SR-06-25-2013-9Alama
City of City Council
Santa Monica
City Council Meeting: June 25, 2013
Agenda Item: t ® }9
To: Mayor and City Council
Chairperson and Housing Authority Members
Chairperson and Parking Authority Members
From: Gigi Decavalles- Hughes, Director of Finance
Subject: Adoption of the First Year and Approval of the Second Year of the Fiscal
Year (FY) 2013 -15 Biennial Budget (including the Second Year of the
FY 2012 -14 Biennial Capital Improvement Program Budget)
Recommended Actions
Staff recommends that the City Council, Housing Authority and Parking Authority:
1. Adopt a Resolution of the City Council of the City of Santa Monica adopting the
first year and approving the second year of the Fiscal Year 2013 -15 Biennial
Budget and adopting the second year of the Fiscal Year 2012 -14 Biennial Capital
Improvement Program Budget at Attachment F1, as amended by Attachment D;
2. Adopt a Resolution of the Housing Authority of the City of Santa Monica adopting
the first year and approving the second year of the Fiscal Year 2013 -15 Biennial
Budget and adopting the second year of the Fiscal Year 2012 -14 Biennial Capital
Improvement Program Budget at Attachment F2, as amended by Attachment D;
3. Adopt a Resolution of the Parking Authority of the City of Santa Monica adopting
the first year and approving the second year of the Fiscal Year 2013 -15 Biennial
Budget and adopting the second year of the Fiscal Year 2012 -14 Biennial Capital
Improvement Program Budget at Attachment F3, as amended by Attachment D.
Staff also recommends that the City Council:
1. Adopt a resolution of the City of Santa Monica setting various rates and fees
(Attachment C1);
2. Adopt a resolution of the City of Santa Monica setting various fines and penalties
(Attachment C2)
3. Adopt a resolution of the City of Santa Monica adjusting preferential parking rates
(Attachment C3);
4. Adopt a resolution of the City of Santa Monica establishing new classifications
and adopting salary rates for various listed positions (Attachment E1) and
approve the Position and Classification Changes (Attachment E2);
5. Adopt a resolution of the City of Santa Monica establishing the GANN
appropriations limit for FY 2013 -14 (Attachment G);
6. Approve the Proposed FY 2013 -14 Human Services Grants Program (HSGP),
incorporating the proposed funding levels (Attachment H1);
7. Approve the Proposed FY 2013 -14 Organizational Support Program (OSP)
Grants for Arts and Culture Nonprofits, incorporating the proposed funding levels
(Attachment 112);
8. Authorize the City Manager to negotiate and execute modifications to grant
contracts extending their terms to June 30, 2015 for grantees of the Cultural Arts
Organization Support Grant Program;
9. Authorize the City Manager to negotiate and execute a first modification of
Contract #9419 with Venice Family Clinic, a HSGP grantee, upon the successful
conclusion of the merger of Common Ground, a HSGP grantee, with Venice
Family Clinic;
10.Authorize the City Manager to negotiate and execute a second modification to
Contract #9605 in the amount of $225,000 (one -time funding) with Social and
Environmental Entrepreneurs (SEE), a California -based organization, to provide
drop -in and referral services for at -risk youth and extend the term of the Grant
Agreement. This would result in a two -year amended agreement with a new total
amount not to exceed $565,220;
11. Direct staff to work in collaboration with the Cradle to Career Initiative and Youth
Resource Team to implement coordinated and interdisciplinary action to serve
the most vulnerable older youth and their families and return to Council to seek
authorization to negotiate and execute agreements with local non - profits to
provide services;
12.Accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the Los Angeles Homeless Services Authority (LAHSA) in the amount of
$389,215 for Coordinated Case Management; and
13.Accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the U.S. Department of Housing and Urban Development (HUD) in the amount of
$446,822 for the Serial Inebriate Program.
Executive Summary
This report presents information and requests actions necessary to adopt the first year
of the FY 2013 -15 biennial budget, including the second year of the FY 2012 -14
Biennial Capital Improvement Program (CIP) Budget, for the City of Santa Monica, the
Santa Monica Housing Authority and the Santa Monica Parking Authority. It also
requests that Council approve the operating budget plan for the second year of the
Biennial Budget. Since the City Charter requires Council to adopt a budget annually,
staff will submit the FY 2014 -15 budget plan to Council for formal adoption, with any
necessary revisions, in June 2014.
The City released its Proposed Budget for FY 2013 -15 on May 20, 2013. Staff has
received new information and made adjustments requested by the Council at the
Budget Study Sessions on May 28 and 29, 2013, resulting in the adjustments to the
Proposed Budget recommended along with Budget Adoption as part of this report. The
Proposed Budget as revised is $525.7 million in FY 2013 -14 and $529.4 million in
FY 2014 -15.
FA
Background
On January 22, 2013, City Council reviewed and commented on the FY 2013 -18 Five -
Year Financial Forecast and directed staff to implement various budget strategies in the
development of the Proposed FY 2013 -15 Biennial Budget in order to avoid a structural
deficit in the General Fund. 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.
As part of the Budget adoption process, on June 21, 2011, Council awarded two -year
grants to 11 nonprofit arts and cultural agencies through the Cultural Arts Organizational
Support Program (OSP) and four -year grants to 24 human service organizations
through the Human Services Grants Program (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 for current grantees.
During two budget study sessions, held on May 28 and 29, staff presented the
Proposed FY 2013 -15 Biennial Budget and Capital Improvement Program Budget for
FY 2013 -14, the May 2013 Financial Status Update for the General Fund for Fiscal
Years 2013 -18, and the results of a comprehensive study of the City's fees. During the
study sessions, Councilmembers made inquiries regarding department proposals and
workplans, and directed staff to reconsider various proposals in time for the budget
adoption public hearing on June 25, 2013.
Discussion
The proposed two -year budget 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. The Proposed Biennial Budget for the City of Santa Monica has been
revised from the document presented to the public on May 20, 2013 to reflect final
changes based on Council feedback and new information received. The Proposed
Budget as revised is $525.7 million in FY 2013 -14 and $529.4 million in FY 2014 -15. A
more detailed discussion of these changes is included below.
Responses to Requests for Information
The study sessions provide a forum for Councilmembers to inquire about department
workplans and to seek clarification on items and assumptions included in the Proposed
Budget. A list of responses to Councilmembers' inquiries is shown in Attachment Al.
Fee Adjustments
During the budget study sessions, departments presented adjusted or new fees and
rates that were included in the Proposed Budget and recommended in the
comprehensive fee study. Staff anticipates implementation of the fee study
recommendations would result in approximately $1.6 million in additional revenues,
$1.3 million of which is in the General Fund. Upon review and discussion, Council
asked staff to modify a number of the proposