposal is included in this analysis:
Building Permit: CommercialAndustrial Shell Only - over 10,000 square feet (proposed fee is $0.5799 per square foot over 10,000).
This new fee is intended for very large warehouses to be charged for the additional time required to inspect square footage over
10,000 feet.
Transportation
Transportation studies, plan checks, temporary no parking signs, traffic control plans and other services benefit businesses, the public and
the development community and are therefore eligible for cost recovery. The City's policy is to generally - but with some exceptions - set
fees to recover 100% of all costs associated with providing fee - for - service activities.
Current fees recover 80% of total cost; recommended fees are set at 96% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $168,000 in new revenue per year ($132,000 in General Fund).
Two existing fees are marked for deletion from the City's fee schedule:
Traffic Studies- simple
Traffic Studies - complex
Tasks involved in these two activities are now much broader than the current fee originally considered. Transportation staff
determined that these activities should be supported by other transportation activities and as such these costs have been
incorporated into the Standard Plan Check fees.
Page 11
Several new fee proposals are included in this analysis:
Parking Evaluations (proposed fee is hourly, at $235 /hour)
Signing & Striping Modifications (proposed fee is hourly at $235 /hour)
Parking Lot Restriping (proposed fee is hourly at $350 /hour)
o Bike Racks Permit (proposed fee is $253, but department staff proposing that this fee be waived in most instances)
Code Compliance
Code enforcement fees benefit businesses, the development community, and the citizens of Santa Monica and are therefore eligible for
cost recovery. The City's policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing
fee - for - service activities.
Current fees recover 22% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $96,000 in new revenue per year.
Two new fee proposals are included in this analysis
Residential Building Report (proposed fee is $237) - to recover code enforcement officer investigative time
Vacant Property Program - Monitoring and inspection of vacant properties (proposed fee is $237). Staff will return to Council at a
later time for approval to implement this program and any requires authorizing ordinances and resolutions.
Several fees no longer charged are proposed for deletion.
Page 12
City of Santa Monica
Planning/Development Review
2012/2013
Total User Fees
% of Full Cost
$385,074 $336,783 $48,290
87% 13%
$385,074 $48,290
100% 14%
Page 13
Current
Reci#tnfneniiattons
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee -
Current
R ent
Recovery %
Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee@ _.
Policy Level
Annual
Revenue
Increased
Revenue
Recommends
d Subsidy
1 Business License Planning Review
Flat
900
$302
'88%
-$344
$309,912
$271,926
$37,986
-100%
`:$344
$309,912
$37,986
Business License Planning Review: Home
2 Occupation
Flat
300
r $35
- 28%
$127
$38,102
$10,641
$27,461
'. 100%
':$127
$38,102
$27,461
3 Deed Restriction
Flat
25
$402
-83%
-$483
$12,070
$10,062
$2,008
-' 100%
c -$483
$12,070
$2,008
4 Occupancy Permit
Flat
6
- $1,932
° - 100%
-: $1,931.
$11,587
$11,591
44
-'. 100%
$1,931
$11,587
-$4
5 Projects in Coastal Zone (Approval in Concept
Flat
8
-- $294
-95%
.$311
$2,485
$2,349
$136
:;100%
"$311
$2,485
$136
6 Business License - Limited Review
new -Flat
100
$302
277%
$109
$10,916
$30,214
$19,298
1011
$109
$10,916
- $19,298
Total User Fees
% of Full Cost
$385,074 $336,783 $48,290
87% 13%
$385,074 $48,290
100% 14%
Page 13
City of Santa Monica
Building
2012/2013
Page 14
Current
,, ;
Recnmmehdetiotss;, -
Per UnIf
Annual
Per Unit
Annual
Service Name
Volum
Current Fee
KCurtent
Recovery %
Full Cost '.
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
-Level
Fee@
Policy Level
Annual Revenue
Increased
Revenue
Remmmende
dSubsidy
1 ARCHITECTURAL AND STRUCTURAL PLAN REVIEW
2 Pmlimina Review:
3 First Two Hours
rhoud
2
$463.14
97%
:: $475
$951
$926
$25
: 100%
:;$475
$951
$25
4 Each Additional Hour
16
$151.07
": 64%
$238
$3,803
$2,417
$1386
-:100%
S$238
$3,803
$1,386
5 Over The Counter PC
6 Standard-up to two reviews
682
$347.35
78%
$446
$304,156
$236,893
$67,263
=:100%
:::$446
$304,156
$67,263
7 Excessive - each review after two
Flat
71
$151.07''.
89%
-:$170
$12,0661
$10,726
$1,340
-100%
$1701
$12,066
$1,340
8 Formal Plan Review: New Bui.1d s antl Related Accesso
One an To army we ings -main accessory
9 buildings 3,500
Flat, sf
38
$3697.23
85%
';'$4373
$166,157
$140,495
$25,662
100%
$4,373
$166,157
$25,662
10 Apartments, Condominiums and Hotels and attached
Flat +sf
10
$8458.23
88%
'.$9,605
$96,050
$84,582
$11468
- 100%
'$9,605
$96,050
$11,468
11 Commercial/Industrial - complete build in and attache
12 1st 10,000 square feet
Flat +sf
9
$11,021.23
:- 83%
'$13,298
$119,686
$99,191
$20495
- 100%
;$13,298
$119,686
$20,495
13 Additional 10,000 sq ware feet
per sf
2
$3,019.00
79%1
$3,800
$7,599
$6,038
$1561
":100%
if$3,800
$7,599
$1,561
14 CommerciaVind ustrial- shell only and attached pa han
15 1st 10,000 sguare feet
Flat +sf
1
$7,215.23
- 83%
<:$8,682
1
100%1
$8,682
16 Additional 10,000square feet
per sf
Cd$4208
2:100%
$4,208
17 Commercial Garage Structures- stand a lone stmcture
Flat +sf
2
$7215.23':
83%
'1$8,682
$17,363
$14,430
$2,933
/100%
$8,682
$17,363
$2,933
18 Excessive - hourly charge after 3 reviews
hour)
1
$211.72
-: 89%
.:'$238
$238
$212
$26
-'100%
1:$238
$238
$26
19 4Stories or more
add'l 5%
105
-.100%
20 Formal Plan Review: Additions and Alterations:
esidentiaT Re mo- 3eland- Addiffid ns -mam
21 accessory bltl s 1,000 sq ft
Flat +sf
122
$1,55123
91%1
$1,703
$207,802
$189.2501
100%
$1,703
$207,802
$18,552
22 Tenant Improvements-
23 0- 10,000square feet
Flat +$1
189
$4,95023::
84%
:$5,912
27
$1,117,5
$935,593
$187682
'100%
. $5,912
$1,117,275
$181,682
24 Additional 10,000square feet
per sf
27
$3,775.00
81%
- '$4:;'01
$126,087
$101,925
$24162
` -100%
:$4;670
$126,087
$24,162
25 Intenor Demolition:
Page 14
City of Santa Monica
Building
2012/2013
Page 15
Current
Recomrge
, datigns
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Volum
Current Fee
' Current
Recovery %
Full Cost'.
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
-Level -
Fee'@ '
Policy:Level
Annual Revenue
Increased
Revenue
Rewmmende
d Subsidy
26 0- 10,000 square feet
Flat +sf
3
$1,176.23"
91%
:$1,295
$3,884
$3,529
$355
- .100%
$1,295
$3,884
$355
27 Additional 10,000square feet
per sf
2
$604.00
76%
':$792
$1,583
$1,208
$375
'.100%
!:$792
$1,583
$375
28 MECHANICAL PLAN REVIEW
29 Preliminary Review
Flat
1
$366.10'°
88%
-. :$417
$417
$366
$51
:'100%
$417
$417
$51
30 Over The Counter PC:
31 Standard -up to two reviews
Flat
64
$245.90
59%
i $417
$26,664
$15,738
$10926
-1000/0
::$417
$26,664
$10,926
32 Excessive - each review aftertwo
Flat
11
$125.71
55%
.$228
$2,508
$1,383
$1125
:'100%
1 $2281
$2,508
$1,125
33 Formal Plan Review:
34 Standard -up to two reviews
Flat
195
$48629
67%
-:$727
$141,796
$94,827
$46,970
:.100%
$727
$141,796
$46,970
35 Excessive- hourly charge after3 reviews
Flat
32
$245.90
118%
`, C$208
$6,666
$7,869
- $1,203
"100%
-$208
$6,666
41,203
36 ELECTRICAL PLAN REVIEW
37 Preliminary Review
Flat
1
$366.10
88%
$417
$417
$366
$51
' 100%
c$417
$417
$51
38 Over The Counter PC:
39 Standard-up to two reviews
Flat
92
$245.90
59%
$417
$38,329
$22,623
$15706
'.'100%
'$417
$38.329
$15,706
40 Excessive - each review after two
Flat
16
:$125.71
69%
.$182
$2,909
$2,011
$897
:-100%
:$182
$2,909
$897
41 Formal Plan Review:
42 Standard -up to two reviews
Flat
276
$486.29
's 67%
$727
$200,696
$134,216
$66480
`:100%
.$727
$200,696
$66,480
43 Excessive- hourly charge after 3 reviews
Flat
34
$245.90
118%
:'::$208
$7,083
$8,361
-$1278
-100%
-$208
$7,083
- $1,278
44 PLUMBING PLAN REVIEW
45 Preliminary Review
Flat
$366.10:
88%
<$417
5100%
$417
46 Over The Counter PC:
47 Standard-up to two reviews
Flat
45
$245.90
'.! 59%
' x.$417
$18,748
$11,066
$7,682
":100%
:':$417
$18,748
$7,682
48 Excessive - each review after two
Flat
3
.$125.71
69%
$182
$545
$377
$168
'..100%
-$182
$545
$168
49 Formal Plan Review:
50 Standard -u to two reviews
Flat
174
$486.29
67%
' - $727
$126,526
$84,614
$41,911
100%
-: $727
$126,526
$41,971
Page 15
City of Santa Monica
2012/2013
Page 16
Current
corrim enOatloni5r, ,,
-. Per Unit
Annual
i Per Unit ;
Annual
Service Name
Fee
Description
Volum
Current Fee
-`Current
Recovery %
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee@
Policy Level
Annual Revenue
Increased
Revenue
Recommence
dSubsidy
51 Excessive -hour charge after 3 reviews
hour]
30
$245.90
- 118%
`:$208
$6,249
$7,377
-$1128
.':100%
.8$208
$6,249
- $1,128
52 MISCELLANEOUS PLAN CHECK FEES
53 Defend Submittals
Flat
14
$814.90
` 86%
: $951
$13,312
$11,409
$1903
':100%
$951
$13,312
$1,903
54 Excessive Plan Check- each review after three
Flat
$151.07
64%
°.$238
- 100%
-$238
55 Demolition
Flat
75
$120.20
76%
'. $159
$11,934
$9,015
$2919
:` 100%
9$159
$11,934
$2,919
56 Formal Plan Review. means and methods Ian
Flat
$81490
281%
-$290
100%
'$290
57 Excessive Plan Check- each review after three
Flat
1 29
$245.90
110%
'$224
$6,498
$7,131
$633
: 100%
:$224
$6,498
-$633
58 Planning Applications- with or without preliminary review
Flat
1
:$120.20
57%
$212
$212
$120
$92
100%
'$212
$212
$92
59 Minimum Plan Review Fee -all formal plan check Cate one
Flat
1
$723.38
88%
:$819
$819
$723
$96
- 100%
`.$819
$819
$96
60 Plan Check Not Otherwise Classified: each hour or fracGO
hour
273
$151.07
82%
=$185
$50,416
$41,242
$9174
: 100%
!$185
$50,416
$9,174
61
62 COMBINATION BUILDING PERMITS
63 One and Two Family Dwellings - 3,500 so
Flat +sf
27
$4,425.20
100%
$4,406
$118,955
$119,480
- $526
-: 100%
':$4,406
$118,955
-$526
64 Apartments, Condominiums and Hotels and attached parki
Flat +sf
17
$10,220.20
99%
':$10,358
$176,082
$173,743
$2,339
1 -100%
$10,358
$176,082
$2,339
65 Commercial /Industrial - complete building and aftached pan
66 1st 10,000square feet
Flat +sf
15
$12,42020
103%
x:$12,045
$180,675
$186,303
$5628
'.100%
$12,045
$180,675
45,628
67 Additional 10,000square feet
per at
2
$6,063.00
104%
'':.$5,839
$11,679
$12,126
$447
".100%
:$5.839
$11,679
4447
68 Com ercialflndusMal- shell only and attached pdLkin :
69 1st 10,000square feet
Flat +sf
$7,836.20
99%
:`$7,903
- '100%
= $7,903
70 Additional 10,000square feet
new per sf
2$5,799
'.100%
'$5,799
71 Commercial Garage Structures -stand alone structures 10,
Flat +sf
3
$7,83620
99%
. ; $7,903
$23,710
$23,509
$201
- 100%
,- $7,903
$23,710
$201
72 Residential Remodel and Additions -main 8 accesso bu
Flat +sf
152
$1,31020
94%
$1,390
$211,223
$199,150
$12,073
-.100%
..'$1,390
$211,223
$12,073
73 Tenantlm rovemenis:
74 0- 10,0005 uare feel
Flat +sf
205
$3,61020
97%
'.x$3,720
$762,591
$740,091
$22500
-.100%
$3,720
$762,591
$22,500
75 Additional 10,000s uare feet
per $f
21
$2756.00'
99%
$2782
$58.420
$57,876
$544
'.100%
:$2782
$58,420
$544
Page 16
City of Santa Monica
Building
2012/2013
Page 17
Current
!.�eGO[fif11eY1da$Ions'
Per Unit
Annual
':� PeiUnit
Annual
Service Name
Fee
Description
Volum
Current Fee
'.Current
Recovery %
-
Full Cost ":
Annual Cost
Annual
Revenue
Annual
Subsidy
:Recovery
`'.Level
Fee@ :
Policy: Level
Annual Revenue
Increased
Revenue
Recommende
dSubsidy
76 Interior Demolition
-
77 0- 10,000s uare feet
Flat +sf
4
$726.20
: 78%
- ::$934
$3,737
$2,905
$832
-` -100%
.$934
$3,737
$832
78 Additional 10,000square feet
er sf
4
$460.00
89%
- ,.':$519
$2,075
$1,840
$235
100%
'$519
$2,075
$235
79 4Stories or more
add15%
48
100%
80 SINGLE TRADE PERMITS
81 Residential .3 inspections max
Flat
1,469
$198.49
::: 59%
1.::$339
$497,969
$291,582
$206387
50%
$169
$248,984
-$42,598
$248,984
82 Additional Inspections- each
Flat
1 65
$60.651
47%
'7$130
$8,452
$3,942
$4510
50%
1 $651
$4,226
$284
$4,226
83 All others Commercial, Demolition, etc -3 Inspections ma
Flat
511
$39527
d 117%
-$339
$173,221
$202,290
- $29068
: 100%
-:$339
$173,221
429,068
84 Additional Inspections. each
Flat
1
$12240
° 94%
'71$130
$130
$122
$8
' .100%
=$130
$130
$8
85 AFTER HOURS PERMITS
86 Review ofApplication
Flat
104
.$453.21
84%
$541
$56,259
$47,134
$9126
>: 100%
$541
$56,259
$9,126
87 Inspections. per hour (2 hour minimum
hour)
21
$184.15
- 83%
:$223
$4,673
$3,867
$806
-.100%
'$223
$4,673
$806
88 MISCELLANEOUS INSPECTIONS
89 Inspections Not Othermse Classified- each hour or fmctio
Flat
11
$184.15
70%
':$261
$2,875
$2,026
$849
-100%
$261
$2,875
$849
90 Reinspection Fee:
91 Combination Building Permit
Flat
___
1
$184.15
J 88%
-:$210
$210
$784
$25
100%
-$210
$210
$25
92 Single trade Permit. Residential
Flat
$60.65
47%
'. "$130
: 50%
-$65
_
93 Single trade Permit -All Others
Flat
7
$122.41
'.` 94%
.$130
$910
$857
$53
.1-100%
l$130
$910
$53
94 Minimum Inspection Fee - all permits except Sin leT
Flat
1
$487.40
99%
- ::'$494
$494
$487
$7
100%
';$494
$494
$7
95
96 MISCELLANEOUS FEES
97 Temporary Certificate of Occupancy
Flat
41
$395.87
88%
: :$448
$18,368
$16,231
$2,138
"100%
:$448
$18,368
$2,138
98 Chan a of Record on a Permit:
99 Single Trade Permit Residential only)
Flat
2
$15.44
44%
$35
$71
$37
$40
50%
-$18
$35
$4
$35
100 All Other Permit T es
Flat
2
.$29.77
84%
- $35
$71
$60
$17
`8'100%
`'$35
$71
$11
Page 17
City of Santa Monica
Building
2012/2013
Page 18
Current
iTer
rtYrnentlaiions�, ";" .;
Per Unit
Annual
Per Unit r
Annual
Service Name
Fee
Description
Volum
Current Fee
Current
Recovery
Full Cost -
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
':Level <
Fee@
Policy Level
Annual Revenue
Increased
Revenue
Recommence
d Subsidy
101 Engineering Re ort Review:
102 Seismic Retrofit Report Review
Flat
2
$12020
40%
$302
$604
$240
$364
100%
!$302
$604
$364
103 Alternate Methods of Construction:
104 Premanufactured Products
Flat
4
$875.55
- 87%
';:$1,002
$4,006
$3,502
$504
:'100%
$1,002
$4,006
$504
105 Field Construaed
Flat
3
$1,629.80
96%
:.:' $1,694
$5,083
$4,889
$194
x 100%
$1,694
$5,083
$194
106 Energy Compliance- Title 24, Pan 6 C.E.C.
Flat
388
$302.14.'.
87%
$347
$134,564
$117,230
1 $17,334
: -:100%
$347
$134,564
$17,334
107 Geotechnical Reports:
108 Addendum to Original Soils Report
Flat
10
$856.25
- 97%
$884
$8,841
$8,563
$278
':100%
'$884
$8,841
$278
109 As Built Compaction Reports
Flat
$1314.43
f 93%
!$1,413
' 100%
$1,413
110 FaultTrench
Flat
$4,100.97
103%
:.:$3,987
':100%
.$3,987
111 Building/Shoring Building/Shoring Plan Review
Flat
$916.35
95%
.$965
x`100%
=$965
112 Commercial/Mixed Use/ A is over 4 stories including
Flat
6
$2,057.56
83%
- :$2,481
$14,885
$12,345
$2540
100%
$2,481
$14,885
$2,540
113 Standard Reviews and All Others not listed above
Flat
105
$1,712.50
90%
';$1,910
$200,551
$179,813
$20738
:'.100%
$1,910
$200,551
$20,738
114 Sound Attenuation
Flat
7
$30214
92%
''$330
$2,310
$2,115
$195
r 100%
5$330
$2,310
$195
115 Extension Fees:
116 To Start Construction
Flat
$271.27
c 82%
-; -$329
- 100%
'$329
117 To Resume or Complete Construction
Flat
$304.35
: 85%
5.'$358
0100%
x$358
118 To Start Construction - Sin le Trade Residential
Flat
$135.63
41%
$329
'. 50%
'.':$165
119 To Resume or Complete Construction - Sin le Trade
Flat
$152.17
: 42%
- ::$358
l: 50%
'.$179
120 License Fees:
121 Special Inspector License- Qualification Review
Flat
78
$304.35
89%
'$343
$26,743
$23,739
$3,004
`:100%
.$343
$26,743
$3,004
122 Fabricator License- Qualification Review
Flat
1
$304.35
89%
:.x$343
$343
$304
$39
'...100%
:$343
$343
$39
123 Miscellaneous Reviews:
124 Buildin and Safe A eal
Flat
1
$1,629.80
85%
ST,"1
$1,927
$1,630
$291
-100%
$T,921
$1.927
$291
125 Accessibili Hardship Exemption
Flat
10
$27127
- 90%
" "$300
$2,998
$2,713
$286
-900%
$300
$2,998
$286
Page 18
of Santa Monica
2012/2013
Total User Fees
%of Full Cost
$5,790,449 $4,953,053 $837,396 $5,537,203 $584,150 $253,246
86% 14% 96% 12% 4%
Fw#70isapmpcsednewfee. Depsr entstaHrecommendimpiamenling this fee on apersquave footbasis. The persquare footfee is catcohatedby dividing the tofaicostabove, by 10, 000 sf= $0.5799
Fee #734 iswnenNychargedatfuiicostmcoveryusinga Permit Speciaiis thoufiy2le. DepanmentstaXrecommendthatihis fee be changedto a Aatfee charge.
Page 19
Current
,
o, rns
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Volum
Current Fee
<Curtent
Recovery " /,
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
-Level
Fee C8
Policy'. Level
Annual Revenue
Increased
Revenue
Recommence
dSubsidy
126 Review and Approval of Testing Lab
Flat
$487.40
`- 107%
$454
`;100%
.$464
127 Modification of Technical Code:
128 No Administrative hearing- StaffApproval- each
Flat
10
$875.55
'. 87%
:? $1;002
$10,016
$8,756
$7260
-100%
:$1;002
$10,016
$1,260
129 Administrative headn- BUildin Officer- Project
Flat
2
:41,629.80
90%
': $1 {818
$3.636
$3,260
$377
- `.100%
41 {818
$3,636
$377
130 Record Fees
131 Residential Building Record
Flat
834
$241.49
- 96%
'. $252
$209,790
$201,403
$8387
'.`.100%
$252
$209,790
$8,387
132 Approved Plans and Permits
133 Duplication
actual cost
'- 100%
134 Application Processing
Flat
1
$106.08
89%
$119
$119
$106
$13
100%
'$119
$779
$13
135 Maintenance of Permit and Plan Documents
13 %of mt
3,738
1::100%
136 Renewal Fees
137 Expired Plan Check - Formal
138 Plan Check Extension and Renewal Application
Flat
10
$814.90
236%
$345
$3,452
$8,149
$4697
'.'100%
:$345
$3,452
- $4,697
139 Any Others
Flat
.$814.90
79%
1 $1,029
,' 100%
$1,029
140 Excessive Plan Check Per Hour
Flat
1
$151.07
64%
- $238
$238
$151
$87
100%
::-:$238
$238
$87
141 Permit Renewals
142 No Ins ecdon
100% of Pm t
3100%
143 Rough Inspection
50% of arm
_ 100%
144 Final Inspection
20% of pma
-:100%
145 Re Iacement CaM
146 Replacement l Strata Trade
Flat
2
$75.44
87%
$18
$35
$31
$4
':100%
':$18
$35
$4
147 Replacement l All Others
Flat
1
$29.77
168%
'$18
$18
$30
-$12
-'100%
':$18
$18
412
Total User Fees
%of Full Cost
$5,790,449 $4,953,053 $837,396 $5,537,203 $584,150 $253,246
86% 14% 96% 12% 4%
Fw#70isapmpcsednewfee. Depsr entstaHrecommendimpiamenling this fee on apersquave footbasis. The persquare footfee is catcohatedby dividing the tofaicostabove, by 10, 000 sf= $0.5799
Fee #734 iswnenNychargedatfuiicostmcoveryusinga Permit Speciaiis thoufiy2le. DepanmentstaXrecommendthatihis fee be changedto a Aatfee charge.
Page 19
City of Santa Monica
Transportation Planning and Engineering
2012/2013
Page 20
Current
Recommendations
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Volum
Current Fee
Current '..
Recovery %
Full Cost',
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery 1
Level 5
Fee @
Policy Level
Annual Revenue
Increased
Revenue
Recommende
d Subsidy
1 Traffic Studies:
2 Simple no TDFM run -
delete
2
$205
n/a
$410
:0%
delete
-$410
3 Complex DFM run
delete
5
$247
':n /a
$1,235
-: 0%
- delete
- $1,235
4 Traffic/Parking Hourly Rate
hour)
6
1 $288
138%
$209
$1,255
$1,727
-$472
-100 %
$209
$1,255
-$472
5 Traffic Study Review -Non CEOA
hour)
10
$522
254%
$205
$2,053
$5,220
- $3,167
=100%
- -$205
$2,053
- $3,167
6 Traffic Control Plan Review- Base Fee
7 First two reviews, per page
Flat
260
$294
130%
$226
$58,797
$76,318
- $17,521
100%
$2261
$58,797
- $17,521
8 Third and subsequent reviews, per page
Flat
60
$197
69%
"$287
$17,222
$11,843
$5,379
:100%
$2871
$17,222
$5,379
9 Over the Counter Plan Check:
10 Standard 2 reviews maximum
Flat
14
$218
'75 %'
-$290
$4,056
$3,057
$999
:100%
x$290
$4,056
$999
11 Each additional review
Flat
10
'$82
44%
$187
$1,865
$816
$1,049
100%
$187
$1,865
$1,049
Standard Plan Check - Parkin and On-
12 site Construction Design:
13 0-2 Parking Spaces
Flat
96
$452
99%
$456
$43,823
$43,403
$420
100%
$456
$43,823
$420
14 3-20 Parking Spaces
Flat
31
- _$698
r° 47%
.:$1;484
$46,017
$21,638
$24,379
:100%
$1,484
$46,017
$24,379
15 21-40 Parkin Spaces
Flat
19
.$1,067
81%
$1,325
$25,170
$20"281
$4,889
100%
$1,3251
$25,170
$4,889
16 41 -100 Parking Spaces
Flat
40
- '$1,396
90 %.
`:$1,557
$62,297
$55,841
$6,456
x'100%
$1,5571
$62,297
$6,456
17 Each additioinal 100 Parking Spaces
Flat
6
'::$369
102%
($363
$2,177
$2,216
440
100%
$3631
$2,177
440
18 Miscellaneous -each hour /fraction thereof.
19 Plan Checks- Not Otherwise Classified
hour)
1
-$218
- -113%
,:$193
$193
$218
-$25
100%
].$193
$193
-$25
20 Plan Revisions
hour)
10
$218
115%
- -:$190
$1,900
$2,183
-$284
100%
$190
$1,900
-$284
21 Permit Renewals
hour)
1
-$218
'115%
$190
$190
$218
-$28
'100%
1'$190
$190
-$28
22 Excess Plan Checks - 3rd +resubmittal
hourly
1
1 $218
113%
$193
$193
$218
-$25
<100%
-$193
$193
-$25
23 Em to ee Annual Transportation Fee:
Employers with 10-49 employees fling a
24 Workplace Transportation Plan
per empl
8,689
$16
98%
$17
$144,926
$142,065
$2,861
100%
$16.68
$144,9261
$2,861
Page 20
City of Santa Monica
Transportation Planning and Engineering
2012/2013
Total User Fees
$989,715 $788,808 $202,552
% of Full Cost 80% 20%
Fees #2 and #3 Traffic Studies are recommended to be deleted 50% of their costis mcorporatedinto Fees #14477as an overhead
Fee #5fs current /y chargedas the grealarof 11% of the traffic study fee, or$522 DepanmentstaH recommend this fee nowbe chargedon an houdyoractua /costbasis.
Fee #25- discounts are given ifemp /oyermeetsA VR target Actua /annua/ volume has been reducedso thatannua /revenue Agures are correct
$957,099 $168,291 $32,616
97% 21% 3%
Page 21
Current
Recorzimendations s:
Per Unit
Annual
Per Unit
_._
Annual
Service Name
Fee
Description
Volum
Current Fee
Current :.
Recovery %
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery <
Level `:
Fee @
Policy Level
Annual Revenue
Increased
Revenue
Recommends
d Subsidy
Employers with 50+ employees fling either
an Employee Trip Reduction Plan or
25 Mobile Source Emissions Reduction Credit
per em pi
21,907
$12
89%
$14
$301,229
$267,923
$33,306
100%
$13.75
$301,229
$33,306
Administrative Costs -each hourlfraction
26 thereof
27 Senior Transportation Planner
hour)
4
$165
75%
$221
$883
$662
$221
100%
$221
$883
$221
28 Transportation Planning Associate
hour)
4
$164
88%
5$187
$746
$657
$89
:100%
$187
$746
$89
29 Transportation Management Coordinator
hour)
4
$161
86%
:$188
$753
$644
$109
100%
$188
$753
$109
Site Inspections - verify existing conditions
30 -each
full cost
4
$187
$746
$746
100 %
$187
$746
$746
31 Parking Evaluations
new - ml
115
? -$235
$27,000
$27,000
100%
$235
$27,000
$27,000
32 Signing and Striping Modifications
new - hrl
25
:$235
$5,869
$5,869
100%
$235
$5,869
$5,869
33 Parking Lot Restri in Fee
new - hrl
10
S':$350
$3,499
$3,499
-100%
-$350
$3,499
$3,499
34 Temporary No Parking Sin Issuance
plus addl
934
$20
33%
-$60
$56,441
$18,680
$37,761
100 %
-.$60
$56,441
$37,761
35 House Moving
Flat
1
-$16
'3%
;:$483
$483
$16
$467
.100%
- $483
$483
$467
36 Oversized Load - One Way
Flat
522
-$16
35%
$45
$23,559
$8,352
$15,207
100%
r$45
$23,559
$15,207
37 Oversized Load -Two Way
Flat
853
$32
71%
?$45
$38,498
$27,296
$11,202
100%
7;$45
$38,498
$11,202
45 Valet Permit- Annual
Varies
30
J$2,179
105%1
$2,070
$62,102
$65,370
- $3,268
100%
!$2,070
$62,102
- $3,268
46 Valet Permit- One Day
Flat
25
$150
10%
$1;455
$36,366
$3,750
$32,616
10%
-$150
$3,750
$32,616
47 Bike Racks
new - flat
5
- $253
$1,266
$1,266
100%
$253
$1,266
$1,266
48 Block Parties
Flat
15
$20
7%
>($277
$4,155
$300
$3,855
100%
.:::$277
$4,155
$3,855
49 Si nRemoval
Flat
250
-:$25
45%
- -S56
$13,987
$6,250
$7,737
_.100%
$56
$13,987
$7,737
Total User Fees
$989,715 $788,808 $202,552
% of Full Cost 80% 20%
Fees #2 and #3 Traffic Studies are recommended to be deleted 50% of their costis mcorporatedinto Fees #14477as an overhead
Fee #5fs current /y chargedas the grealarof 11% of the traffic study fee, or$522 DepanmentstaH recommend this fee nowbe chargedon an houdyoractua /costbasis.
Fee #25- discounts are given ifemp /oyermeetsA VR target Actua /annua/ volume has been reducedso thatannua /revenue Agures are correct
$957,099 $168,291 $32,616
97% 21% 3%
Page 21
City of Santa Monica
Code Compliance
2012/2013
Total User Fees
% of Full Cost
$122,945 $27,292 $95,653 1 $122,945 $95,653
22% 78% 100% 350%
Page 22
Current
Per Unit
Annual
Per UIR
Annual
Service Name
Fee Related
Fee
Description
Annual
Volume
Current Fees
Current
-. Current
Recovery
Full Cost '.
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @'Policy
Level
Annual
Revenue
Increased
Revenue
Recommended
Subsidy
3 Initial Inspection
Fee
Flat
$715
inactive
100%
4 Non Compliance: each addl insp.
Fee
per insp
$429
inactive
-
".100%
5 Noise Ordinance- After Hours Permit
Fee
Flat
50
$546''
-1 68%
- $803
$40,153
$27,292
$12,861
100%
:$803
$40,153
$12,861
15 Residential Bldg Rept -Code Compl Revie
Fee
1 1 new -Flat
50
-$237
$11,827
$11,827
- 100%
<: $237
$11,827
$11,827
16 Vacant Prop ert Pro ram
Fee
new
300
—$237
$70,964
$74964
100%
':$237
$70,964
$70,964
Total User Fees
% of Full Cost
$122,945 $27,292 $95,653 1 $122,945 $95,653
22% 78% 100% 350%
Page 22
Public Works
Administration
Civil Engineering
Water Resources
Wastewater Pre - Treatment Program
Street and Fleet Services
Resource Recovery & Recycling
Airport
The user fee /cost analysis for this department mirrors the structure of City's fee schedule and was developed as a whole for the
department. Divisions that are included in the cost analysis include:
Administrative Services
Civil Engineering
Street & Fleet Services
Airport (limited to four permit fees)
Resource Recovery & Recycling
Wastewater
Water
Fees are charged in a variety of ways including:
Flat (or fixed) fees - the fee is always the same, regardless of size or complexity.
Per square (or linear) foot - the fee is calculated based on size.
Hourly (or time - and - materials) - city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost - this fee is charged to recover consultant costs.
Per work activity- these fees are for blanket utility permits.
Per (utility) account
Per connection or installation - the fee is calculated based on project scope
Penalties - these fees need not be limited to cost, and are designed to discourage (or encourage) certain behaviors.
Public Works inspections, permits and plan check services benefit individuals and the development community and are therefore eligible
for cost recovery. The City's policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with
providing fee -for- service activities.
Current fees recover 80% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $388,000 in new revenue per year. $52,000 of this will be in the General Fund.
One existing fee is marked for deletion from the City's fee schedule:
Over the Street Banner Hanging -This service is not provided to the general public, but instead will be recovered from other city
departments through an internal work order.
Page 23
Several new fee proposals are included in this analysis. The chart below, prepared by Public Works staff, summarizes these new fee
proposals:
Division
New Service Name Proposed Fee Description
Civil Engineering
Utility Excavation Permit: renewal for expired permit $29.92 Processing renewal of utility excavation permit for a
period of 180 days.
'I , , •rF 4 11, >'
}:FI 4 1= "� .„ , - :c 1., is , 4
+ ti. ,i i ?i l F 1 , i i 1,�a'u ! >'�
, i., ( ,!E HIMMI! I } J ,i, i , 11 1 .,i '
.Il.,..I i3 i3. r, I,i,4 ,.}:.,!{ ..�t..l It„I „� #141„ »`.its �,.._t .,.
�ilF{�Iiili �43 iliml:»• Ma, �a��liir,( h,, ls4{,[ If_ I- 4, �,,, 1[ t„ I}, �i. �F nl ,�iil,H�t,� #,4�fl.il�n�Il[l,l }, Ftriii�litt #�,!Fhllj�,1111}i 4,I,hl���i.,'zt`i�,*�
Water Service Installation:'/;' to 1” Parfial Upgrade
$670.56
Upgrade existing W' meter to new 1" meter with
existing 1" service line.
Fire Service Installation: 8" - 12"
$13,049.72
Install new fire line service.
Fire Hydrant Relocation: new tap and kill out
$11,794.72
Relocate existing fire hydrant.
Water
Fire Hydrant Installation
$12,164.99
Install a new fire hydrant.
Emergency Water Turn - Off /On: regular hours
$51.09
Request to turn -off water service some day during
regular business hours.
Emergency Turn - Off /On: after hours & holidays
$306.57
Request to turn -off water service some day during
after -hours and holidays.
r'1 P 6,. I'I F4 1 } .':'F1F ", }! s. 4 ". } l jtir nyl4 (4 Id t'
4}4t,(t(I, i (Iit,fn 4, 4" it Ij 7 l.I „! IF 7} tt:,; ( t i!. ,t; ;is Ikl, }} „r.I 'i,i14} 7} L
_, �. ,. 4 I j 4J�n �4... :I 11114 4 =.. =il..,, ,} � i1.1,{1. ,L_li tl. .S}4 .h� }.,,1 , i 6 t.l�i },L (i 1;. 1[v;il17G
„. } 1 :i'1
, }( l ij}„ 17.171;j1 IF[t
� G t ;a..,,h 47�..,
•, }Ii L` }t” I ,ii {, FI } ° ,.1 y t III i` V 1 }} MY 11.4 "'
4 #ul: t4141 I t 4.4'r4 4411, i tt ;- [IE z y.,i (1 }llt;.
S41t. ,„m �,4.� ,xs (lltltl7 ,i .6, 4..1 ,., ,�4,) �11 „lL.tt ii1IJ L,.t.E- hl�t.i ��� °t I,If..::.,,._.
Review of plans to determine if variance from
Industrial Wastewater Discharge Variance Request
$54.32
existing grease interceptor rules is warranted based
on site conditions.
Permit class for significant industrial user as defined
Wastewater
Industrial Wastewater Permit Class 6
$3,610.43
by volume of daily discharge and /or chemical
strength of discharge.
Industrial Wastewater Permit Class 99
$94.16
New permit class for low risk discharge businesses.
t'1 "a {11 i »I} „ {1 @5 I4 4n;i. ,.,n 4 ,i
YI `;t - 4.r'F i , , 44 , i i , (:: - i 1 } 114
111111 I i(u;111 .s.,.,ik 14 � .1,, �.» iI ,,( Iu_ > „1 I i..ui .: ., , ig1,
..F} ifi #�a r,�t .et (x l� II 4 #, Ltauat. M #ll l� =�1 eitr,�u7= 71 (4117 1r1. rsiti�l #) 1 �1111411,.II„ I4li) at #h11 �.
( .,vR... iC
-t�'1 it t i
>. a. s , is „} I I
#xsi� 6hi,IniF }41�. 7 },i„ i117nYh7
,
i I i'- IS
i}.1.; {,.5.. tlSl
t,�. sn +SFll�
Container Rental for C &D Program
$182.37 plus
Rental of bin for construction and demolition waste.
disposal chg
RRR
Curby Rental
$124.50 per hr
Rental of outreach /recycling robot for private
events. Cost includes handler.
Page 24
City of Santa Monica
Public Works - MASTER FEE LIST
Page 25
Current
Rec6itirpgndatofis
Per Unit
Annual
Per Unit:
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
.;Current
Recovery %
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
>< Level
Fee@ -;
Policy Level
Annual
Revenue
Increased
Revenue
Recommends
d Subsidy
1 Over - the - Street Banners
Flat
5
$89:83
11%
Y$848.07
$4,240
$449
$3,791
- delete
-
- $449
$4,240
2 Newsrack Permit Annual Renewal 1st rack
Flat
20
$88.77
". 85%
f- $104.56
$2,091
$1,775
$316
100%
$104.56
$2,091
$316
3 Newsrack Permit: Annual Renewal ea add'I
Flat
525
$45.44
56%
?;$81.56
$42,819
$23,856
$18,963
100%
i. $81.56
$42,819
$18,963
4 Newsrack Permit: New install 1st rack
Flat
1
$163.80
1 78%
'.= $209.11
$209
$164
$45
- 100%
'$209.11
$209
$45
5 Newsrack Permit: New Install as add'I
Flat
1
$89.83
55%
(,$163.12
$163
$90
$731
100%
$163.12
$163
$73
6 Newsrack Permit: Impound Fee
Flat
1
$150.06
72%
'i$209.11
$209
$150
$591
100%
- :$209.11
$209
S59
7 Use of Publ Prop: New Permit w/Trans Rev
Flat
150
$159.57
- 90%
5$176.90
$26,536
$23,936
$2,600
100%
' $176.90
$26,536
$2,600
9 Use of Publ Prop: New Permit w/o Trans Rev
Flat
130
$133.15
- 132 %
- '.$100.90
$13.118
$17,310
-$4192
: 100 %
- :$100.90
$13,118
$4,192
10 Use of Pub] Prop: Permit Renewal w/o Trans Rev
Flat
120
$113.08
112%
, . $100.90
$12,109
$13,570
-$1,461
100%
::$100.90
$12,109
- $1,461
13 Crane Permit
Flat
220
$128.93
:. 73%
"$176.90
$38,919
$28,365
$10,554
100%
$176.90
$38,919
$10,554
14 Offsite Improvement Plan Check
hour)
1
$229.32
: 94%
- .$243.24
$243
$229
$14
100%
'.$243.24
$243
$14
21 Str lmpr lnsp: Res! Driveway
Flat
15
$116.25
65%
$177.63
$2,664
$1,744
$921
100%
;x$177.63
$2,664
$921
22 Str Impr Insp: Resi Sidew, Curb, Gutter, Alley
Flat
20
$386.78
77%
$503.87
$10,077
$7,736
$2,342
100%
:$503.87
$10,077
$2,342
23 Str lmpr lnsp: Comm Pro' 0499 lineal foot
Flat
15
$152.18
45%
- $340.75
$5,1111
$2,283
$2,829
100%
1 $340.751
$5,111
$2,829
24 Str lm rins :Comm Prot 500-999 lineal foot
Flat
2
$270.54
54%
:`.$503.87
$1,008
$541
$467
100%
:$503.87
$1,008
$467
25 Str lm rins :Comm Pro'1,00D +lineal foot.
Flat
9
$381.50
- 57%
.$666.99
$6,003
$3,434
$2,569
: 100%
x$666.99
$6,003
$2,569
26 Str lmpr lnsp: Remspections
hour)
1
$89.83
- 55%
::.$163.12
$163
$90
$73
- 100%
- $163.12
$163
$73
27 Outdoor Dining Inspection
Flat
5
$444.90
- 165%
:- $269.92
$1,350
$2,225
$875
100%
:$269.92
$1,350
-$875
28 Utility Excavation Permit: up to 24 feet
Flat
27
$703.82:
79%
(,:$889.39
$24,014
$19,003
$5,011
100%
::$889.39
$24,014
$5,011
29 UtIlty Excavation Permit: 25 feet & over
actual cost
68
100%
30 Wireless Facility Permit
time & marl
1
100%
31 Blanket Utl Permit Publ Prop Use up to 320 sq ft
per wk act
160
$93.00
78%
"$119.06
$19,0501
$14,880
$4,170
100%
$119.061
$19,0501
$4,170
32 Blanket Util Per cMinor Excav up to 24 [in ft
per wk act
140
-. $208.19
: 104 %,
-. .$200.62
$28,087
$29,147
- $11059
100%
T$200.62
$28,087
- $1,059
33 Certificate of Compliance
Flat
1
$1,375.93
:' 94%
!.$1;459.42
$1,459
$1,376
$83
100%
,.$1;459.42
$1,459
$83
34 Final lTentative Ma
Flat
1
$1,605.25
: 86%
$1(865.78
$1,866
$1,605
$261
- .100%
<.$1,865.78
$1,866
$261
35 Lot Llne Adjustment
Flat
1
$1,375.93
:: '94%
- $1,459.42
$1,459
$1,376
$83
100%
- $1;459:42
$1,459
$83
Page 25
City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Page 26
Cuffdnt,�
RoTnt�rend�tions. -
Per Unit
Annual
Per Unit.
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
:Current
Recovery %
Full Cost :
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level .Policy
Fee@ F
Level
Annual
Revenue
Increased
Revenue
Recommence
I tlSubsitly
37 Final Map Revision
Flat
1
$1,146.61
94%
::$1.,216.18
$1,216
$1,147
$70
100%
$1,216.18
$1,216
$70
38 Tentative Map Revision
Flat
1
$458.64
94%
'.$486.47
$486
$459
$28
100%
$486.47
$486
$28
41 Encroachment - Private Constr in Public Way
Flat
1
$315.98
130%
$243.24
$243
$316
$73
100%
$24324
$243
-$73
42 Excavation & Shoring
Flat
1
$588.63
242%
$243.24
$243
$589
3345
: 100%
$243.24
$243
-$345
43 Hydrology
time & mat'I
1
..$243.24
$243
$243
100%
- $24324
$243
$243
44 Industrial Waste Discharge
Flat
1
$441.73
81%
$547.28
$547
$442
$106
r 100%
:$547.28
$547
$106
45 Site Drainage - Chan in Existing Pattern
Flat
1
$196.56
162%
:$121.62
$122
$197
$75
100%
:$121.62
$122
375
49 Urban Runoff Mitigation Plan
Flat
1
$935.25
181%
.'$516.47
$516
$935
3419
100%
:$516.47
$516
-$419
50 Utilities - New Water Svc or Sewer Install
Flat
1
$461.81
'. 190%
?$24334
$243
$462
-$219
100%
'$243.24
$243
-$219
51 Tiebacks
Flat
1
$1,226.93
168%
$729.71
$730
$1,227
-$497
'. 100%
$729.71
$730
-$497
52 Soldier Beam
Flat
1
$1,226.92
' 168%
"- $729.71:
$730
$1,227
3497
100%
:$729.71
$730
-$497
54 Misc Rev: Flood Hazard Letter
Flat
1
$196.56
162%
' $121.62
$122
$197
-$75
100%
.$121.62
$122
-$75
55 Permit Renewal
Flat
1
$196.56
`. 95%
'$207.16
$207
$197
$11
100%
'$207.16
$207
$11
56 Plan Checks- Not Otherwise Classified
Flat
1
$196.56
81%
'.$243.24
$243
$197
$471
100%
:.$243.24
$243
$47
57 Plan Revisions
Flat
1
$196.56
81%
$243.24
$243
$197
$47
100%
:$24324
$243
$47
58 Review ofLegal Easements
hour
1
$229.32
122%
..$188.37
$188
$229
341
100%
$188.37
$188
$41
59 Right of Way Research /In uiries -each hr
hour
1
$254.68
135%
'$188.37
$188
$255
$66
100%
$188.37
$188
466
61 Street Vacation
hour
1
$229.32
94%
<$243.24
$243
$229
$14
100%
'1$243.24
$243
$14
62 Minimum Review Fee
hour
1
'$196.56
104%
'!$188.37
$188
$197
$8
100%
"$188.37
$188
$8
63 Temp No Pk q; ea "No Parking" sign
Flat
1000
$5.00
- 86%
x.$5.84
$5,836
$5,000
$836
100%
-. $5.84
$5,836
$836
66 Wtr Svc Install: 314 "to 1 " Partial Upgrade
new -Flat
1
;$670.56
$671
$671
100%
'$670.56
$671
$671
67 Wtr Svc Install: 3/4" Meter
Flat
10
$3,094.25
93%
:$3;315:27
$33,153
$30,943
$2,210
100%
$3,315.27
$33,153
$2,210
68 WV Svc Install: 1" Meter
Flat
74
$3,094:25
91%
c$3,407.95
$257,744
$228,975
$22,770
100%
.$3,401.95
$251,744
$22,770
69 Wtr Svc install: 1 -1/2 "Meter
Flat
15
$4,090.80
'. 95%
$4,290.23
$64,353
$61,362
$2,991
100%
$4;29023
$64,353
$2,997
70 Wtr Svc Install: 2" Meter I
Flat 1
3 1
$4321.17
95%
$4556.01
$13,668
$12,964
$705
` 100%1
$4,556.011
$13,668
$705
Page 26
City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Page 27
Current
-; :,Rc6mtrtendaiions-
;
Per Unit
Annual
Per Unit .
Annual
Service Name
Fee
Description
Annual
Volume
Curtent Fee
Current
Recovery %
Full Cost -.
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee@
Policy Level
Annual
Revenue
Increased
Revenue
Recommends
I d Subsidy
71 Wtr Svc Install: 3" Meter
Flat
3
$9,552.23
'. 75%
$12,725.35
$38,176
$28,657
$9,519
100%
$12;725.35
$38.176
$9,519
72 Wtr Svc Install: 4" Meter
Flat
1
$10992.63
-: 82%
:$13,484.95
$13,485
$10,993
$2,492
100 %'$13,484.95
$13,485
$2,492
73 Wtr Svc Install: 6" Meter
Flat
1
$17766.59
: 112%
:$15,890.93
$15,891
$17,767
- $1,876
100%
$15,890193
$15,891
- $1,876
74 Wtr Svc Install: 8" Meter
Flat
1
$19461.66
" 80%
.$24,342.38
$24,342
$19,462
$4,881
100%
$24;342.38
$24,342
$4,881
75 Wtr Svc Install: 10"+ Meter
actual cost
1
100%
76 Fire Svc Install: 2"
Flat
3
$3,799.12
':. 89%
$4,263.73
$12,791
$11,397
$1,394
100%
:$4,263.73
$12,791
$1,394
77 Fire Svc Install: 3 " -6"
Flat
12
$5,811.23
> 68%
%$8,577.10
$102,925
$69,735
$33,190
100%
$8,577110
$102,925
$33,190
78 Fire Svc Install: 8 " -12"
new - Flat
1
$13,049.72
$13,050
$13,050
100%
$13,049.721
$13,050
$13,050
79 Fire Hydrant Relocation - new lap &killout
new - Flat
1
:$11,794.72
$11,795
$11795
100%
$11;794.72
$11,795
$11,795
80 Fire Hydrant Installation
new - Flat
1
:$12,164.99
$12,165
$12,165
100%
$12,164.99
$12,165
$12,165
81 Fire Hydrant Flow Test
Flat
30
$666.83
^ 78%
$851.64
$25,549
$20,005
$5,544
100%
: $851.64
$25,549
$5,544
82 Damaged Water Meter Repair
actual cost
1
100%
85 Water Meter Downsize
actual cost
1
100%
87 Water Inspection Not Identified Elsewhere
Flat
1
$126.81
46%
:.$274.86
$275
$127
$148
100%
" <$274.86
$275
$148
88 Temp Water Service per meter
Flat
1
$209.24
: 137%
- $15328
- $153
$209
-$56
100%
c$153,28
$153
$56
89 Moved Meter per meter
Flat
1
$64.46
'. 84%
1::$76.64
$77
$64
$12
100%
:'.$76.64
$77
$12
90 Water Meter Test: 3/4 " -2 "Meter
Flat
1
$173.31
85%
::$204.38
$204
$173
$31
100%
($204.38
$204
$31
91 Water Meter Test 3" and Over
Flat
1
$693.25
- 57%
$1,22627
$1,226
$693
$533
100%
$1,22627
$1,226
$533
92 Delinquent Water Bills Tags
Flat
1
$2325
-. 46%
:I.C$51.09
$51
$23
$28
100%
:?$51.09
$51
$28
93 Reestablish Delinquent Account (per acct
Flat
1
$81.37
' 159%
$51.09
$51
$81
$30
100%
: "$51509
$51
$30
94 Sewer Saddle Connection
Flat
60
$890.87
: 81%
: $1,100.28
$66,017
$53,452
$12,565
100%
"$1,100.28
$66,017
$12,565
95 Sewer Cap: At Time of Saddle Install
Flat
20
:$420.60
: 78%
1 $536.351
$10,7271
$8.4121
$2,315
100%
::$536.35
$10,727
$2,315
96 Sewer Cap: After Saddle Install
Flat
5
$609.76
: 93%
- $658.41
$3,292
$3,049
$243
100%
$658.41
$3,292
$243
97 Sewer Lateral Inspection
Flat
90
$370.93
' 64%
:$576.54
$51,889
$33,384
$18,505
$576.541
$51,889
$18,505
98 Storm Drain Connect of Existing Box
perconnect
1
- $229.32
45%
- '$504.67
$505
$229
$275
100%
- $504.67
$505
$275
99 Storm Drain Pipe Installation
per install
1
$370.93
-: 73%
-: $504.67
$505
$371
$134
100%
11$504.67
$505
$134
100 Storm Drain Saddle Installation I
Flat 1
1
$890.87
- -73%
$1,227.68
$1,222
$891
$331
100%1
$1,221.68
$1,222
$331
Page 27
City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Page 28
Current
Recomrrientlations
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Curtent Fee
- Current
.Recovery %
Full Cost '.
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
-Level
Fee@ p.
Policy Level
Annual
Revenue
Increased
Revenue
Recommence
d Subsidy
101 Storm Dye Test (per test
Flat
1
$352:96
87%
: $406:66
$407
$353
$54
100%
P$406.66
$407
$54
102 Emergency Sewage Spill Response
actual cost
1
100%
103 Sewer Reinspection
Flat
1
$140.55
58%
P$243.82
$244
$141
$103
100%
$243.82
$244
$103
104 Same Day Emergency Tum -Off (regular hours
new - Flat
1
8(:$51!09
$51
$51
100%
li$5109
$51
$51
105 Same Day Emer Tum -Off after hours, holidays)
new -Flat
1
".$306.57
$307
$307
100%
'L$306.57
$307
$307
1071ndustr Waste Discharge Variance Request
new -Flat
75
- :$54:32
54,074
1 $4,074
100%
::..$64.32
$4,074
$4,074
1081ndustr WW Permit: Class 1
Flat
335
$11200
73%
8`$160.08
$53,625
$39,195
$14,430
100%
[$160.08
$53,625
$14,430
1091ndustr WW Permit: Class 2
Flat
290
$430.00
- 73%
$585.15
$169,693
$124,700
$44,993
100%
(:$585.15
$169,693
$44,993
1101ndustr WW Permit: Class 3
Flat
91
$646.00
- 73%
`x$879.74
$80,056
$58,786
$21,270
100%
>::$879.74
$80,056
$21,270
1111ndustr WW Permit: Class 4
Flat
1
$939.00
:`. 73%
$1,277.91
$1,278
$939
$339
100%
= $1,277.91
$1,278
$339
112 Industr W W Permit: Class 5
Flat
23
$1,409.00
: 87%
$1,61420
$37,127
532,407
$4,720
100%
($1,614.20
$37,127
$4,720
113 lndustr WW Permit: Class 6
new - Flat
1
'$3,610.43
$3,610
$3,610
100%
:$3,610:43
$3,610
$3,610
1141ndustr WW Permit: Class 99
new - Flat
20
:`.:$94.16
$1,8831
$1,883
100%
:$94.16
$1,883
$1,883
115 Constr& Demo Waste Mgt Plan
Flat
455
$460.76
'. 88%
- $521:94
$237,483
$209,646
$27,837
100%
1 $521.941
$237,483
$27,837
116 Solid Waste End Plan Check: Simple
Flat
68
$276.88
167%
::: $166.04
$11,208
$18,689
$7,482
100%
$166.04
$11,208
$7,482
117 Solid Waste End Plan Check: Complex
Flat
158
$507.25
84%
:$600.84
$94,632
$79,892
$14,740
100%
- $600.84
$94,632
$14,740
118 Private Refuse Hauler Permit
Flat
57
$499.86
98%
x$508.74
$28,998
$28,492
$506
100%
x$508:74
$28,998
$506
119 Container Rental for C &D Program
iew - plus dis
10
';:$182.37
$1,824
$1,824
: 100%
:$182.37
$1,824
$1,824
120 Container Rental Rent -A -Bin
plus disp chig
75
1 $132.10
99%
f- $133.60
$10,020
$9,908
$112
100%
:$133.60
$10,020
$112
121 BuIlty Item Collection
p lux disp chg
800
$57.07
100%
5x$56.94
$45,550
$45,656
$106
100%
$56.94
$45,550
-$106
122 Sale of Composting Bins
plus bin cost
180
.$10.57
98%
..:$10.82
$1,9471
$1,903
$45
100%
1`.$10.82
$1,947
$45
123 Residential Clean-A-Can Program onetime
Flat
60
$20.00
97%
'1`$20.72
$1,243
$1,200
$43
- ]W-hi
$20.72
$1,243
$43
124 Kitchen Food Scrap Pail Sales
plus pall
150
$1.50
1 52%
'$2.88
$433
$225
$208
100%
'. $2.88
$433
$208
125 Pressure Washing Services
hourl
200
$9025
73%
<$124.03
$24,807
$18,050
$6,757
100%
$124.03
$24,807
$6,757
126 Event Rental / Party Truck
hour)
10
$62.50
%. 72%
'- $86.73
$867
$625
$242
100%
- :$86.73
$867
$242
127 Curby Rental
new -houd
10
1
,:$124.50
$1,245
$1,245
100%
.$124.50
$1,245
$1,245
128 Additional Pick -U Service: Bin
Flat
250
$50.00
92%
- $54.21
$13,554
$12,500
$1,054
100%
::$54:21
$13,554
$1,054
Page 28
City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Page 29
Current
- Recommendation$,
,
Per Unit
Annual
Pei Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
Current
Recovery %
l
Full Cost
Annual Cosl
Annual
Revenue
Annual
Subsidy
Recovery
Level .:Policy
.Fee@
Level
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
129 Additional Pick-Up Service: Cart
Flat
30
$30.00
: 83%
'$36.14
$1,084
$900
$184
100%
-.'$36.14
$1,084
$184
130 Sidewalk Removal, Hauling, Repi up to 4" thick)
Flat per sf
14
$1310
J 42%
- $31.51
$441
$183
$258
100%
:'. :$31.51
$441
$258
131 Driveway Removal, Hauling, Re I depth to 6"
Flat per sf
5
$25.22
39%
r- $64:73
$324
$126
$198
100%
- $64.73
$324
$198
132 Removal, Hauling, Repl: Curb Only
Flat per If
1
$37.03
: 35%
; $106.14
$106
$37
$69
100%
:::$106.14
$106
$69
133 Removal, Hauling, Repl: Curb & Gutter
Flat per If
1
$47.97
: 42%
x:$115.39
$115
$48
$67
100%
4:$115.39
$115
$67
134 Removal, Hauling, Re I: Gutter Only
Flat per if
1
$23.99
41%
`.'$68.20
$58
$24
$34
100%
((:$58.20
$58
$34
135 Removal, Hauling, Repl: Concr Alleys (up to 6"
Flat per sf
1
$31.44
38%
: ' $83.44
$83
$31
$52
100%
>:- $8144
$83
$52
136 Ashphalt Removal, Hauling, Re up to 4"
Flat per sf
1
$9.13
43%
- :':$21.36
$21
$9
$12
100%
- ?$21.36
$21
$12
137 Ashphalt Removal, Hauling, Repi over 4"
Flat per sf
8
$10.16
45%
:`:$22.36
$179
$81
$98
100 %
- $22.36
$179
$98
138 Ashphalt Cement Overlay 1/2 "to 1 -1/2 " thick)
Flat per sf
1
$6.45
42%
x;$1521
$15
$6
$9
100%
:::$15.21
$15
$9
139 Ash halt Cement Overlay 1- 1/2 " -4 " thick)
Flat per sf
1
$8.45
< 44%
,::$19.10
$19
$8
$11
- 100%
$19.10
$19
$11
140 Pkwy Removal & Hauling; 15 linear feet
Flat
1
$146.02
33 %1
$444.54
$445
$146
$299
100%
:$444.64
$445
$299
141 Pkwy Removal & Haulin ; as add'I linear foot
Flat
1
$10.23
38%
.:$26.65
$27
$10
$161
100%
:.- $26.65
$27
$16
142 Removal & Hauling of Abandoned Driveway
Flat per sf
1
$26.50
59%
- :$44.79
$45
$27
$18
100%
>. $44.79
$45
$18
143 Misc Saw Cues: 121 linear feet
Flat
1
$93.74
29%
.$320.57
$321
$94
$227
100%
::$320.57
$321
$227
144 Misc Saw Cuts: ea WWI linear foot
Flat
1
$0.77
: 45%
L:: :$1.72
$2
$1
$1
- 100 %
- '$1.72
$2
$1
145 Tie -Ins Into Exist As h/Concr. ll linear feet
Flat
4
$64.33
- 31%
:$209.79
$839
$257
$582
10000%
- $209.79
$839
$582
146 Tie -Ins Into Exist Asph /Concr: ea addl linear ft
Flat
16
$5.92
44%
: - $13.44
$215
$95
$120
100%
::$13.44
$215
$120
147 Misc Concrete /Ashalt Work: 8s ft
Flat
1
$102.69
: 33%
':$315.58
$316
$103
$213
100%
.$315.58
$316
$213
148 Misc Concrete/ Ashalt Work: as add'[ soft
Flat
1
$13.27
40%
.::$32.90
$33
$13
$20
100%
- .$32.90
$33
$20
152 Bicycle Rack Installation
Flat -ea
1
$156.91
38%
'.':$411.64
$412
$157
$255
100%
- l$411.64
$412
$255
153 Bicycle Rack Bolt Down Only
Flat -ea
1
$63.94
-. 25%
$256.76
$257
$64
$193
- 100%
- $256.76
$257
$193
154 Message Board (per board
Flat -ea
2
$128.73
- 31%
<$421.81
$844
$257
$586
100%
:;$421.81
$844
$586
155 Film Permit: Airport - public airside
Flat
1
$102.60
; '. 19%
`.- $537.54
$538
$103
$435
: 100%
1$537.54
$538
$435
156 Film Permit Airport - public landside
Flat
1
$256.50'.
48%
;$537.54
$538
$257
$281
100%
?$537.54
$538
$281
157 Film Permit Airport - public leasehold proper
Flat
1
.:$256.50
- 55%
.:..:.$470.57
$471
$257
$214
100 %
- ::$470.57
$471
$214
158 Film Permit Airport Other com W roductions
actual cost
1
100%
Page 29
City of Santa Monica
Public Works - MASTER FEE LIST
Total User Fees
% of Full Cost
$1,964,869 $1,572,005 $392,864
80% 20%
1) Depadmentstaffrerommends this fee be removed from She CiVs fee schedu /e. This service is providedinfemal /y, to oMercifydepa fttents andis nota fee - for - service achOyprowded to the pub /ic
$1,960,629 $388,623
100% 25%
2) Proposedfee forthis service is to be setat 10% ofthe ongina/permitfee (for WWlndust hY Perm? fees, Ms 108- 114above). The cost calcu/affon above represents 10% ofthe average lime esfimates provided forthe odgmalpermitfees.
Page 30
$4,240
0%
Current
Racoretnenda
bri.
Per Unit
Amu -/
Per Unit':
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
Current
Recovery %I
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee@
Policy Level
Annual
Revenue
Increased
Revenue
Recommence
dSubsidy
190 Container Rental Events
plus disp chg
200
$132.10
78%
7$168.28
$33,657
$26,420
$7,237
100%
:$168.28
$33,657
$7,237
191 Airport Event Permit <8 weeks in advance
Flat
55
$200.00
26%
+'$761`.90
$41,905
$11,000
$30,905
- 100%
.':$761.90
$41,905
$30,905
193 Utility Excav Permit: Renewal for Expired Permit
new - Flat
1
' $29.92
$30
$30
100%
: $29.92
$30
$30
1941ndustr WW Permit Application Fee
Flat
60
$78.00
177%
`T$44.07
$2,644
$4,680
-$2036
100%
$44.07
$2,644
Total User Fees
% of Full Cost
$1,964,869 $1,572,005 $392,864
80% 20%
1) Depadmentstaffrerommends this fee be removed from She CiVs fee schedu /e. This service is providedinfemal /y, to oMercifydepa fttents andis nota fee - for - service achOyprowded to the pub /ic
$1,960,629 $388,623
100% 25%
2) Proposedfee forthis service is to be setat 10% ofthe ongina/permitfee (for WWlndust hY Perm? fees, Ms 108- 114above). The cost calcu/affon above represents 10% ofthe average lime esfimates provided forthe odgmalpermitfees.
Page 30
$4,240
0%
Police
Animal Control
Police Services
The user fee /cost analysis for this department combines three of the City's fee schedules into one whole:
Animal Control
Police Permits
Police Records
Most fees are charged on a flat (or fixed) fee basis - the fee is the same, regardless of size or complexity. There are two fees, animal
impounds and false alarm responses, where the fee escalates with additional occurrences. This department's fee schedule also lists
hourly billing rates by classification and hourly equipment rates for use with special event and film permits.
Animal control and police records and permit services benefit those individuals or businesses specifically requesting or utilizing the services
and are therefore eligible for cost recovery. Animal control services also provide a benefit to the community at large. The City's policy is
to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing fee - for - service activities. Animal
control services would be one of the exceptions to the policy of 100% cost recovery, leaving a portion of the costs to be subsidized by the
general fund.
Current fees recover 45% of total cost. Department staff recommends a 10% adjustment to all animal control fees. All police records and
permit fees have recommended fees set at 100% of cost -with the following exceptions:
Tobacco Retail - this permit fee is to remain unchanged at $145
Police Reports and Traffic Reports - these fees remain at $0.80 per page
Photos - these fees remain unchanged at $76 plus outside lab costs
False Alarm responses - these penalties remain unchanged at $164.86 for the 3rd response in a calendar year and $247.28 for the
4 +h and subsequent responses in a single calendar year.
Assuming no loss in demand, fee adjustments will generate an additional $59,000 in new revenue per year, recovering 49% of total cost.
One new penalty proposals are included in this analysis:
False Alarm Response -2nd in calendar year (proposed penalty is $164.86)
As noted earlier in this report, Staff will return to Council with any required ordinances and resolutions to authorize this new penalty.
Page 31
City of Santa Monica
Police Department
2012/2013
Page 32
Current
ReconymendA
ns
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
- Current
Recovery %
- Full Cost -
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
' Level
Fee @ Policy'
c. Level
_
Annual
Revenue
Increased
Revenue
Recomm
Subsidy
1 Adoptions - basic fee, do / u /cal/kitten
Flat
310
$41.20:
20%
$206.82
$64,114
$12,772
$51,342
22%
$45.32
$14,049
$1,277
$50,065
2 Adoptions - vaccine
Flat
350
$15.40
`. 15%
$99.67
$34,884
$5,390
$29,494
17%
$16.94
$5,929
$5391
$28,955
3 Adoptions - spa /neuter surgery
Flat
240
$70.00
- 38%
f -. $183.15
$43,956
$16,800
$27,156
42%
$77:00
$18,480
$1,680
$25,476
4 Adobons- basic fee, rabbit
Flat
10
$15.40
7%
": $206.82
$2,068
$154
$1,914
8%
$16.94
$169
$15
$1,899
5 Adoptions - basic fee, small animal
Flat
22
$15.40
7%
$206.82
$4,550
$339
$4,211
8%
$16.94
$373
$34
$4,177
6 Adoptions - basic fee, large animal
Flat
$41.20
'. 20%
- `:$206.82
1
22%
$45.32
7 Adoptions - home a ain microchip
Flat
145
$15.00
' 32%
.:$46.22
$6,702
$2,175
$4,527
36%
' $16.50
$2,393
$218
$4,310
8 Ado lions - rabies vaccinations
Flat
120
$10.00
L 10%
$95.67
$11,480
$1,200
$10,280
11%
$11.00
$1,320
$120
$10,160
9 Annual dog license - spayed/neutered
Flat
5300
$31.90
46%
$69:73
$369,558
$169,070
$200,488
50%
:$35.09
$185.977
$16,907
$183,581
10 Annual dog license - uns a ed/unneutered
Flat
150
$63.80
91%
$69.73
$10,459
$9,570
$889
101%
$70.18
$10,527
$957
-$68
11 Annual doR license - duplicate replacement
Flat
120
$4.10.'
29%
- $13.95
$1,673
$492
$1,181
32%
<$4.51
$541
S49
$1,132
12 Nonresident permit to - airport park
Flat
1045
$16.40
< 24%
- $69.73
$72,866
$17,138
$55,728
26%
$18.04
$18,852
$1,714
$54,014
13 Impound - d
Flat
100
$4120
- 3%
'i':$1,627.42
$162,742
$4,120
$158,622
3%
` $45.32
$4,532
$412
$158,210
14 Impound - cat
Flat
50
$15.40'.-
1%
-- $1,627.42
$81,371
$770
$80,601
1%
:'.$16.94
$847
$77
$80,524
15 Impound - state fine for unaltered do /cat
Pass Thru
;$40.00
.'$40.00
16 Owner surrrender - do licensed
Flat
15
$31.90
` 27%
$116.09
$1,741
$479
$1,263
30%
$35.09
$526
$48
$1,215
17 Owner surrrender - do unlicensed /altered
Flat
15
$63.80
-: 55%
'$116.09
$1,741
$957
$784
60%
.$70.18
$1,053
$96
$689
18 Owner surrrender - do unlicensed /unaltered
Flat
3
$97.80
84%
''$116.09
$348
$293
$55
93%
'. $107.58
$323
$29
$26
19 Owner surrrender - cat
Flat
40
$31.90
27%
'. '::$116.09
$4,643
$1,276
$3,367
30%
$35.09
$1,404
$128
$3,240
20 Boarding - dog, cat, other
Per day
300
:$10.30
3%
: $374.67
$112,401
$3,090
$109,311
3%
C$11.33
$3,399
$309
$109,002
21 Trap rental -10 days
deposit
3
$16.40
29%
S56.58
$170
$49
$121
32%
; :$18.04
$54
$5
$116
22 Annual Police Permit"
Flat
425
$91.94
: 94%
$07061
$41,633
$39,075
$2,558
100%
..:$97.96
$41,633
$2,558
Page 32
City of Santa Monica
Police Department
2012/2013
Page 33
Current
_�� ,,. ;13e�oinm�enclatiotie
- , .
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current Fee
' Current
I Recovery %
r Full Cost :
I
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy.
;Level
Annual
Revenue
Increased
Revenue
Recomm
Subsidy
23 Massage Establishment Permit
Flat
12
$91.94
74%
- $124.52
$1,494
$1,103
$391
100%
( $124.52
$1,494
$391
24 Massage Technician Permit
Flat
15
$91.94.3:
94%
- $97.96
$1,469
$1,379
$90
100%
$97.96
$1,469
$90
25 Second Hand Dealer Permit - New
Flat
4
$362.48
95%
.$380.76
$1,523
$1,450
$73
100%
`,. $380.76
$1,523
$73
26 Second Hand Dealer Permit- Renewal
Flat
36
$208.18
'.` 66%
:5 $313.84
$11,298
$7,494
$3,804
100%
$313.84
$11,298
$3,804
27 Tobacco Retail
Flat
110
$145.00
5795
1:. $254.99
$28,049
$15,950
$12,099
100%
: $254.99
$28,049
$12,099
28 Pawnbroker Permit -New
Flat
1
$362.48
' 95%
' $380.76
$381
$362
$18
100%
$380.76
$381
$18
29 Pawnbroker Permit - Renewal
Flat
1 3
$208.18
- 85%
.'$246.13
$738
$625
$114
100%
` $246.13
$738
$114
32 Records - other reports, thefts
Perpa a
2000
$0.80
r: 11%
:$7.02
$14,048
$1,600
$12,448
11%
$0.8ol
$1,600
$12,448
33 Records - traffic accident reports
Per a e
1900
$0.801'
11%1
$7.02
$13,345
$1,520
$11,825
11%
:$0.80
$1,520
$11,825
34 Photos - color or black &white
+lab fees
200
$76.00'=
112%
$67.56
$13,512
$15,200
- $1,688
100%
$67.56
$13,512
- $1,688
35 Audiotape copy
Flat
14
$38.00
-: 90%
: :':$42.14
$590
$532
$58
100%
$42.14
$590
$58
36 Videotape copy
Flat
1
$81.30
95%
:.; $85.41
$85
$81
$41
100%
$85.41
$85
$4
37 Crime anal sWresearch- one search of database
Flat
1
$96.10
-. 80%
$119.56
$120
$96
$231
100%
C: $119.56
$120
$23
38 Crime analysis/research - muffi le searches of databa
Flat
1
$143.70
. 80%
x.$179.33
$179
$144
$36
100%
'. $179.33
$179
$36
39 Fingerprinting - public
DOXFBlfe
1550
$31.60:
92%
'. $3423
$53,0511
$48,980
$4,071
100%
$34.23
$53,051
$4,071
40 Vehicle impound & release
Flat
1000
$123.60
98%
II - $126.75
$126,751
$123,600
$3,151
100%
-'. $126.751
$126,751
$3,151
41 30 day vehicle impound
Flat
141
$809.40
94%
$861.14
$121,421
$114,125
$7,295
100%
'. $861.14
$121,421
$7,295
42 Boot removal
+boot usa
1
$140.40
100%
:$139.93
$140
$140
$0
100%
$139.93
$140
$0
44 DUI response - accidentrinju
Flat
7
$3,179.80
'< 90%
:: ..$3,516.66
$24,617
$22,259
$2,358
100%
: $3,516.66
$24,617
$2,358
45 Firearms storage and release - per weapon
Flat
$129.90
92%
- $141.00
100%
'- $141.00
46 Local records check
Flat
$19.00
90%
:: "$21.07
100%
- .$21.07
47 VIN verification
Flat
$59.10
92%
. .$63.96
100%
$63.96
Page 33
City of Santa Monica
Police Department
2012/2013
A'22) This services includes the following permits
Ambulance Companies
Alcohol Dispensing License
Amusement& Entertainment Enterprises:
Arcade
Rides
Nan Permanent Rides
Shows
Skills Games
Non - Permanent Skills Games
Auctioneer
Total User Fees
% of Full Cost
Auction House
Auto Parks (Parking)
Auto Wrecking
Bathhouse or Treatment
Billiard
Boxing
Carnival
CamivalMerchandise
Circus
Dance Hall
Dancing Academy Peddler
DanangEntertemmemm bar Physica17rsuvngorFime5s
Drive -In Restaurants
Current
Figure Studio
Shooting Gallery
omrrieritlations ' `
PerZinit
Annual
PerLinit
Annual
Service Name
Fee
Description
Annual
Volume
-
Current Fee.
Current
Recovery %
Full Cost
Annual Cosl
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy
- Level
Annual
Revenue
Increased
Revenue
Recomm
I Subsidy
48 Vehicle inspection
Flat
$23.10
54%
$42.71.
100%
$42.71
49 False alarm ?
Penalty
9001
$164.86
$164.86
50 ACO's Field Services
overhead
1
51 False alarm- 2nd res onse ih calendar eat.
new em
1063
$164.86
A'22) This services includes the following permits
Ambulance Companies
Alcohol Dispensing License
Amusement& Entertainment Enterprises:
Arcade
Rides
Nan Permanent Rides
Shows
Skills Games
Non - Permanent Skills Games
Auctioneer
Total User Fees
% of Full Cost
Auction House
Auto Parks (Parking)
Auto Wrecking
Bathhouse or Treatment
Billiard
Boxing
Carnival
CamivalMerchandise
Circus
Dance Hall
Dancing Academy Peddler
DanangEntertemmemm bar Physica17rsuvngorFime5s
Drive -In Restaurants
Pool Hall
Figure Studio
Shooting Gallery
Firearms
Soliciting Business
Fortune Teller
Soliciting Interstate
Health Club
Telemarketing- Retail
Herb Doctor
Telemarketng - Service
intnerant Vendor
Tow Truck Owner
Parade
valet Parking
$1,441,913 $641,850 $800,063
45% 55%
$700,919 $59,069 $740,994
49% 9% 51%
Page 34
Fire
M
The user fee /cost analysis for this department follows the basic structure of City's fee schedule and was developed as a whole for the
department. All divisions within the department are included in the cost analysis.
Fees are charged in a variety of ways including:
Flat (or fixed) fees - the fee is always the same, regardless of size or complexity.
Per square foot or per device - the fee is calculated based on size.
Hourly (or time - and - materials) - city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost - this fee is charged to recover consultant costs.
Penalties - these fees need not be limited to cost, and are designed to discourage (or encourage) certain behaviors.
Fire prevention and other miscellaneous fire services benefit those individuals or businesses specifically requesting or utilizing the services
and are therefore eligible for cost recovery. The City's policy is to generally - but with some exceptions - set fees to recover 100% of all
costs associated with providing fee - for - service activities.
Current fees recover 86% of total cost; recommended fees are set at 100% of cost, with one exception. False alarm responses are to
remain unchanged and recover more than 100% of cost, allowing for a penalty component. Assuming no loss in demand, fee
adjustments will generate an additional $296,000 in new revenue per year.
Department staff has made several proposed modifications to the City's.current fee schedule. Most changes are simple name changes
that will better reflect the service provided. The user fee summary pages incorporated into this report reflect these name changes. The
basic method of charging the fee (e.g. on a flat fee or plus a per square footage calculation) remains unchanged.
Some fees are slated for deletion as no longer being relevant:
Preliminary Review
Over the Counter Plan Check
Plan Checks Not Otherwise Classified
Plan Revisions and Deferred Submittals
Excessive Plan Checks
various annual inspections (some no longer performed, others may be redundant since they are covered under other inspection
types)
Page 35
Four new fee proposals are included in this analysis:
Miscellaneous Plan Review (proposed fee is $386.99) - This incorporates plans that do not fall into other specific categories like fire
sprinkler, fire alarms, etc. These might include clean agent systems or other types of plans not normally reviewed.
Solar Panel Plan Review (proposed fee is $404.79) - These plans are reviewed for compliance with city guidelines for solar panel
installation. The department has not historically charged fees for these plan reviews.
Final Building Inspection (proposed fee is $436.67) — This fee would recover the cost for a new construction inspector performing a
final building inspection. This inspection is required in order for the business /building to open.
Underground Tank Permit (Exempt) (proposed fee is $366.31)
Page 36
City of Santa Monica
Fire Department
2012/2013
Page 37
Current
, .,, Recommendation$
Per Un&
Annual
Per Unit
_
Annual
Service Name
Fee
Description
Annual
Volume
Current
.:Fee
Current
Recovery %
Full Cost -
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
;Fee@
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
3 Standard/Complex Pin Chk new Wig: 1st2,500sf
Flat
50
::$37938
74%
$515.98
$25,799
$18,969
$6,830
100%
':'. $515.98
$25,799
$6,830
4 Standard/Complex Pin Chk new Will: >2,500 sf
per s ft
375000
$0.0184
36%
:$0.0516
$19,349
$6,900
$12,449
100%
S $0.0516
$19,349
$12,449
5 Commercial Tenant Improvement, 1st 2,500 sf
Flat
50
-$137.38
r53%
$257.99
$12,900
$6,869
$6,031
100%
'.: $257.99
$12,900
$6,031
6 Commercial Tenant lm rovement, >2,500 sf
per sgft
42500
$0.0184
d71%
:$0.0258
$1,096
$782
$314
100%
=: $0.0258
$1,096
$314
9 Misc plan review
new fee
5
':$386.9885
$1,935
$1,935
100%
= $386.9885
$1,935
$1,935
10 Solar panel plan review
newfee
10
$404.7907
$4,048
$4,048
100%
: $404.7907
$4,048
$4,048
11 Final building ins ection
new fee
365
- $436.6723
$159,385
$159,385
100%
5$436.6723
$159,385
$159,385
12 Fire s r -NFPA 13 Sys: 1 -10 heads
Flat
50
..$331.82
-76%
$436.67
$21,834
$16,591
$5,243
100%
<s $436.67
$21,8341
$5,243
13 Fire Spr -NFPA 13 Sys: 10 +heads
perhead
1000
- .S4.36
'109%
S$3.99
$3,989
$4,360
-$371
100%
'.: $3.99
$3,989
-$371
14 Fires r -NFPA 13DSys: up to 1 Ok sq ft
Flat
65
.$38161
=. 77%
$496.51
$32,273
$24,935
$7,339
100%
'- $496.51
$32,273
$7,339
15 Fires r -NFPA 13D Sys; >10k sgft
Flat
4
:$520.99
185%
$616.19
$2,465
$2,084
$381
100%
$616.19
$2,465
$381
16 Fires r -resi, pHvate hydrant sys
Flat
1
:$359.45
'82%
- $436.67
$437
$359
$77
100%
r" $436.67
$437
$77
17 Fire Spr- resi, fire pump installation
Flat
1
.$1,467.86
97%
$1,513.771
$1,514
$1,468
S46
100%
- $1;513.77
$1,514
$46
18 Fire Spr - resi, spec hi pile stor &S rs scomb
)eposit/Actuz
$1;000.00
-:66%
- :$1,513.77
100%
':$1,513.77
20 Tents & Canopies 401 -2000 sgft
Flat
48
$203.96
116%
$176.27
$8,461
$9,790
$1,329
100%
:. $176.27
$8,461
- $1,329
21 Tents & Canopies 2,001 -5,000 sg ft
Flat
35
:'$407.92
160%
$255.50
$8,942
$14,277
$5,335
100%
:.`::$255.50
$8,942
- $5,335
22 Tents & Canopies > 5,000 sq ft
per sq It
875000
::$0.093
`'139%
$0.0569
$58,578
$81,375
- $22,797
100%
$0.0669
$58.578
$22,797
24 Fire alarms, new system, 1st 24 devices
Flat
30
$1,159.29
121%
-($957:42
$28,723
$34,779
- $6,056
100%
$957.42
$28,723
- $6,056
25 Fire alarms, new system, ea add'I device
Per device
$13.52
'.:170%
$7.97
100%
$7.97
26 Fire alarms, Tl's, tat 24 devices
Flat
72
.:$590.74
106%
,:$556.35
$40,057
$42,533
$2,476
100%
- x:$555:35
_
$40,057
-$2,476
27 Fire alarms, Tl's, ea add'I device
Per device
- $10.57
177%
.$5.98
100%
- .$5.98
28 Medical /Lab gas type 1
Flat
1
.;$590.74
-69%
`.1$856.28
$856
$591
$266
100%
P $856.28
$856
$266
29 MedicaULab gas type t &3
Flat
1
!$590.74
43%
:$1,372.26
$1,372
$591
$782
100%
$1,372.26
$1,372
$782
30 Spec fire exts s- cleanagent
Flat
1
::$875.02
- '.110%
$795.70
$796
$875
$79
100%
i $795.70
$796
$79
31 Spec fire ext sLs - (eq kitchen hoods
Flat
39
::$685.85
:123%
- $556.35
$21,698
$26,748
$51051
100%
:. $556.35
$21,698
$5,051
32 Stor tank above ground - install
Flat
7
:$747.14
:`81 °�
..$920.78
$6,445
$5,230
$1,215
100%
$920.78
$6,445
$1,215
33 Stor tank above ground - removal I
Flat
1 1
$591.80
-81%
$727.28
$727
$592
$135
100%
" $727.28
$727
$135
Page 37
City of Santa Monica
Fire Department
Page 38
Current
Retipmm
defflon$=
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery %
Full Cost::
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
: Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
34 Stor tank above ground - modi
Flat
1
.$436.45
82%
$533.79
$534
$436
$97
100%
79
$534
$97
35 Stor tank under rinstall -base fee
Flat
1
$1,944.48
'87%
$2,229.46
$2,229
$1,944
$285
100%
6
$2,229
$285
36 Star tank under rinstall -ea add'l tank
Flat
1
- :$429.06
'88%
;$488.42
$488
$429
$59
100%
42
$488
$59
37 Stor tank under rinstall -ea add'I In chk or insp
Flat
1
$214.53
'88%
$244.21
$244
$215
$30
100%
1
M$244.241
$244
$30
38 Stor tank unde rremoval -base fee
Flat
1
$1,623.22
';87%
$1,863.14
$1,863
$1,623
$240
100%
14
$1,863
$240
39 Stor tank undergr removal - ea add'I tank
Flat
1
'_$321.26
"88%
$366.31
$366
$321
$45
100%
31
$366
$45
40 Stor tank under rremoval -ea add'I In chk or ins
Flat
1
..$214.53
-88%
- >$24421
$244
$215
$30
100%
21
$244
$30
41 Stor tank undeEfIr modi -simple
Per tank
5
..$344.51
:90%
'.$384.11
$1,921
$1,723
$198
100%
I. $384.11
$1,921
$198
42 Stor tank under rmodi - complex
Pertank
1
$1,308.30
-88%
$1,483.05
$1,483
$1,308
$175
100%
$1,483.051
$1,483
$175
43 Stor tank under r- cleanup
hour
10
:$106.74
^87%
-$122.10
$1,221
$1,067
$154
100%
;: $122.10
$1,221
$154
45 Ramat, Sr Fire Inspector
Flat
:$172.36
:67%
:$257.16
100%
..:.$257.16
46 Reinsp, Environmental Comp Spec
Flat
$214.53
'. -153%
$139.91
100%
- $139.91
47 Annual - aircraft refueling facility
Flat
1
$249.40
':97%
:$257.16
$257
$249
$81
100%
'.:::$257.16
$257
$8
48 Annual - aircraft repair hangar
Flat
1
$401.58
'156%
`x$257.16
$257
$402
4144
100%
- . $257.16
$257
$144
49 Annual - ambulato convalescent care
Flat
1
.$401.58
-104%
$387.81
$388
$402
-$14
100%
$387.81.
$388
$14
50 Annual - a r production facilities
Flat
2
- $401.58
156%
.`.$257.16
$514
$803
$289
100%
<$257.16
$514
-$289
51 Annual - candles open flame- annual
Flat
42
'$131.04
::83%
.$157.43
$6,612
$5,504
$1,108
100 %'':.:$157.43
$6,612
$1,108
52 Annual - candleso enflame -s ec event
Flat
52
':$45.44
85%
- :$53.41
$2,777
$2,363
$414
100%
- ..:$53.41
$2,777
$414
53 Annual - carnivals or fairs
_ Flat
1
:$194.44
:.. 76%
.$257.16
$257
$194
$63
100%
'1 .$257.16
$257
$63
54 Annual - Christmas tree lots
Flat
2
.$280.05
109%
x!.$257.16
$514
$560
-$46
100%
-..::$257.16
$514
-$46
55 Annual - combustible dust products
Flat
1
.$280.05
- -:109%
$25716
$257
$280
-$23
100%
- $257.16
$257
-$23
56 Annual - combustible fibers
Flat
1
.$280.05
::109%
- ':$257.16
$257
$280
-$23
100%
-: $257.16
$257
423
57 Annual - combustible materials
Flat
1
$194.44
<76%
$25716
$257
$194
$63
100%
-:x$257.16
$257
$63
58 Annual - convalescent hospital
Flat
30
.,$537.90
,'94%
.$572.82
$17,185
$16,137
$1,048
100%
- ": $572.82
$17,185
$1,048
59 Annual - da care <50 occupants
Flat
8
: $151.12
; 97%
.$156.56
$1,252
$1,209
$43
100%
:$156.56
$1,252
$43
60 Annual - daycare 50 occupants
Flat
2
$280.05
X95%
"'$295.31
$591
$560
$31
100%
$295.31
$1911
S31
61 Annual - explosives I
Flat 1
1 1
- $540.02
210%
:.$257.16
$257
$540
$283
1 100%
$257.16
$257
-$283
Page 38
City of Santa Monica
Fire Department
2012/2013
Page 39
Current
r Row
' Mel! ONiohs v 2 -
PerLnit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery %
Full Cost '
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
'Fee@ ;
Policy Level
Annual
Revenue
Increased
Revenue
_
Recommend
Subsidy
64 Annual - hi h piled combustible stor
Flat
1
- $280.05
:109%
$257.16
$257
$280
$23
100%
i $257.16
$257
$23
65 Annual - hi h nse fire insp, 55 -75ft
Flat
34
$881.35
:60%
$1,471.73
$50,039
$29,966
$20.073
100%
' $1,471.73
$50,039
$20,073
66 Annual - hi h nse fire insp, >75ft
Flat
34
$1,224.80
63%
;$1,950.44
$66,315
$41,643
$24,672
100%
:f$1,950.44
$66,315
$24,672
67 Annual comm insp - Ind ste /unit insp, 0 -2,000 s.f
Flat
2957
- :$73.00
282%
'$89.47
$264,561
$215,861
$48,700
100%
': $89.47
$264,561
$48,700
68 Annual comm insp - ind ste /unit insp, 2,0015,000 s.f
Flat
690
:$146.00
2125%
$116.40
$80,317
$100,740
$20,423
100%
$116.40
$80,317
$20,423
69 Annual comm insp- ind ste /unit insp, 5,001 - 10,000 s.f
Flat
248
, $219.00
153%
$143.33
$35,547
$54,312
$18,765
100%
$143.33
$35,547
- $18,765
70 Annual comm ins -ind ste/unit insp, > 10,000 s.f
Flat
276
.$365.00
...:185%
;.:$197.20
_
$54,427
$100,740
$46,313
100%
>S $19720
$54,427
$46,313
71 Annual comm insp- common area insp, base 1st story inc sing
Flat
86
':$146.00
'233%
$62.54
$5,378
$12,556
$7,178
100%
: $62.54
$5.378
$7,178
72 Annual comm insp- common area ins, 0 -2,000 s.f
Flat
58
.-$36.50
: <58%
$62.54
$3,627
$2,117
$1,510
100%
$62.64
$3,627
$1,510
73 Annual comm insp - common area insp, 2,0015,000 s.f
Flat
16
:.$73.00
102%
$71.51
$1,144
$1,168
$24
100%
';: ?$71.51
$1,144
-$24
74 Annual comm insp - common area map, 5,001 - 10,000 s.f
Flat
1 16
1 $109.50
-136%
$80.49
$1,288
$1,752
$464
100%
WAS
$1,288
$464
75 Annual comm insp - common area insp, > 10,000 s.f
Flat
28
$146.00
163%
$89.47
$2,505
$4,088
- $1,583
100%
- $89.47
$2,505
$1,583
76 Annual - hospital
Flat
3
- $710.15
'94%
$757.82
$2,273
$2,130
$143
100 %1
$757.821
$2,273
$143
77 Annual - hot work open flame
Flat
22
$280.05
109%
$257.161
$5,657
$6,161
$504
100%
'.'- '$257.16
$5,657
$504
78 Annual - industrial ovens
Flat
1
$280.05
': .109%
- $257.16
$257
$280
$23
100%
; :$257.16
$257
$23
79 Annual - laborato
Flat
1
:'$280.05
109%
.$257.16
$257
$280
-$23
100%
$257.16
$257
$23
80 Annual - LPG annual
Flat
12
$237.78
'92 °%
".$25716
$3,086
$2,853
$233
100%
t. $257.16
$3,086
$233
81 Annual - LPG spec event
Flat
77
..$108.85
62%
$176.27
$13,572
$8,381
$5,191
100%
:: $176.27
$13,572
$5,191
85 Annual- preschool
Flat
23
$194.44
:96%
:$202.81
$4,665
$4,472
$192
100%
1- $202.81
$4,665
$192
86 Annual- public school
New
8
- $572.82
$4,583
$4,583
100%
''. $572.82
$4,583
$4,583
87 Annual - private school
Flat
11
$401.58
70%
2$572.82
$6,301
$4,417
$1,884
100%
$572.821
$6,301
$1,884
88 Annual- public assembly, < 300 occupants
Flat
86
$280.05
: =95%
- $295.31
$25,397
$24,084
$1,312
100%
,:.$295.31
$251 397
$1,312
89 Annual - public assembly, 300+ occupants
Flat
23
:$401.58
104%
x.$387.81
$8,920
$9,236
$317
100%
:- $387.81
$8,920
-$317
92 Annual - re air garage
Flat
3
$194.44
71%
$275.79
$827
$583
$244
100 %
-. `:$275.79
$827
$244
93 Annual - real care
Flat
35
..$280.05
72%
::$387.81
$13,573
$9,802
$3,772
100%
$387.81
$13,573
$3,772
94 Annual - spraying/dipping
Flat
15
- $194.44
'.:76%
:,$257.16
$3,857
$2,917
$941
100%
$257.16
$3,857
$941
95 Annual - vehicle in building
Flat
4
$515.71
293%
.$176.27
$705
$2,063
$1,358
100%
$176.27
$705
$1,358
Page 39
City of Santa Monica
Fire Department
2012/2013
Page 40
Current
Recofaam�nilatian5.:
~<,,
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery %
Full Cl ost':
Annua Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
EFee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
I Subsidy
96 Annual - multi fam real ins 3-15 units
Flat
3003
<$122.59
87%
:$140.75
$422,661
$368,138
$54,523
100%
;. $140.75
$422,661
$54,523
97 Annual - multi fam resi insp 16-49 units
Flat
357
5:$253.63
: 131°%
$193.32
$69,014
$90,546
- $21,532
100%
$193.32
$69,014
- $21,532
98 Annual -multi fam resi insp 50-99 units
Flat
17
.$354.02
:144%
.$245.89
$4,180
$6,018
-$1,838
100%
"$245.89
$4,180
- $1,838
99 Annual - multi fam resi insp 100 units or more
Flat
6
$417.43
119%
::$351!03
$2,106
$2,505
-$398
100%
-:: $351.03
$2,106
-$398
100 Annual - other insp not listed, annual
Flat
1
:$172.26
-67%
$257.16
$257
$172
$85
100%
$257.16
$257
$85
101 Annual - other map not listed, spec event
Flat
1
'.:$172.26
467%
$257.16
$257
$172
$85
100%
'- :$257.16
$257
$85
102 CRTK Haz malls ins - category 1
Flat
62
- $155.34
!60%
$257.99
$15,996
$9,631
$6,364
100 %;....
.'$257.99
$15,996
$6,364
103 CRTK Haz marls insp - sate o 2
Flat
76
- $310.69
- 560%
:$515.98
$39,215
$23,612
$15,602
100%
- $515.98
$39,215
$15,602
104 CRTK Haz mat'Is insp - cate o 3
Flat
79
- .$621.39
':69%
.$902.97
$71,335
$49,090
$22,245
100%
!. $902.97
$71,335
$22,245
105 CRTK Haz mat'Is insp - cat o 4
Flat
20
$828.51
64%
$1,289.96
$25,799
$16,570
$9,229
100%
.$1,289.96
$25,799
$9,229
106 Studio &theater - protechnic SFX
Flat
3
$414.26
X48%
':$855.54
$2,567
$1,243
$1,324
100%
`. $855.54
$2,567
$1,324
108 CUPA - per fac, CalARP Rev - level [
Flat
$1,319.93
-171%
L$773.98
100%
'.::$773.98
109 CUPA - per fac, CaIARP Rev - level 2
Flat
$1;734.18
134%1
$1,289.95
100%
::1$1,289.96
110 CUPA- per fac, CalARP Rev - level 3
Flat
$2,769.83
:.107%
$2,579.92
100%
`1$2,579.92
111 CUPA -per fac, CalARP Review - addl rev &insp
Actual
$257.99
112 Misc - add'I site insp per add'I Floor, suite or area
Flat
25
$194.44
76%
'.$257.16
$6,429
$4,861
$1,568
100%
'. $257.16
$6,429
$1,568
113 Misc- alternate methods plioations
Flat
15
($828.51
79%
$1,049.77
$15,747
$12,428
$3,319
100%
'$1,049.77
$15,747
$3,319
114 Misc- compliance minsp, resub or retesting
Flat
20
'$194.44
76%
- ::$257.16
$5,143
$3,889
$1,254
100%
:. $257.16
$5,143
$1,254
116 (Misc -false alarm, 3rd& addl in a calendar year
Citation
`. 20
$526.28
:$52628
117 Misc -ins services
Flat
10
$194.44
76%
$257.161
$2,572
$1,944
$627
100%
J. .$257.16
$2,572
$627
118 Misc - off -hour insp/ exped plan review
Flat
.$686.00
97%
:$710.11
- 100 %
-. -.- $710.11
120 Misc - spec map or review
Flat
291
$172.24
_ -67%
.:$257.16
$74,833
$50,122
$24,711
$257.161
$74,833
$24,711
121 Misc - uniform fire code Permits, others
Flat
..$172.24
67%
- $257.16
100%
-s $257.16
725 Skilled nursing fac patient assessment & care
Flat
"$516.31
r: 61%
$843.50
100%
126 Haz mails vehicle accident dischare
Flat
$516.31
61%
$843.50
100%
127 CUPA Admin Fee
Flat
284
: $698.00
141%
$495.31
$140,667
$198,232
-$57,565
100%
: $495:31
$140,667
- $57,565
128 Above round Tank (AST <10K gallon)
Flat
20
$311.00
BO%
.:$515:98
$10,320
$6,220
$4,100
700%
:`.$515.98
$10,320
$4,100
Page 40
City of Santa Monica
Fire Department
2012/2013
Total User Fees
% of Full Cost
'False alarm penalties are notsetbycostrecovery, butaresetto deteruntawh tconduct
$2,158,525 $1,862,400 $296,124 $2,158,525 $296,124
86% 14% 100% 16%
Page 41
CurrentR�sorniieritlaorl�;`
,
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
Description
Annual
Volume
Current
-fee
Current
:Recovery %
Full Cost
Annual Cost
Annual
Revenue
Annual
I Subsidy
Recovery
Level
:Fee@ :
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
I Subsidy
129 Aboveground Tank MT > 10K gallon)
Flat
1
l$621.00
60%
$1,031.97
$1,032
$621
$411
100%
1:$1,031.97
$1032
$411
130 Under round Tank Permit Base81st Tank
Flat
33
$857.00
?47%
$1;831:56
$60,441
$28,281
$32,160
100%
'F$1;831.66
$60,441
131 Under round Tank Permit ea add'I Tank
Flat
52
$107.00
x'.29%
$366.31
$19,048
$5,564
$13,484
100%
$366.31
$19,048
2S32,160
3,484
132 Under round Tank Permit Exem t
New -Flat
10
`$366.31
$3,663
$3,663
100%
S' $366.31
$3,663
3,663
Total User Fees
% of Full Cost
'False alarm penalties are notsetbycostrecovery, butaresetto deteruntawh tconduct
$2,158,525 $1,862,400 $296,124 $2,158,525 $296,124
86% 14% 100% 16%
Page 41
Community & Cultural Services
Community Recreation
Human Services
Beach House
Cultural Affairs
Public Landscape
The user fee /cost analysis for this department was developed for five divisions that provide fee - for - service activities:
Community Recreation
Human Services
Beach House
Cultural Affairs
4. Public Landscape
Fees are charged in a variety of ways including:
o Per participant /team /use or entry for recreation programs
Per entry for community events.
Hourly facility rentals.
Flat fees for various permit fees and public landscape plan reviews
Sliding scale fees based on size of event, or user -type (resident vs. non - resident, commercial vs. non - profit, etc.)
MGT's analysis for CCS programs was done at a higher level than that of the other departments included in this study, comparing annual
program costs to annual revenues collected. It is difficult to develop a detailed cost analysis at the per- participant or per -use level with
any degree of accuracy because program offerings are constantly changing due to changes in seasons, high vs. low demand levels,
etc. MGT's analysis provided the department with cost recovery levels by program area. Department staff then reviewed its Pricing
Policy for Recreation Proaroms and Permit Services for desired cost recovery ranges and used pricing indicators to assess when an
increased fee may be warranted for activities within each program or service. The fees were also compared to similar fees in other
jurisdictions. The user fee summary on the following pages illustrates the department's proposed fee adjustments by program area and
provides overall cost /revenue comparisons.
Current fees recover 24% of total cost. Implementation of the department's proposed fee adjustments will generate an additional
$205,000 in new revenue per year, adjusting the overall cost recovery level for CCS user fee programs to 26% of total cost. However, it
should be noted that CCS staff anticipate a possible 10% drop in participation levels as a result of increased fees.
Page 42
Page 43
Current +
'- s ecommOndaitions "
Per Unit
Annual
Per Unit
Annual
Sernce Name
Fee
Descnpoon
Volum
Current Fee
Cunent
Recovery %
Full COrt
Annual Cost
An nual
Revenue
Financial
Assistance
Remanng
Subsidy
Reovary
'Level
Fee @;:
Policy Level
Annual
Revenue
increased
Revenue
Financial
Assistance
Remaining
Subsidy
1 Adult Longues - Ai on Park Dm in Soocer -Adult
Resident
375
$2.00
$750
$3:00
$1,125
$375
2 Aduft Leagues - X oft Pak Dm in Soccer -Adult
Non - Resident
1,692
: $3.00
$5,076
<:55.00
$8,460
$3,384
3 Aduft Lea ues - Basketball
Resident
60
$275.00
$16,500
: $300400
$18,000
$1,500
4 Adult Leagues - Buaskedball
Live/Wod(
$310.00
- '$340.00
5 Adult Lea ues - Basketball
Non - Resident
10
$345.00
$3,450
'.$375.00
$3,750
$300
6 Adult Leagues - Soccer
Contmoted
$245,999
$245,999
7 Adult Leagues - Scifiball - Men
Resident
65
$385.00
$251025
1
U20.001
$27.300
52275
8 Mull Leagues Softall - Men
LIveVV.d(
1 22
', $435.00
1
1 $9,5701
$485.00
$10,670
$1,100
9 Aduft Lea ues - Softball -Men
Non. Resident
18
5480.00
$8,640
.:$545:00
$9,810
$1,170
10 Adult Leagues - Sft.11 - Wornon
Residents
7
$365.00
$2,555
$400:00
$2,800
$245
11 Adult Lea ues - Softball -Women
LweWork
7
c 5410.00
$2,870
§460.00
$3,220
8350
12 Adult Lea ues - Softball - Women
Non- Resident
1
: $455.00
$455
'- -$580.00
$580
$125
13 Adult Lea ues - Softball -co-ed
Resident
48
;. $365.00
$17,520
-$400.00
$19200
$1,680
14 Mull Leagues - Softball - oo-ed
LeveNVork
18
- $410.00
$7,380
:$460.00
$8,280
$900
15 Adult Leagues - Softbtl - co-ed
N.,Resident
14
$455400
$6,370
::$580.00
$8,120
$1,750
16 Adult Lea ues - Softball- Toumament
Resident
$15000
$150.00
17 Adult Leagues - Softball . Tournament
LiweNVorI(
$170.00
:$170.00
18 Adult Leagues - Softball - Tournament
N.n- Rovdontj
$190.00
:$190.00
19 Adult Lea ues -Volk ball
Resident
30
$220A0
$6,600
$240:00
$7,200
$600
20 Adul[ Leagues -VoIIe ball
UveAVork
10
: $250400
$2,500
$275.00
$2750
$250
21 Aduft Lea ues -VoIIe ball
Non -Resident
$275.00
5$300.00
22 ADULT LEAGUES TOTAL
r.'46%
$760.982
$361,260
$419 ,722
-48%
$377,264
$16.004
$403,718
23 Aquatics Grou Lessons
Resident
3,450
$40.00
$138,000
.:-$42.00
$144,900
$6,900
24 Aquatics Gmu Lessons
Non - Residents
370
: $80.00
$29,600
x$84:00
$31,080
$1,480
25 A uatics- Semi - Private Lessons
Resident
850
$80.00
$68.000
$84:00
$71,400
$3,400
26 A uatos- SemLPrivate Lessons
Non - Resident
35
$160.00
$5,600
-. $168.00
$5,880
$280
27 A uatos.Roc$ vim: Vout
Resident
10,000
$1.25
$12,500
'f$1.50
$15,000
$2,500
28 A uadcs -Roc Swim: Vout
Non - Resident
6,000
$2.50
1
$15,0001
$3.00
$18,000
$3,000
29 A uadcs -Rec Swim: Adult
Resident
10,050
$325
$32,663
,:$3.50
$35,175
$2,513
30 A uaty¢ -Rec Swim: Adult
Non - Resident
13,500
$6.50
$87,750
-. S7.00
$94,500
$6.750
31 Aquatics - Rea Swim: Senior 60+
Resident
400
$1.50
$600
':$1.75
$700
$100
32 Aquatos - Rec Swim: Senior 60+
Non - Resident
1,000
$300
$3,000
$3.50
$3,500
$500
33 uatce -Rec Swim: Student
Resident
800
$1.50
$1200
:$1.75
$1,400
$200
34 uabcs- Rec$vim: Student
Non-Resident
1900
$300
$5700
-$3.50
$6650
$950
35 A ua8os -Rec Swim: Famil
Resident
1,000
$6.25
$6.250
$8:00
$8,000
$1,750
Page 43
City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST
Page 44
Current:
;Reo mmendations, :-
PerUnd
Annual
7Perunit
I Annual
ua/
Serum Name
Fee
Description
Volum
Current Fee
:Current
Recovery%
Full Cost :
Annual Cost
Annual
Revenue
Finandal
Assistance
Remaining
Subsdy
- :Recovery
-Level
Fee @ -:
Policy Level
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
36 A uada -Rec Swim: F..H,
Non - Residents
1,000
- $12.50
$12,500
- '$16.00
$16,000
$3,500
37 A uatcs -Cams
Residents
900
$1.25
$1,125
- '$1.50
$1,350
$225
38 A ua5a -Cates
Non. Resitlent
4.950
$250
$12,37$
53:00
$14,850
$2,475
_
39 A uabcs -Seim Passes 20 visit: Youth
Residents
320
$12.50
$4,000
:- $20.OD
_
$6,400
$2,400
40 A uadcs -Swim Passes 20 visits: Youth
Non - Residents
75
- $25.00
$1,875
:':$40600
$3,000
$1,125
41 Auatia - Swim Pastes 20 visits: Adult
Resident
1,900
- $50.00
$95,000
$55:00
$104,500
$9,500
42 A ua0a -Swim Passes 20 visits: Adult
Non - Residents
600
$100.00
$60,000
- x$110.00
$66,000
$6,000
43 Aquatics - Swim Pastes 20 vtit: Senior
Resident
1 325
1 $25.00
1
$8.1251
no.001
$9.750
$1,625
44 A uatia -Swim Passes 20 visits: Senior
Non - Resitlent
150
$50.00
$7,500
(.$60.00
$9,000
$1,500
45 A uatcs -Swim Passes 20 visits: Student
Residents
600
$25.00
$15,000
.$30.00
$18,000
$3,000
46 Aquatics - Swim Passes 20 visits: Student
Non - Residents
350
$50.00
$17,500
$60100
$21,000
$3,500
47 Aquatint -S ecia Classes: Sharks
Resident
325
: $112.00
$36,400
!$117,00
$38.025
$1,625
48 Aquatics - $ eda Classes: Shade
Nan - Resident
5
: $156.00
$780
$163.00
$815
$35
49 A uatia -Specialty Classes: Divin ,water polo, s dtmn¢eds
Resident
100
$80.00
$8,000
$84:00
$8,400
$400
50 A uatics -Specialty Classes: Diving, mutr plo, s nchrondud sv
Non - Resident
14
$160.00
$2,240
- I$168.00
$2,352
$112
51 Aquatics - S ecia Classes: Guartl Stn
Resident
9
:: $8000
$720
18$84:00
$756
$36
52 Aquatics - S ecia Classes: Guards n
Non - Resident
1
- $110.00
$110
$115.00
$115
$5
53 Aquatai -Specialty Classes: Lifeguard! Training
Resident
15
. $100.00
- $1,5001
$105.00
$1,575
$75
54 A uates -S ecia Classes: Lifeg.,ml Training
Non - Resident
5
$130.00
$650
::::$135.00
$675
$25
55 Aqu.U. -S ecia Cl...: WSI
Residents
12
x. $120.00
$1,440
$126.00
$1,512
$72
56 Aqub. -S edal Classes: WSI
Non- Resident
8
$15000
$1,200
$158:011
$1,264
$64
57 uaea -Water Fitness: Adult
Resident
325
$5.00
$1,625
-55.50
$1,788
$163
58 A uatia -Water Fitness: Adult
Non Residents
150
$10.00
$1.500
,'.$11.00
$1,650
$150
59 A uatia -Water Fitness: Student/Senior
Resident
120
$2.50
$300
'- -52.75
$330
$30
60 Aquatim - Water Ftness: StudentlSemor
Non - Resident
125
$5.00
$625
- -$550
$688
$63
61 Auatia -Water Fitness: Adult Pass 10 visit
Resident
140
$4400
$5,160
'$48.00
$6.720
$560
62 A uvt -Water Fitness: Adult Pass 10 visit
Non - Resident
40
$8800
$3,520
1
$96.001
$3.840
$320
63 Aqua at - Water Fimese: Stdeotaenior Pass
Resident
100
$22.00
$2,200
- $24.00
$2,400
$200
64 Aquatiss - Water Fbass: Student Senlor Pass
Non- Resident
40
$44.00
$1,760
548.00
$1,920
$160
65 Aquatics - Swim Censer -Short Course, Non -Pmfrt Youth
Resident
2,275
$5.00
$11,375
- -Vim
$11,375
66 A uatia -Swim Center -Shon Coume,NonFm YouN,2,000h
No,Resident
6,625
$7.50
$49,688
'- $7.50
$4$688
67 A uatia -Swim Center -Short Course. Non -Profit Youth
Non - Resident
90
: $10.00
-
$900
:$10.00
$900
68 Aquatics - Swim Center- Short Course. Non-profit AdutPrivate S
Resident
825
$8.75
$7219
--$8.75
$7219
69 Auatla -Swim Center -Short Course, Non -Pmffi AdultlPnvate S
Non- Resident
1,600
$13.00
$20,800
:::$13.00
$20,800
]O Auatia -Swim Center -$hart Course, Non -Profit AdultlPnvate S
Non- Resident
435
$1750
$7,613
:$1750
$7,613
Page 44
COMMUNITY & CULTURAL SERVICES- MASTER FEE LIST'
Page 45
Current +.
:.;;Recommendations ,< .
Pe[Und
Annual
Per Unit
Annual
Sernce Name
Fee
Description
Vol.. -
Cunent Pee
"Current
Reconery Y
FuO DOSt
Annual COSt
Annual
Revenue
Financial
Aasistsnae
Remaining
Subsidy
Race 'Y
':Level ':
Fee -;
Polity Level
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
71 umcs -Swim Center -Short Course. Otter
Resident
330
$20.00
$6,600
$20:00
$6,600
72 Aquatics - Swim Center- Short Course, Other
Non - Residents
10
$40.00
$400
$40.00
$400
73 Aquatics -Salim Cen ter - Long Course, Non -Pmft Youth
Resident
$10.00
'$10:00
74 Aquatics - Salim Center - Lon Course, Non- Profit Youth, 2,000 h
Non - Residents
520
: $15.00
_
$7.800
:'$15.00
$7.800
75 Aquatics - Swlm Center - Lon Course, Non -Profit Youth
Non- Residents
$20.00
- '$20.00
76 Aquatics - Swim Center - Lon Course, Non -Profit Adulvioncate Si
Resident
220
$17.50
$3.850
$17.50
$3.850
n Aquatics - Seim Center - Lon Course, Non -Profit AdultlPdvate &
Non - Residents
980
a $26.00
$25,480
$26.00
$25,480
78 Aquatics - Swim Center -Lon Course, Non -Profit Adult Private 5
Non - Residents
$35.00
OEM
79 A uatics -Swim Center - Long Course, Other
Resident
$40.00
$40:00
80 Aquatics - Swim Center - Lon Course, Other
Non - Residents
$80.00
$80.00
81 A ua8cs -Swim Center - Toumament, Non -Profit Youth
Resident
$187A0
$187.00
82 A ua8cs -Swim Center - Toumament, Nor -Profit Youth, 2,000 ho
Non - Resident
45
,' $280.00
$12,600
$280.00
$12,600
83 Aquatics - SwiM Cen ter - Tournament Non -Profit Adult
Resident
- $312.00
$312.00
84 Aquatics - SMjm Center - Tournament Non -Profit Adult, 2,000 mus
Non-Resident
$468.00
$468:00
85 Aquatics - Swim Center - Room Rental, Non-PmfWCQ.unity LAE
Resident
10
- $165.00
$1,650
$165:00
$1,650
86 Aquatics - Swim Center - Room Rental, Non- PmfidCommumt A
Non - Resident
5
-. $210.00
$1,050
$210.00
$1,050
87 Aquatics - Swim Center - Room Rental, Non- ProfinCommuni ty (Nc
Resident
- $10000
$100.00
88 Auatcs - Swim Cen ter - Room Rental, Non- PraWCommuni N
Non-Resident
$150.00
$150.00
89 AQUATICS TOTAL
36%1
$2,430.591
$868.616
$14.059
$1,547.916
39%
$937,883
$69267
$14.059
$1,478,649
90 Commun Classes
Contracted
$988.010
$988,010
91 COMMUNRYCLASSESTOTAL
'90%
$1,095,538
$988,010
$28,923
$78,605
_ -90%
$988,010
$2$923
$781605
92 CREST Enrichment
Youth
2,500
$1004170
$517,817
$270,654
$40,466
$115-$185
$308,154
$37,500
$40,466
93 CREST Homework Club
Youth
125
'. $345.00
$81,155
$19,800
$12,627
( "$425.00
$29,800
$10,000
$12,627
94 CREST Youth s ons Leagues Elementary
Youth
1,671
$125.00
$501,659
$151,975
$26.007
8$130.00
$164330
$8.355
$26,007
95 CREST Youth s ons Leagues Middle
Youth
787
$125.00
$285440
$71,886
$9,848
- $130.00
$75,821
$3,935
$9,848
96 CREST Childcare FT School Year♦ breaks
Youth
$420.00
$1,769,355
$360,246
$308,967
1.$420.00
$360,246
$308,967
97 CREST Childcare FT School Year
Youth
$350.00
- $350.00
98 CREST Childcare PT After School
Youth
$255.00
$255.00
99 CREST Childcare PT Before School
Youth
.$165.00
-
- ;.$165.00
100 CREST Childcare Sinle Full Day
Youth
$75.00
$75.00
101 CREST Playground Access
Youth
$1]2,626
102 CREST TOTAL
- -26%
53328052
$8]4561
$397915
$2055576
%.28%
$934.351
$59.790
$397915
$1995786
103 Memorial Par Gm - Adult Dail Entrance
Resident
4,970
$2.50
$12,425
$3.00
$14.910
$2685
104 Memonel PaB Gym - Adult Daily Entrance
Non- Residents
260
$3,75
$975
54.50
$1,170
$195
105 Memorial Parkem - Senior Dal Enhance
Resident
685
: $125
$856
$1.50
$1,028
$171
Page 45
COMMUNITY 8 CULTURAL SERVICES - MASTER FEE LIST'
Page 46
CUfYefit3
eCOHfFRendatiOM,,, '
Par Unit
Annual
Per unit
Annual
Serv'se Name
Fee
Description
Volum
Current Fee
Curent
Recovery%
Full Cost'
Annual Cost
Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Remvery
'Level .:
Fee@ -
policy Level
Annual
Revenue
Inciaaead
Revenue
Financial
Assistance
Remaining
Subsidy
106 Memorial Pa*Gm - Senior Daily Entrance
Non- Residents
40
$2.50
$100
$3.00
$120
$20
107 Memorial PaB Gym -Youth Daily Entrance
Resident
1,320
: $125
$1.650
' $1.50
$1,980
$330
108 Memorial PaB Gym -Youth Daily Entrance
Non - Residents
675
$125
$844
$1.50
$1,013
$169
109 Memorial Park Gym -Adult Quanerly Pass
Resident
22
$3125
$688
- .$33.00
$726
$39
110 Memarial PadcG -Adult Quarterly Pass
Non- Residents
5
i $37.50
$183
'$40.00
$200
$13
111 Memorial Park Gym - Senior Quanarly Pass
Resident
18
: $15.00
$270
'- .$16.00
$288
$18
112 Memorial Park Gym - Senior Quanedy Pass
Non - Residents
5
$18.75
$94
.,$20.00
$100
$6
113 Memorial Palk Gym - Youth Quanedy Pass
Resident
1
5 $1450
$15
0.$15.00
$15
$1
114 Memorial PaB Gym - Youth Quane Pass
Nan - Residents
$19.00
$20.00
115 Memorial Pak Gym - private Coaching haul
N/A
140
$10.00
$1,400
..$10600
$1,400
116 MEMORIAL PARK GYM TOTAL
13%
$588,580
$19,503
$569.077
-4%
$22,949
$3,446
$565,631
117 Police Activities League
118 POLICE ACTIVRIES LEAGUE TOTAL
$1,120,097
$1.120,09]
$1,120,097
119 Public Landscape - Plan Check 8 Inspection
$123,600
$123.600
120 PUBLIC LANDSCAPE- PLAN CHECKS INSP TOTAL
-'100%
$123,818
$123.600
5218
100%
$123,600
$218
121 Rosie's Gift Cam
Residents
71
$380.00
$42,024
$390.00
$42,734
$710
122 Rose's Gids Cam
Non- Residents
:$48500
`. >S495.00
123 Rosie's Gins Cam
Extended Care
$35.00
- '.$35.00
124 ROSIE'S GIRLS TOTAL
25%
$170.714
$42.024
$38,824
$89,866
-25%
$42,734
$710
$38,824
$89,156
125 SM Adaptive Recreation and Sports Social programs SMARS
$3,500
$3,500
126 SMARS TOTAL
- 2%
$194.605
$3,500
$191.105
: 2%
$3.500
$191,105
127 SM Lawn Sowlin Club"
Annual
$1,640.00
$1,640
$1;673.00
$1.673
$33
128 SM LAWN BOWLING CLUB TOTAL
37%
$9,810
$1,640
$8170
.'17%.
$1,673
$33
$8,137
129 Summer Da/Sons Cam -Full day
Resident
.$20000
$127,545
$157,319
$200.00
$127,545
$157.319
130 Summer DaSons Cams - Full day
Non- Residents
$220.00
"::$220.00
131 Summer Da /S ons Camps - Half day
Resident
$123.00
$123.00
132 Summer DaSons Cams - Half day
Non - Residents
- $133.00
- $133.00
133 Summer DaylSporta Cams - Extended care
Yout
/.$35.00
$35.00
134 SUMMER DAYSPORTS CAMPS TOTAL
15%
$866,018
$127,545
$157,319
$581,154
-15%
$12],545
$157,319
$581,154
135 Tenms Reservaton Cards
N/A
580
$12.00
$6.960
$13.00
$7,540
$580
136 Tennis - Adult Quaftry Pass
Resident
125
$54.00
$6.750
- $60.00
$7500
$750
137 Tennis- Senior Quaftedy Pass
Resident
285
$18.00
$5.130
"$20.00
$5,700
$570
138 Tennis - Yount Quartedy Pass
Resident
75
.$18.00
$1,350
$20.00
$1,500
$150
139 Tennis - Court Fee Hour rate
Resident
11,354
$3.00
$34,062
.$3.25
$36,901
$2,839
140 Tennis - Court Fee Hounly rate
Non- Residen6
3,785
$3.00
$11.355
$4.00
$15,140
Page 46
City of Santa Monim
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST'
2012/2013
Page 47
curren'r.
.- '# ecommentlations '. ='
Per Unit
Annual
Per Unit
Annual
S.M. Name
Fee
Description
Vol um
Conant Fee
Conant
-
Recovery
FW DOSt'.
Annual COSt
Annual
Revenue
Financial
Assistance
Remanng
Subsidy
Recovery
': Level
Fee @.;
Policy Level
Annual
Revenue
Inereasetl
Revenue
Financial
Assstance
Remaining
Subsidy
141 Tennis - Ocean View Courts
$3.00
-
$25,000
-$325
$26,000
$1,000
142 Tennis -Ball Machine Rental
11000
$12.00
$12,000
$12.00
$12,000
143 Tennis - No Show Fee - individual
110
$300
$330
$3.25
$358
$28
144 Tennis - No Show Fee - instructor
SS
$6.00
_
$210
'$7.00
5245
$35
145 Tennis - lmtmctor Fee 1 -2 hourly
3.710
$14A0
$53,424
<:$15.00
$55,650
$2,226
146 Tennis - Imstmctor Fee 34 hour
5
$24.00
$120
$25.00
$125
$5
147 Tennis - Instructor Fee (1-2) V2 hour
$720
1
$7.50
148 Tennis - Instmctor Fee 34 1l2 hour
$12.00
:$12.50
149 Tennis - SM non -m6t
950
Slim
$9,120
:$10.00
$9,500
$380
150 Tennis - SM private school
1,690
$9.60
$16224
$10.001
$16,900
$676
151 Tennis - Toumamenis
Contacted
$29,760
$29.760
152 TENNISTOTAL
434%
$627,702
$211,795
$415,907
36%
$224,818
$13,023
$402,884
153 The Cove - Adult Re istauon Fee
Resident
82
$15.00
S1,230
$15.00
$1,230
154 The Cove -Adult Re istation Fee
Non - Residents
252
$1650
S41158
$1650
$4,158
155 The Cove -Youth R istation Fee
Resident
155
$10.00
$1,550
$1000
$1,550
156 The Cove - YouthR istretion Fee
Non - Residents
397
$1000
$3.970
J$10.00
53,970
157 The Cove - Adult DOI Pass
Resident
129
$5.00
$645
55:00
$645
158 The Cove - Adult Dail,/ Pass
Non - Residents
401
$5.50
$2,2061
$5.50
$2,206
159 The Gov. - Youth Dail Pass
Resident
252
$300
$756
<$3.00
$756
160 The Cove - Y.odi Daily Pass
Non - Residents
496
5500
$2,480
-$5.00
52,480
161 The Cove -Adult Quadery Pass
Resident
67
$35.00
_
$2,345
'$35.00
$2,345
162 The Cove- Adult Quaneq Pass
Non - Residents
102
$3850
$3,927
$3850
$3,927
163 The Cove Youth Quarterly Pass
Resident
91
: $20.00
$1,820
$20.00
$1,820
164 The Cove Youth Quaftry Pass
Non - Residents
132
$20.00
52,640
°. $20.00
$2.640
165 The Cove - Adutt Annual Pass
Resident
3
'.'$140.00
$420
$140.00
$420
166 The Cove - Abutt Annual Pass
Non - Residents
12
.$154.00
$1,848
($154.00
$1,848
167 The Cove- Youth Annual Pass
Resident
27
$8000
$2,160
($80.00
$2,160
168 The C. Youth Annual Pass
Non- Resitlents
$80.00
- $80.00
169 THE COVE TOTAL
,8%
$424,043
$32,155
$391889
-'.8%
$32,155
$391,889
170 Teen Center 0 embons
171 TEEN CENTER OPERATIONS TOTAL
$597,682
$59] 682
$597,682
172 Vin inia Avenue Park
173 VIRGINIA AVENUE PARK TOTAL
$972,286
$972286
$972,286
174 BBQ Permits -4 hour block
Resident
130
$50.00
$6.500
$60.00
$7,800
$1,300
175 BBQ Permits -4 hour block
Non - Resident
35
$75.00
$2,625
$90.00
$3,150
$525
Page 47
COMMUNITY & CULTURAL SERVICES- MASTER FEE LIST'
2012/2013
Page 48
Current '�
- ,?; , " I -:;."
11, Recmnimendat ,s,
Pat
Annual
Per unit
I Annual -�
Sernce Name
Fee
Description
Volum
-
Current Fee
Current
Recovery %
Full Lest
Annual Cast
Annual
Revenue
Financial
Assistance
Remanng
SuMltly
Recovery
=Level -:
Fee@
Policy Level
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsitly
176 BBQ Peamits - head
Resident
26
''.:$15.00
$390
$390
177 BBQ Pennits - hou
Non - Resitlent
7
:$22.50
$158
$158
178 (FACILIM BBtWICNIC PERMITS TOTAL
17%
$52,454
$91125
$43329
5 22%
$11,498
$2,373
540.957
179 Concessions- youdi gmups w /seasonal ermils°
17
$323.68
$5,503
$323.68
$5,503
180 (FACILIDD CONCESSIONS TOTAL
`?94%
$5,866
$5.503
5365
94%
$5.503
$365
181 Events Admn Fee - Sim le^
35
< $83.64
$2,927
$83:64
$2,927
182 Events Admin Fee - Intermediate"
20
"$355.98
$7,120
$355.98
$7,120
183 Events Admit Fee -Com lW'
9
J $60690
$5,462
$606.901
$5,462
184 Events Permit Fee - Cat 2 &3°
45
$50.00
$2,250
:::$50.00
$2,250
185 Events Remit Fee -16 +weeks"'
35
$6834
$2,392
'.$68.34
$2,392
186 Events Permit Fee -12 -15 weeks°
10
$130.56
$1,306
.$130.56
$1,306
187 Events Permit Fee -30 calls 11 weeks-
10
n: $261.12
$2,611
.$261.12
$2,611
188 Events Neihbodiood handed,&ad venue"
30
- $157.08
$4712
'- $157.08
$4,712
189 Events Nei hborhoad Notices, races (per iece"
24683
$0.56
$11,582
- -$OS6
$11.582
190 FACIL EVENTS TOTAL
--.10%
$395,148
540.363
$354785
1:10%
$40,363
$354,785
191 Fields - Cam , high mendAy
Resident
$31.00
$32.00
192 Fields - Cam ,hihintensi
Non - Residents
7
$3750
$263
$39:00
$273
$11
193 fields- Camps, iew intensity
Resident
90
$25.00
1 $2,2501
1
1 $26.001
$2,340
$90
194 Fieltls -Cam s, low intensi
Non - Residents
84
$31.00
$2,604
$32.00
$2,688
$84
195 Fieltls - Oher, high imendity
Resident
2.080
$18.75
$39,000
"$19.50
$40,560
$1,560
196 Fields - Other, high intens'
Non - Residents
1,181
$2500
$29,525
$26.00
$30,706
$1,181
197 Fields - Other, low intensity
Resident
724
$12.50
$9,050
:-$13.00
$9,412
$362
198 Fieltls - Other, low intend
Non - Residents
725
: $18.75
$13,594
p
- $19.50
$14,136
$544
199 Fieltls - Youth Groups, high intensity
Reticent
1,354
$2.50
$3,385
:$3.00
$4,062
$677
200 Fieltls - Youth Groups, hi hintens'
Non- Residents
4,068
55.00
$209340
$6,00
$24,408
$49068
201 Fieltls - Youth Groups. lm intensity
129616
$125
$15,To
- °$1,50
$18,924
$3.154
202 Fields - Youth Gmups, low intens'
Non - Residents
$2.50
$3.00
203 Fields - Y.0 Grou s,lights
Resitlent
1 1,949
- $2.50
$4.873
$3.00
$5,847
$975
204 Fields - Youth Graules, lihts
Non - Residents
526
$500
$2.630
- :$5.50
$2,893
$263
205 Fields - Other. Lights
Resident
202
$1250
$2,525
-,$13.00
$2.626
$101
206 Fields. Other. Lights
Nan - Residents
414
$18.75
$7,763
' :$19.50
$8,073
$311
207 Fieltls -Camps, Lights
Resident
$25.00
:`. "$26.00
208 Fieltls -Cam s, Li hts
Non - Residents
E30.00
- MIX
209 Fields- $taR10 fee^
3,363
$24.32
$81,788
:$24.32
$81,788
210 (FACILITY) FIELDS TOTAL
-14%
$1,727.383
$23$358
$1,492,025
14%
$248 .738
$13.379
1
$1.478.645
Page 48
of Santa Monica
MASTER FEE LIST'
Page 49
Current I.
; - 'Reoomm ndations
Per Unit
Annual
Und
I Annual
Service Name
Fee
Descnpdon
Volum
Cdrtent Fee
Current
Recovery%
Full GOSb
Annual Can
Annual
Revenue
Financial
Assistance
Remaining
subsidy
Recovery
Level
Fee @...
Patsy Level
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
211 Filming - Paft/KEC Small mom, Motion
Dai
$350.00
$350.00
212 Filming - Partu KEC Small room, Still
Dail
$200.00
. >$200.00
213 Filming- PadedKEC Small room ,Non- ProfNBtudent
D.it,
$50.00
.$50.00
214 Filmin -Par EC Large mm, Motion
Deily
$500.00
5600.00
215 Filming - Pzdcsd(EC I-suge room, Still
osia,
$300000
"$300.00
216 Filming - PatksIKEC Large room. Non- PmWStudent
Daily
S75 .00
;C$75.00
217 Filming - Memorial Gym Full, Motion
Houdy
$1,60000
$1.600.00
218 Filming - Memorial Gm Full, Still
Heady
$750.00
.:$750.00
219 Filming - Memorial Gym Full, Non.ProfiVSt dent
Hearty
$500.00
$50000
220 Filming - Memorial Gym 12, Motion
Hourly
- $800.00
.:$800.00
221 Flmin - MemorialG m 12 SVII
Hourly
$375.00
'$375.00
222 Flmin - Memorial Gym V2. Non- Profit/Student
Hourly
- $250.00
$250.00
223 Filming - The Cove, SM Skate ark Mount
Hourly
.$1600.00
.$1.600.00
224 Filming -The CO , SM Skate r4, S 11
Houd
$750400
:. $750.00
225 Filmin -The COVe, SM Skate kK Nen- PrafiUSNtlent
Heady
$500.00
- $500.00
226 Filming - FieldsBasketball. Tennis, Sand Volleyball, ShufflebcaM
Hourly
$350.00
-$350.00
227 Filming - Fields /Basketball, Tennis, Santa Voile bail, Shuffiebmad
Ready
5250.00
^1$250.00
228 Filming - Fields /Basketball, Tennis, Santa Volk ball, Shuftleboad
Houd
$10000
: $100.00
229 Filming -Swim Center - S IasWidness pools, Motion
H.Ay
5400.00
$400.00
230 Flmin - Swim Center - $lasltlflmessoals, Still
Houtl
.:$250.00
- $250.00
231 Filmin -Swim Center- per lane, Motion
Head
$64.00
$64:00
232 Filmin -Swim Center- per isms. Sull
Ready
$32.00
532.00
233 Flmin g -Salim Center -deck only, Mono n
Hourly
5250.00
$250.00
234 Filmin - Svim Center -deck on,Stlll
Hou
$125.00
...$125.00
235 (FACILITY) FILMING PERMITS TOTAL
34 %.
$86,190
$29,663
$56,527
`: 34%
$29663
$56.527
236 Gadens - Licensin Fee
Annual
124
$75.00
$9,300
..$100.00
$12,400
$3,100
237 (FACILITY) GARDENS TOTAL
Y9%
$108,993
$9,300
$99,693
''11%
$12,400
$3,100
$96,593
238 Park Mtq Rooms - Small
Resident
11500
$25.00
$37,500
"$26.00
$39.000
$1.500
239 Park Mt Rooms - Small
Non- Residents
440
535.00
$15,400
1. .$37.00
$16,280
$880
240 Park Mtg Rooms - Small
SM Non -Profs
1.400
$12.50
$17,500
'- $13.00
$18,200
$700
241 P.d Mu, Rooms - La a
Resident
1,000
550.00
$50,000
- $52.00
$52,000
$2,000
242 Park We Rooms -La a
Non - Residents
285
$70.00
$19,950
L $74.00
$21,090
$1,140
243 PaMM Rooms -Ls a
SM Non -Profit
350
$25.00
$8750
;.$26.00
$9.100
$350
244 KECM re Rooms -Small, ular ate
85
$25.00
U.1251
$26.00
$2,2101
S85
245 KEC MIg Rooms - Small, SC Non -Profit
10
$18.75
$188
- $19.50
Page 49
Page 50
Currenti
RecommOntlafions.;;�
Per Unit
Annua/
Per Unit
Annual
S.M. Name
Fee
Desc alon
Volum
Cbnent Fee
Current
Recovery %
Full COeE
Annual Coal
Revenue
Revenue
Finanaal
Assistance
Remaining
Subsidy
!Recovery
:'Level
Fee @.:.
Policy Level
Annual
Revenue
Inmeasetl
Revenue
Financial
Assistance
Remaining
Subsidy
246 KEC Magi Rooms - La .,molar ate
- $52.00
247 KEC Mtg Rooms- Large, Sin Non -Profit
$39.00
240 ACIL KEC/PARK MEETING ROOMS TOTAL
-. 26%
$5/1,711
$151,413
$420,299
'28%
$158,075
$6,663
$413,636
249 Memorial Park Gym -1/2 2ym
Resident
$35.00
:$45.00
250 Memorial Re* Gym -1/2 gym
Non - Residents
$50.00
':$65.00
251 Memo dal Parke m -full
Resident
657
$70.00
$45,990
1
$80.00
$52,560
$6,570
252 Memorial Parke m -full gym
Non - Residents
- $100.00
$115.00
253 (FACILIDO MEMORIAL PARK GYM RENTAL TOTAL
:12%
$397.7011
$45.990
$351,711
- -13%
$52,560
$6.570
$345,141
254 Miles Playhouse - Weekend Matinees SatZun 4thows
$200.00
$20100
255 Miles Playhouse - Weekend Evenin sThuSun 1S ;ooks l4 showshveekentl
$70000
$24,000
"$720.00
$25.000
$1,000
256 Miles Playhouse - Weekend Evenings ThuSun 4 + weeks 4showstweekentl
$800.00
':$820.00
257 Miles Playhouse Single Performance Matinee
$6500
:::$65.00
258 Miles Playhouse - Sin le Performance Evening
7 $200.00
$200.00
259 Miles Playhouse - AddMonal useae, hourly
- $20.00
-- $20.00
260 (FACILITY) MILE$ PLAYHOUSE TOTAL
`r. 9%
$258338
$24,000
$235,338
to%
$25,000
$1.000
$234,338
261 Outdoor Basketball Courts - Cam
Resident
$32.00
533:50
262 Outdoor Basketball Counts Camp
Non - Residents
$64.00
1 $6"/.00
263 Outtloor Basketball Couns - Otter
Resident
168
$10.75
$1,806
S71Y$
$1,890
$84
264 Outdoor Basketball Courts - Other
Non- Residents
12
$13.50
$162
- -$14.00
$168
$6
265 (FACILMO OUTDOOR BASKETBALL COURTS TOTAL
:`7%
$27.694
$1,968
$25726
7%
$2,058
$90
$25.636
266 Samohi Lights and Staffin
267 (FACIL11M SAMOHI LIGHTS AND STAFFING TOTAL
$21,303
$21,303
$21,303
268 Annenberg Beach House - Aduk pool Day Pass
'. $10.00
$59,692
$10.00
$92,892
$33,200
269 Annenberg Beach House - Senior Pool Day Pass
$5.00
$7,462
'$5.00
$7,462
270 Armenlaert, Beaoh House -Youth Pool Day Pass
$00
$57,205
$4.00
$70,485
$13,280
271 Annenbe Beach House - Fami Pool Day Pass
1,660
$24.00
$39,840
539,840
272 Annenberg Beach House- Dollar Splash Mondays
$1.00
$1.00
273 Annenberg Beach House- Pool Power Hour Day Pass
$7.00
...$7.00
274 Annenbe Beach House. Pool Power Hour Day Pau my pass
pumhawd
$5.00
':$5.00
275 Annenberg Beach House- SemFPrivate Lessons
95
- $80.00
$7,600
$100.00
$9.500
$1.900
276 Annenberg Beach House - Fitness Room Day Pass
$7.00
- $7.00
277 Annember, Beach House Fitness Room Day Pass rd day ass umnasetl
$5.00
"d9.00
278 Annenbe Beach House - Fitness Room Season Pass
: $130.W
$130.00
279 Annenberg Beach House- Fitness Room 1/2 Season Pass
$65.00
$65.00
280 Annenbe Beach HOUSe- Trainer hou rate 1 -2
$10.00
J$10.00
Page 50
City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST"
2012/2013
Total User Fees
% of Full Cost
$17,889,279 $4,380,583 $637,040 $12,871,656
VZL:�S:fYi"
$4,585,377 $204,794 $637,040 $12,666,862
26% 4% 71%
Page 51
Current;
..; =r` '; ;,ze,¢olnmmndatisr�s,^
Per Unit
Annua/
:Per Und
Annual
Service Name
Fee
Descdpfon
Vclum
Curtent Fee
Conant
-
Recovery %
Full COSt.
Annual Cost
Annual
Revenue
Financial
Assistance
Raman,
Subsitly
Recovery
":Level
Fee `.:
Polity Level
Annual
Revenue
Incased
re
Revenue
Financial
Assistance
Remaining
Subsidy
281 Annenberg Beach House- Trainer l a hour rate 1 -2
$5.00
- s$5.00
282 ANNENBERG BEACH HOUSE PROGRAM TOTAL
'19%
$901,766
$171,799
$729.967
-: 20%
$180,339
$8,540
$721,427
283 Beach V011eball Courts - Non- ProfNSchoots
Resident
10
$3.00
$30
430
284 Beach Voileball Courts - Non- ProfNSchools
Non- Residents
10
$3.00
$30
-
430
285 Beach Volleyball Courts- Non- ProfrVS&ools
Beach House
20
$5.00
$100
4100
286 Beach Volleyball Courts - Commun' Groups/Individuals
Resident
10
$5.50
$55
1
-$55
287 Beach Valle ball Courts - Commun' Groups/Individuals
Non - Residents
10
$6,75
1
$68
-$68
288 Beach Volleball Courts - Communi Groupaindividuals
Beach HOUSe
120
$5.00
$600
4600
289 Beach Volleyball Courts- Commeroial/Cam s
Resident
10
$32.00
$320
4320
290 Beach Volleyball Courts- Commeroial/Cam s
Non - Residents
10
$64.00
$640
4640
291 Beach Volleyball Courts- CommerciaUCam s
Beach House
10
$5.00
$50
-$50
292 Beach Valle ball Courts - Other
Hourly
.:.510.00
$1,300
$1,800
293 Beach Volleyball Courts - Commercial
Hourly
- 530.00
5900
S900
294 ACILI BEACH VOLLEYBALL COURTS TOTAL
' -'59%
$3,212
$1893
$1319
. 84%
1 $2,700
$808
$512
Total User Fees
% of Full Cost
$17,889,279 $4,380,583 $637,040 $12,871,656
VZL:�S:fYi"
$4,585,377 $204,794 $637,040 $12,666,862
26% 4% 71%
Page 51
Clerk - Records
The user fee /cost analysis for this department mirrors the structure of City's fee schedule and was developed as a whole for the
department. All fees are charged on a flat (or fixed) fee basis.
Clerk and Records services benefit those individuals or businesses specifically requesting or utilizing the services and are therefore eligible
for cost recovery. The City's policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with
providing fee - for - service activities.
Current fees recover 7% of total cost. All fees have recommended fees set at 100% of cost —with the following exceptions
Public Records Act Copies — per the California Public Records Act, this fee is set to recover only the direct cost of duplication.
Passport Execution Fee— this fee is recommended to be implemented at $25, instead of full cost recovery of $26.06.
Assuming no loss in demand, fee adjustments will generate an additional $22,000 in new revenue per year, recovering 94% of total cost.
One existing fee is marked for deletion from the City's fee schedule:
Offsite Records Recovery —the California Public Records Act prohibits charging for this service.
Two new fee proposals are included in this analysis:
Passport Execution Fee: (proposed fee is $25) —This fee applies to first -time passport applicants and those replacing a lost, stolen or
damaged passport who must appear in person before an agent authorized by the Secretary of State to give oaths to verify
passport applications.
Passport Photos (proposed fee is $12) - This fee is to reimburse the cost of taking and developing a photograph suitable for a
passport document.
Page 52
City of Santa Monica
Clerk - Records & Elections Services
FY 2012/2013
7) This fee shouldbe eliminated- the Califomia Public RecordsActprohibhs charging forthis service.
11) Passpodss In addition to the above calculations, a fee of$110mustbe collectedfrom the applicantandsentto U.S. DepaArnentofState.
13)CPR4cap1es addf8onalfees willbe assessedforprojectplans , maps andlargeboundbooks.
15) Agenda Subscriptions: proposed fee is $0.46peragenda to reimburse forpostage. This fee willbe subject to change depending on USPSiates
Total User Fees $25,755 $1,736 $24,019
%of Full Cost
7% 93%
$24,271 $22,534 $1,485
94% 1298% 6%
Page 53
Current
; Recamnaentlations`
Per Unit
Annual
Per Unit
Annual
Service Name
Fee
De Fee
Annual
Volume
e
Current
Current
Recovery Y.
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee Qa
Policy Level
Annual
Revenue
Increased
Revenue
Recommence
d Subsidy
1 Domestic Partner Filing
Flat
33
$15.00
100 %
- $15.04
$496
$495
$1
100%
$15.04
$496
$1
3 Domestic Partner Notice of Revocation
Flat
9
$7.50
93%
$8.10
$73
$68
$5
:100%
$8.10
$73
$5
4 Domestic Partner Amendment
Flat
$7.50
93%
$8.10
-100%
$8.10
5 Document Certification
Flat
9
$8.60
50%
$17.35
$156
$77
$791
100%
$17
$156
$79
6 Compact Disk Copy
Flat
$5.77
'.50%
$11.57
1100%
$12
7 Ofisite Records Recovery
Flat
F $5.00
50 %
$9.99
eliminate -see footnote'
8 City Charter Copy
Flat
1
$3.50
61%
:$5.78
$6
$4
$2
100%
'!:$6
$6
$2
9 Boards& Commission Directory Copy
Flat
2
d$3.50
61%1
$5.78
$12
$7
$5
100%
-1:$6
$12
$5
10 Boards & Commissions Handbook Copy
Flat
1
$3.50
61%1
$5.78
$6
$4
$2
100%
'( $6
$6
$2
11 Passport Execution Fee
new
600
$26.06
$15,637
$15,637
I96%
'.$25
$15,000
$15,000
$637
12 Passports Photos
new
550
$12
$6,362
$6,362
100%
$12
$6,362
$6,362
13 Public Records Act Copies
perpage
2,912
$0.20
/:37%
:$0:54
$1,576
$582
$993
-46%
$0.25
$728
$146
$848
14 Council Meeting Packet Subscription
per ear
1
`. $500
C66%
1: $758
$758
$500
$258
.< 100%
-$758
$758
$258
15 Agenda Subscription I
per ear
61
1
$11
$673
$673
1 100%
?$11
$673
$673
7) This fee shouldbe eliminated- the Califomia Public RecordsActprohibhs charging forthis service.
11) Passpodss In addition to the above calculations, a fee of$110mustbe collectedfrom the applicantandsentto U.S. DepaArnentofState.
13)CPR4cap1es addf8onalfees willbe assessedforprojectplans , maps andlargeboundbooks.
15) Agenda Subscriptions: proposed fee is $0.46peragenda to reimburse forpostage. This fee willbe subject to change depending on USPSiates
Total User Fees $25,755 $1,736 $24,019
%of Full Cost
7% 93%
$24,271 $22,534 $1,485
94% 1298% 6%
Page 53
Big Blue Bus
The Big Blue Bus does not have any user fees currently listed in the City's fee schedules and is not normally included in a user fee study.
But at the request of the department, MGT developed a cost analysis for a single new proposed fee - for moving bus stops. This
proposed fee is $547. No revenue projections have been provided as it is difficult to estimate an annual volume of activity.
Page 54
City of Santa Monica
Big Blue Bus
2012/2013
Total User Fees
% of Full Cost
$547 $547 $547 $547
100% 100%
Page 55
Current
ectrnmendafions
Per Unit
Annual
Per Unit '
Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery
Full Cost
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee@
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
1 Moving Bus Stop
Flat
1
$547.42
$547
1 $547
-500%
$547.42
$547
$547
Total User Fees
% of Full Cost
$547 $547 $547 $547
100% 100%
Page 55
Section III
Comparison Survey
Comparison Survey- City of Santa Monica
Commvnoy6 CWMvl SeMees
Santa Monica -'
CurmM
Santa Moolaa-
Proposed
Cuhxr Coy
S.eylilM
Coyvf o Angeies
West Hollywood
asaganda :
Monhaftan Beach
Redondo Beach
Sonia aaroa
Agvaocs Center
nquax<s rrgRram
_ Racrealiod L lap Sw ______
--
_
'
Age: Dail` / Pan Ixl vislls
Age: Doily / 115)
--
Dally / Paz (251
pailY .I hee
c`5 $I251$50,a
el3 (,a
$25a /$Xl (rBC Only)
Age: Daily
<I6 $I.W /NA (rec only)
ftac SWlm:
Lap SwiT:
31]: IS
Resident
IB1:
195? M.
gdulls$3 /Cbiltlran Of
<IBOr>6A Cr lily: Rea
1959:52
free
HI -
Saf-ap
Adults S3,
IMS.:ub
$1.0/$C50.W
>de:t:$1.5
>51 or di5aa
or dire
.00/
IB84: 82.W /$S5
$lit, SW
>59 or disability: See
Syvl,:U
Lap,VIM: $a
SSO far
Pass: $'Aloe
MS.
>S5:$e
Sfudenl:51.50 /$?S.W
/$25
he
g2W /$TI,O]
lap Swim: & /I355N
Age; On lyj In,,
Age: pally I less (15)
Ages 0aily 1 Fee 1251
Pdrops[a, ow m 15:
<I I:$2Al$25.00
qB: S250 /SW(led only)
Age: Dolly /Pee 130)
c1B: $200/ NA /rec only)
1854: 50.5154] NRI
NorvResitlenl
1854.$6.50/$100.00
1959:$400 /$SOLO
Some as Resident
<IBOOd,ordlsabillry: free
03 Cut,
Samo m U.Bdanl
Same am Resident
155:$34(336 NR)
>51:$3,W/W..W
>59 or disability.
1834:$250/$55
;959.$5'W/$Sl1.W
59 or disobility:fiee
Rec Swim summer.
Student: $3.W /W,W
$250/=00
$4]($51 NR).$]5($]B NR)
Junior Lifeguard Program:
__-
11 -I4 yo / $°A Residents,
"__3110 NorrResldents _
_
11 -Ia Y./ $1 W Resident,
_$141 _N_o_n- Ra_sid_e__M_ /__4_w_ k_
NA
__________ _ _
9 -1]y 1$35X0 /6wk
Ifu 16 Ye /5150 /5wk
NA
RI4 ya /$3W /4wk
NA
8-15 yo /$240 R$iOJ NR/
Group: &3J min /$40 R.
$A'1 NR
___ ___________
___________ __ _________
______ _
Coup: as
_5_wk__________
Swim Lessons
PAvate:4z
Group.4x3hn /140 R.U1
_
Rwate OSYnn /$130R
G IFir 30minld�
Wong 4x30mn /$45 R.
Rival. 429min /$]5
NR
GroumlNxF5 In/
111r /$5. $4159•)
_
30 min /$BUR.
$160 NR -
__ ___________ ___
NR.
$162NR
A,
8]S NR
G 6x25min /b20—
Foin I�5YS R6
RlvmW By Sam., _are__.
Povata: l0<30m $1W
_F_tnesS Sx'm Class
mn aopNPriB
__, 60mn(jSR S�IONR
___ _
..
Ft R
„_,___
_ _ _ _ _
60m'nl�Ad It j]5 na
_._
$P r1 PI Y
_
NA
i Court ft ntlt'o
_
60m1n /$4.50
Health b 3
_ I _ _
West Hollywood Park
Group:
50I/F R_$3NR
R tl Park lan
_FAmin/J4
i fI It
NA -it
A t' rapid GyT
ilea "'y /1')�yL3
_
emtl t
_. .. _ _
_.
dolly 33
_>^R' kp � 5'A_ _
dally
-
_
- ----
—Free
__ _ _ __ _
$
--------------------
- 1M1ly d IIYJ_ —
1855 $IO $85. �
55 . jW _{IS }3_ _
d
-- ---
free/ tlorrz)
_ _ —
c n
EI0/M1
of .�iY ar enter
18 SSrj10
,
------------------
!ift
Non-- ---- --
.$4
kP
$36
$10-
-S Resltlenf
Free tl )
$'A /M1
5 as Resident
bo Resident
Gy
YorrhSpers Toumm
oent
Bowing Or—
- ---
t
Tennis Court,
R aton Fork Roller R k
re
Climbing Wall
kUpS
1)
_ _
Resident
ad It: $290 _
Perne, $135
m $12$
__
__
had
_.
$71 /Yr
$NFAn
__
NA
_
$25 /M1r
_
$17/hr
$10f 2y g t '
��) J•q
�St4 4
m.1 ¢
ext $3.15
Nor,ewdent
gei $250
$47
$96 /,
$'glyr
NA
$5o /M1r
$TRlhr
Song a, Resident
. ------
_
h
Adult Soccer
Court R ons
Senor Classes l
----
L' Heights Y NM1
1
Softball Feld
�rsey:eltl
Fvll day F
d R,u M1 )�
MYL
Neldient
-----
adult dally use $2
- ---- --
R /M1r
--- --
$I
C jLHT�rGy
] v 50• $10/
NA
_ _
E25 1M1
_
$25/m
5'm
l
k 6 i
-
el rm
adult, ralpass IF
�
-
__ __
._
�N a
No R Id t
__
atlw rally
y u,e $3
_
__ ---
$2
m55{2]/
5 ,Rea I
NA
$s0 /M1
M1r
Some Resident
�L F
Atl n3pam
Basketball Leages
- ---- --- --
10 ,obaroposen 9mes
eu.'I'affs
5M t $]5/t am
SM b sl $310 / am
--
____
Og o
$30 /play E40 /g me
greSukro , as . F am-
p ply It
tl $340/1 om
o
b W /I T
_
_
Ogam
$43 /team
-----------------
------------------
NA
_ __
_ ____
b2/1 m
__ _
--
____
351 e
am
___
BGM mum
=/
+9 rj 1 n
t i
ti sit
-na d t 5349 /Ieam
._. _
_ranmiderit.jog5l
k4i3FijxY,!t4 }
VOleyball Leagues
Pulp
S.M tl )$A
09ama5
__._
Nq
NA
1doytaum t
_
8O sn um
\
2
S. b $50 /I
Id LW5 /t
5°$ /am
-
E1071 /
525g/I
_.
----
12 Sol 9 s
_ __
10 reg I 9 es
__
_
_ _ _
1c>i
So(tbollLeagues
pl pl yolk
S.M. d t $365/t
SUM bourese $41 o/t
8,W.Reo,on game,
Wu,'k dl15
Sgp9 /team
pl playoffs
Itl I $FAglt
b m
12 games
$39$ /tear
1RC4bolU 109 °
$45 /P
1. game season
t be A7$resident
$3-0
$485 /team
eG Minim m
E425/t T
k >4 h
1 },{
_O_ ln t 5000 /t
_ _
r $,C a
n 'd Y
)r.
t L
room sp m....
9x601 /.�3R$9$NR
_ ._
-'
--- -- ---- ----
' _ __
12x60 /b192R$216NR
2A$2
._ _
as
._
1---- - - ---
4---- - -y9JR --NR
_ _ _ _ _
-----
6 ---- -0
Sx-- $95R$IW.SONR
_
&IF /$W
-__ .. __
y�Ty {R1a"o �fi 'y1�
ti Y+yY�,CwjNf)Yl,'?r 3a
Sancti llybll
_Hkn IE]4RSBINR
NA
.1g5mn /$BQUR$NwSNR
$4
.. NA
NA
IDx90mn /EIWR$165 NR
NA
___
Tenn, Lesion.
ASg /5]mR$34NY
-
W31JSigR get NR
I2[sormn /$192 R.$216 NR
I@60'n /$150
M Month /$90R$100 NR
orsamn /$1.
Syr 6prnn /$15R$1... NR
&1M1 /$160
J)}L TtrPk£} }1
T- BII /Sa
P ar� inBiLR M6
10,50 /$I23lNR
"_
Bxrdm,n $92R$I0FNR
FMAmoRJVl9R,$l.NR
$S5
B9 /$9p
6'GS /$)8
BxdPnn /E119R$13090
NR
&45 --
33{.
I'a7
L g Bil Area
_
clip /$GTR E]S NR
_.....
__
cIW /A24R S1dd NR
-- - --
___
NA Only ticr info
I bl
_
Pric. l.mlElA
_ _
___
NA
- __
---50• /$150 /FrR
3115th
SI 'r Tpb Pod
bl> /n:"R3w/M1 NR
__ __
Gip /E60
-I
jY
Boost Permit
$67 16 k' adwnce
SRI R$52NRp 29p pie
p tP
$I 1)
A dt 3`rs W/
d p If $260/3M1 $60/F
APP f E24W W.
B p f$eW W,
fe
H.Arrccevingfel an 1
tlelennlned basetl an WAR
BI kP dYP p,m
Amplified Sound p It
c150/$50l 3M1,
__ _ _ ___
Building Rental
--------------------------- .
Playhouse:
_
—_._ __
An, For, Bldg:
--------------- -- --
Comm Russ Center 5421 /Peak,.Mro_H_e_r15J
a8 er +fFes
/EI'S
deposlt•gt39 /3M1rs•b25 /M
C " ..
". ae 3
NA
Community Cent"
Community
auditorium l$Im /M1rR
_._ ._
Cam ntyCenter
45M1O .$]COleva: $250
E146R 5166 NR
A3 NR per M1OUr
50.]5/EI....
I]3 /M1Center
4'N /----
C_Ivnes
_
_
__
_____
---------
....rNR
__
__
Youth Ballet
_ _
9x w5mn /$6 R.
_
4x45min /$MR$SSNR
RelHrJ WR$100 NR
9x60T1n /$90
NA
_ _
WXm'n /$49
Be Omn /$y3M R.$BI NR
&9p {$1091$140®0
&45'/$125
_
b }qq iN i� t,
t
Y ng Atl Cl s
IMEOmIn /$1231 $141 NR
6x FOmn /31251 $135 NR
9x 45ni n /$1261 516/NR
1Ox ]Smin /$150
@: SOm nLi2
__ ]x IN /E95
-
NR
Bx 50 /$110
Lt 3
/$IISR 3132NR
___ NA
6x6amn /�I50R 51� =R
6x E0mnL8125
NA
NA
NA
_, _9t IM1 /310,.,_
_$4 `i Lty 1 ,
Yoga
Bx]5min /bJ3 R.59eNR
6x90m1n 1 §72 R. ¢93NR
Ip290T1n /j1I8 R. E148NR
I 75TIn 1 E73
1M1r /E3 mom %nanmam
IOi 75min 1 $1W
or 75mn /5991 $10990NR
19 75mn /$65
$Y1 {l`�APLi
Page 56
Comparison Survey - City of Santo Monica
flrc:
Saufam.laa -.
cuppi
Santa MOglCa•
Proposed
CoheFCBy
BeveFtyHWS
..
CAyei LOSAn9edes
W .sf Hallyweotl
flSegundo
ManhaHan BOach
Rednndneeeah
vA°vtlm :Fee
$Oto 15M Each $103 over
New hilidi ga
New BUlldingc
5503 to $1 k. Each $1 k over
I It 25030: W9I0
IA2 IN. 1515.98
New BUOdrips 16%
$I k to Me $R.50
%mKhock
Flra Plan Checks Stallard &Complex
° a hadi st 30.0184
ea add l sf WOWl6
of Baking Permit Fenanl
Each$Ikover $21k to §SCk
$220 /Each Mr A'a' Jk
Contact with U COUnty
bl fO plus any outside costs
$V7 /Fr /IFrmin
emani
isnm
Lnprovldr,P 16A Ot
to$10]k :$S.SVI /pron$1Ck
insp�en'
w
2lm If: $M.
1st 2.5'1:$OIU
'19:
5str,so=7,19;
1st SC$SI99
Builtling Permit
over$1Md$9W
We
ea add 50.0184
addI
ea °tltl'I sl: $0OL59
Me Check Pop -CSA Of
total yacht - Minimum fee
$18.03
HAI3SYMmz
N yps1
V e
Ron CF k
IIOh tl.331B2
I0takdo%6
165 of Balltling Permit far
$Ot 1! .TS 60
$160 p Y tl ¢costs
Chadic
' $1 J] /hr w /Ihrm!
P I
dCM1ack Blrepediorss
IMheads eatl
rund,: Q.W /hetl
a
Each $IWOVerbo0 to $I k
NA
in, p
n
Fla Saundee - Resitlential
NPRF 13U sstermc
NPAF 130 Shms
$1 fa Inpectia,,
n
I beads -$260
VIA ai.
is
up to l Ok ', MA1
up fa 1 If, URP,51
aeh$3
over $I k to$k
u
51 -1M rescue -$75
Aa ISl u pe.tt n $1 8
>I. If. V29.99
ICk InUl, 19
. ..F.
road, -dA0
svbsepuadde f iov
New BUlleings
New B.1din
Each $1 k over M to M,
%on Cheap
lA 24 dada $1.159.29
111 As dada $M.W
$e.290
$160 plus any outside Costs
Plan CM1ack Fra At arm Systems
° a pool der S13.52 ier.nl
ea add 'I ad,$2.39 ienmR
65SOf permit tee
Each Wk ever$SOk to
Nq
In,cir-
It
iZI
Is1
Mdc,,,
$$r
6209Sq
$177 /hw /Ib min
21 tlay. $59..]4
up,
24tle ,3 °
Each $t akever BlLCk
Ok..r St
So Ft d
Sq Ft
2W1 -lI
add
dd I do ,
add'I-
j53.60...
IO,WI +$q-1.105
So
_.. ------ - ---eo
--bLEl
____ _____ ______________
____________ __ ___
_Plan______________ ___
Plan CM1ack Fac -.50A Of
__ _ _____ _______ __
� �
__________ __ __________
�'�"
-------------- __ __
...
---------------------------
Plan Chack: Storage Tank -Above
Imtall:$74214
Install:$5M.JB
total arms, - Minimum fee
Ground
R.'e,ch$Wit,
Removal:$7D.2d
5254.97
$25.03
NA
$160 plus °n Y outside costs
$IA /Mw /IM1rmin
Modify: 84A6..
Mad iM$SV.79
-
Fre Prevention Inspection-
__.__,
..____________
_________
_$0R _
-------------- ___ ___ ____
_________________ __ ____
______ _________ ___
WM
_
________ __ ______
--------- ------------
bassdatank:
Iwsd ee:IO
:$2
VE48
ea odd tank: 34234.
cad 54884
1pnk$C$2A2
Is
ea add P. $ ?t4..i3
ea atld'I pCOrir¢p :824421
Ip
Remosed:
Ro.:
Removrt
$fOrag¢iank -Untlel
$1'
:nk:
feep
Ground
Gravntl
acatt
cast tank: M1.2
1dk6.
ad
ob anfirs, .31
$254.9]
Sea Plan eheckfees above
NA
$16O plus any outside costs
$ID /Frw /IFr min
a atla pcor iota: $ ?1453
ldI
I
ea atldl pC amp: $24421
Motltly.
MatlMy:
imp: :IOD8.3 Por tank)
simple :638411
amyl: $I,3�.30 (pertanp
(pre, hi
(pertank
comp: $Clean
C,74
u5
Clwn up:
hour
$106 >4FOUrIYI
$1221a (M1OU:IY)
Candles °r Open Flpm°Permlt
Annual: $131. .
Annual: $25716 -
6.11
$98
�-
__ Ste-- Event,
Spada) N_ n[ �Sf.41
rya
$215 /Fr
$'62
Convalesponsch rpital Annual Perml(___
------ _-ccup J_9J____ _
-- ----
WEK _
NA _ _
-
_ _
.. ..
N_A_________
WbllcAssembly- Annual PBRnii
303occypan¢:
>30JOCCUpants: $29531
udenta
$1R'25
$IY /Fr
NA
-
$215
-
_ _ _ ___ _____
333•oCCU t_ $WI59
WI-a-
_ _ _ pans:_.___
]A•°ccu nt5: 5�>BI
____Pa___
.._
.___._____.___.__.___.
$162
Annual High Rim A. Inclose ion
s`"]S fl:§931%
55-75 Y.: S45L35
$149/M1r- min Bhis
$958
NA
._j5H
-antlYF __?Sft_
coal yp_$1_ W.__.__.__._______
$]W
$616
met nth:
mdlNtlpaS c
=O ,: V3
0st: $$1aA
Ousess0st SIE.47
1Z
5q-
os01 $1144
:811640
1..Ifs 2,1.
5,.If&a- 399m
It 41W cost -
100w
OAOJfi
Annual NORHIgh Rise Commercial
IO.W?.pur. r: 130.5..]
IOA]Oe18ov°c 819]23
0=0sf& ones
Isi twp lr¢ :10(spins $145
Inipe[tions
Coe grata
Camm°n Nape:
$148 /h
$4]6
NA
Trn:
$162
bee fed,
fed,
twsa(ee :$5254
let lwa 0$, addF.
$190
0.2;SIpsf. .G6.50
62-p3 sF. $6254
10.W3sf
OD0If A over,
5ralsmon :$nm
molsgmsf :$]151
Isi MOins p$. adtlire 1425
add
6031- I0.0.'V Sd: $1095.
0.& X49
OCOD o er
15urtd
315 units :$12259
_10,3.5made::0.75
315 units: $140.75
3toID Units
_
Annual MUll6Family Roodentlal
16N9 inch:$Osa.
16-09 units: $19d32
$1 el
$319
i l fo<C U, 14
%pn Cheek -$110
30IA inspacfian.
1rr5Peefions
A99 units :$354.02
50.99 uniki$245.W
el to>O Units $186.50
NA
inryeeMan $,AS
$185ubseauant
______ _ ____ _____ ____________________ ______
100 t 4 ].43
_____uni s _
__ _
Olot.,. cull. $15103
_ _ _ __ __ _ _
_
Ovee
___ ]_1_U_n_Its I_ W
Inspections
1d $1 W.
Caorins' : $155..
C.tegtryl: $25]99
_._____ _______
------ __ „_______- _________,
CRTK Hazardous Maf¢riaLL lrspaCflons
CWegory2 $81069
CategoryT. ¢515.98
$13237 Ibofmatan01
NA
�l It Inspection,
$I l esubseaveni
Category 3: 1621.39
Cat o 4: 392451
Category T. $90297
Cateop 4: $1.289.96
/unab
+$�.JS /undergrountl tank
Inspections
Page 57
Comparison Survey - City of Santa Monica
Pollee
Sable MOBIee-
5anfap.Bat
a M.atl
c.F c
Beve XRH
C MWsAn e/es
m'
wiirav B
flsegvnde
ManM1aHan Beoeh
Redende Beach
Cvn.W
.If
9
Ywoad
Initial al B annual
Alarm Permit
No Charge
$2656
rrc..l : 50.,, residences
No CFOrge
an
initial permlt:$i5 nool
WICaniract with lA
NO CM1OgO
$50
Brenewol
w /nommonitored alalms:
renewal:i
County Sherrill Office)
$Il new
$la
Fingerprint Fee
__- _____________.,W _____
g3LW x00J /FBlfee
$34.23 +OO1 /f011ee
$17
-
$32.10
-
§]6
NA
$ID +DOJ tees
As
card: b3.l IVascan: $L$
n. charge to I
$I /3pg +$0.20 each
Police Rapotl Copies
cen /pagB
WW /Page
nvolved,$1,. W 10/pg to
addlflonal
88sflat rate
NA
$O.A /pg
X40 /pg
$2J
-_e__a____
pg
______
j]6xlab f¢¢5___.______-
_______________
$6I.56rlab fees
_______- ____
.__$1_.. ._
____________ _____
._ __ ___$61p_ ___ __,____________
____ __________
_______ ___,,,__
_____ ________________
„_,_________ryq_________
__________ __ _
______,SyO_ ___ _
___ __ ____ _
_____,6(pnoto ___
_ _ _ _ _
pi25 Ri_
Ma age------ 5hment Pemnit
$9140- newel
Snewor
$209 tar<10 $364 far v II
$]]6,l O new
$5]400 new,
NA
$45
$� /�
---- -
----- ---- -- -
______tec_hn_c_a_os___
__ 9_].]_0_r_an_e_w_al_____
---- S_I_5_5_._W_re_n_e_w_al
$143
MPUage technician Parmlt
$9140 new or renewal
$97,96 new or renewal
NA
$21'!10 how, /$1BI e2
ranewo_I_________
$362W new
NA
$9p
$IJO
$125
Sacantl Hand Dealer Partnil
ew
58.18
g39o.]6 nav+
NA
5336Anew &renewal
$3_.03__re_n_e_wal_ -
$3]S.W new
NA
_ -------- ____
_______________
________________
_ ________
re
_____ $219.1Brenewal _
__- ;31384 renewal
b1S.OJ renewal
$I I$
$985
NA
Fal AI R p e
$16486( 8'd u ,
_b2]2Bf tM1dfee
$I.fd4 far 3rd In FY
$20R3241h 8 ubseq
SI31
- _
NA
/parmr1h$M
/,pout E251
NA
fi 13 alartn5 Ree
1st alarm free
..
Isf 2h¢e 35 $% 6& 196
$
lee
$440
$0.5.32 WSic fee
_
AniTOlAdoptioM
vaccine
$1540 vaccine fee
$16.94 vaCCine fell
$80
Fed
Of Lea A---
b2BVaaatnafil
NA
NA
NA
Dirac-fo$PCAA
_ __
�0_OO4pay /nd
STLNmoy /naunouterad
_________-----------
---y
.____..__.__._____ ________________Oi.yep=SI22____
---- -
_.______.__.
/routored_
d /d/unneW
$35095Pre,od I eL
$255payed/neunnout
ypspayed/neutaretl
ered
$I05payed/neut¢red
Dog Llcarve5
WK urep
poya
$]0.18 VnSpayBtl /Vn--
.$SO UnSpayetllvnnaN
A---
$100 UnSpOyad /Unseal
NA
=unspayed
$g0EgLU'Btl /VnneW
$SO UnSpoyeapieneW
$pspayed /neuteretl
_____.___- ______$410
dus(_licata_______._$?a5l
tlu�limt¢____._._.-}?
aPefcate
$lOduplimfe__._.
$d duyfcate._
W uruppearpunhout
VIN er Impaund 8 Release _.
____ {12360__ ___
?616
------
1]5
---fee
--- ---LOS
________________ ________._-----
.jl fli.ID
$1
____.__.______.______?�tlypllcab
NA
_.__ _
¢oA
VIN V¢rlfiCptlOn
910
_�
.96
_________ _____
NA
,_ _
NA
NA _
NA
_
� � NA
_ _Si55
NA
__ NA
� NA
� NA
CtiyCledc
suMUMOnica- 1
$.af Oice-
C�Irer CRY
BevedyHBH :.
les Angeles
Wesf Hollywood
NSegunde
MenhoHan Beach
Redonda Beach
c."nt
:Proposed
Photacro S
W.51 Per page
$p.A Per page
$0.15
Isi Page _$2
Eoch Adtll -.E122
$0.12
$0.25
$0.10
$0.10
Da t Potlner_Flling_ __ __
$I$ --
_
$15...
_____ _
___
---------
$2i _.__._
___..
Proper[ 6ecution Fee
25
_...__.
_.....
- $25
BeStlingBSalely
isall Maid..-
sailMai-
CtiNer CHy
BevedyXltls
WsAngeies
WesfXMlyweod
flsegvndo.
MonhaHOh Beoeh
Redendo Beach
Cvnenf
Proposed
Plan Checcsngle famydw Ing (3.5'.V
,q;69]
$4.3J3
$4.233
$S499
$L]!]
$S.004
$IAl4
$3,tp1
sq R, or $U)0000 conatluct on value
PlanC'nockAVe� tna Counter(ea4wl to
-------- .----- .._..___---
$94W..reaews; $151
__ ----- _--- _.----- ..--- ____
$4461st two ravlaws: $I]0
. __ _ __.,__._______._
--------------- __._ ___._.__.__.___.__...___._____.
------- ------ -_
___ _ ___.________
----------- .----------- . __.
----- .--------------- .__..__
a.$2a.tt'A COartrvetion value( Ion
coon add 'I-low
each odd l review
$341
$692
$261
$455
§124
$''S1
Building Permit. Single bmily dwelling.
3.5035gR (e quautoa5402.WJ
84,425
$4,406
$5,640
$6,W9
$1,9 75
$6.2YJ
$2012
$3,801
c_a_nS_W_ c_tio_nv_o_lu_a_tl_o_n
Perm16 is
.auto I.= .'r., t $15[Strial
a$1.SW.000
vpstecisg Hatton
$124A
$12045
$19.040
521,039
§5.7I5
$12471
$LC39
b10.433
ro
c
ogerrmonvalVOtion protect)
$ingleirade Perms lBaSe fee for _ �
elactical.mIXhanical arplVmbing
- -
$19B
� �'- _'��� -'�
$169
'�
$52
$52ID WV5 &33 %OI BId g
_.______.___._.._.___.___
$glsVanca Fee
__.
__;;d
Nt,pe
__ __,._ ,
q'h of Building PBimit Fae
836
Permit Fea
__._
o all permit
of bldg permit
Res /Patlial -$130
0<EIMM -L9X
-----------
_
D'em01iti0n Permit
$A6
,$y9
Ras /Poll -§260
$IMM<¢SMM -IR
$3 -$13 pengfl
$265.80
SFB - §92
Accessory Bid, to SFB -$]6
Comm/Part.1- 05
Camm /Full -&03
§SMMQIOMM- 0.25°b
$I0MM x 03].
All 01h., Blags - $LID
Page 58
Comparison Survey - City of Santa Monica
cable Edisapardwar
Stara Monica-
S.M. Al.ii -
cisterns COY
staideryniff,
labrullifignithia
WaStliallynel
sSagnadi
illarrhaffar, Stealth
Rindaricto Dinner;
candear
Proposed
tssass Ordinance. offer Hours Permit
$,546
$80"1
Not Fill after 10 gm.
agree, no permit resulted
-- - --------------
-------- ------------
Simple Improvements: no
--------------- --- -
Simple Improroemente op
----------- ---- --- -----
---- ----- ----- --- --- ----- -
---------------------
---------
------------
------ ----------------
fticti,l Fee residential
fee; Permit Obtained > 10
cone Forms Obtained > 10
dead off,, NOV: $., color
day, after NOV: $I ,Major
--imiddislemerrall 5
maddrrhe'to Sign
Simple Improvements: no
Simple Improvements: no
Invedil Fee, XI Other
fee; I it Obtained > 10
here Penn it Olmalmed > 10
days after NOV: V46: it
days after NOV: UPsMajor
Imp.vs-.nts: $1,I)CO
Imposassamenne S1W
MU1f4FamilImoedion Pr ram -- -----
----- ----- - K----
--
------------------------
- -- -- -- ----- -------
-- ---------- -----------
-- --- --- ----- --- -----
-- -- ------- ---------
---- --------------- --
----- -- - --------- -- -
planal
Santa W.I. -
saintamattlear.
csinarcity
sweeddylvir,
luessAwrigentat
Waist Hollywood
0 Selland.
Manhaller. Banal
Rand.rds. Real
torrent
Proposed
turned L[gente Planning Revilev
- - - - - - - -
. ...
... ... ...
Small Dsmido (h8saider)
B.1r- f 1r Tn1Ra-vIm,
dd,Slo,,.cP,
Osti
o� r. sHome i d hl
Los,. Do---
-- --
----- --- ---------- ---
-------- ---------------
- --- -- -----------
---------- --- ------- --
----- -- ------- ---- -
----- --,.
2n
Deed
--I-n -- -- -
V2
---------------- -$--12-7 -- -----
44h, ----- ---
-__;1.931__
qnc,p
Ougd-h -- ---------- ---
---- ---- -----
------- ---------
_I.931
---------
------------------
----------- -----------
---- ---------- --- -----
-- ------------------- -
---------------------
------ -- ------ ________ --
Amendment SfD- $3.228
No Pub1c Hisman - Si
Amendment MFDJNon Res-
eble Hboddri
Public Hopi Waiver -
Projects In Comal Zone Aidebral In
$213
Sall
UA6
$qcS
Public there, ith sul
Sin
Carl
Permit Ngn Rap- $1,198
d'ampi mepic,stimn -
Public Pool - Sti
Permit SM For - n2bB
Sgis
M_ FD
- -- --- -
- -- - - - -
------ - -------
- -- - - -- ------ - ----- -
- -- - --- isi -----
Furll
-n
s04wk
Havrl RofBs
nestal Planning A agirreening
Santa treat. -
Send. Atani -
ctningi
liventl
laniAlignill
west Frosirwingat
95.9teri
Manhattan Sal
Riedral."vi
C..t
trespassed
la 2 rmignes per page SSN4.
1 st 2 ass add page $226:
Taft Central Plan Real-
cosh ad it I asi (,or
each I drue- (par
------- -- --------------- I ------------
______Met 5191_ ...
... dej
.... gas, ZE --------
--------------------------
-------- ------------
-- ------------------------
-----
..... . . I -----------------
------ - - -
--------------------- - -
12 scroll space, W2
62 eaded, spaces $565
S-X posedra spaces Un
320 parking spaces $1.071
Carol Replied Paris,
Food, Demand
sit 0 gi so... $1,.17
d1-43 pal spaces $I Zor
en-It Fee ", manta)
MI-cr Parking lJse-$S37g7
Stody/shoradoorkIng(JoInt
Parred,andOndeConspustionDesign
41-IM parking spaces
41-100 achr,,pacer
hall al vaJuxii - St. Sid
Mesp Parking U-nud.
UsitStieFe-Wisisdamplim
$1'396
$3,716
$101 pn00K - b2,h,80
actual posts of Trat Ers,
each add I I W anotem,
each add 'I IM parking
>dotNrs-392e0
s a ... s S3P?
ipatts$1,634
--------------
--------------------------------------
----------
Friday -1049
-
-------------------- -- - -
----- ----- .. -..
--
-----------------------
--------- ----------- --
----------- -------------------
-
$16 per
Employer, Annual Tromporristion Fee
shemloll
poser, e sCin,
employees $12 per
Tetemporary od, No Parking Sign Issuance
I
I
U. pl us 'i
r l ost edence,
Page 59
BEGINNING FUND BALANCE
Operating funds
Revenues
Expenditures
Salaries and Wages
Supplies and Expenses
Non - Discretionary Changes
Capitol funds
Expenditures- Funded Projects
Operating balance
Capital balance
FY 2013 -14
General Fund - BASELINE - revised 05.20.13
FINANCIAL STATUS UPDATE
FY 2014 -15 FY 2015 -16 FY 2016 -17 FY 2017 -18
303,597,497
312,368,814
320,952,279
328,657,485
337,187,831
(283,687,491)
(292,405,575)
(305,147,611)
(315,104,349)
(326,674,807)
(204,926,293)
(211,967,310)
(216,736,537)
(222,094,673)
(227,815,186)
(79,050,578)
(81,153,728)
(83,059,194)
(84,220,301)
(86,375,459)
289,380
715,463
(5,351,880)
(8,789,375)
(12,484,161)
19,910,006
19,963,239
15,804,668
13,553,136
10,513,025
(22,158,817)
(18,195,000)
(18,195,000)
(18,195,000)
(18,195,000)
(22,158,817)
(18,195,000)
(18,195,000)
(18,195,000)
(18,195,000)
»F r i .r 4,. a i :9..slit::l'� «r�..:,n :. ri "„i 1U,,t..P..,:. rE ,.. : g.,T.JI: zyG w : 't �u. wl. uAi ivr tiN s'6 .ru7- ir J '� ., wRw,k � ur N �i"�l v- :W[iy�9C�:u� E ufr�} L :i,., f ,iv, i(:. !+I• rt u; .l! .i;,it2i 't I=" :. E i.�: l,�r i1 k",�, t t (t.3 ; 3 ) t,1ii.:lL�il.i , l5 k ){,, :.7,t1i 1 l�3i3ii:t , }s'af . ,x ir:..s.a;�,, {$4 i l : �i. , �,.48vw ,8� � �w(L� J:�' i 121if„ �'>� _( l �� Ir, sr,lt. .,•.lrt'.. ! `i7 ;w' ' 8. uvw�Lu(3 �u iS1S� 1 , : > tL,U 3w9:uu0t�3 i
� O� will, 1010r §�t:l��:.:i:1;.!i , ..
Balance Sheet Transfers
Contingency - 15%
Assigned Fund Balance - Capital funding sources
BALANCE SHEEET TRANSFERS BALANCE
PROJECTED ENDING FUND BALANCE
(Assumes No Increases)
BASELINE AVAILABLE FUND BALANCE
(In Thousands)
10,877,657
10,877,657
(1,493,511)
(1,493,511)
(1,735,569)
(1,735,569)
(1,483,086)
(1,483,086)
8,628,846 1,768,239 (3,883,842) (6,377,433) (9,165,062)
$ 8,629 $ 1,768 $
FABudget \Share \ — BIENNIAL BUDGETS\FY 2013 -15 \Summaries and Presentations \Financial Status Update - FY 2013 -15 - 05.2013
(3,884) $
(6,377) $ (9,165)
Already included
Affordable Care Act (510,500) (1,021,000) (1,021,000) (1,021,000) (1,021,000)
CIP (6,000,000) (6,000,000) (6,000,000) (6,000,000)
Add COLA (1,005,987) (2,884,286) (4,670,752) (6,477,171) (8,312,338)
(1,516,487) (9,905,286) (11,691,752) (13,498,171) (15,333,338)
PROBABLE CASE FUND BALANCE
Best Case
Revenues increase by 1%
BEST CASE FUND BALANCE
FIVE -YEAR GENERAL FUND - FINANCIAL STATUS UPDATE
Draft 05.20.13
NEW FORECAST FACTORS FOR BEST CASE TO WORST CASE
FY 13 -14 FY 14 -15 FY 15 -16 FY 16 -17 FY 17 -18
8,628,846 1,768,239 (3,883,842) (6,377,433) (9,165,062)
11,639,878 4,861,419
(5,818,674)
Worst Case
Revenues don't increase by 1% (3,011,032) (3,093,180) (3,179,965) (3,259,840) (3,346,388)
RDA: parking revenue loss if share revenues (4,000,000) (4,000,000) (4,000,000) (4,000,000) (4,000,000)
WORST CASE FUND BALANCE 4,628,846 (2,231,761) (7,883,842) (10,377,433) (13,165,062)
F: \Budget \Share4 - BIENNIAL BUDGETS \FY 2013 -15 \Summaries and Presentations \Financial Status Update - FY 2013 -15 - 05.20.13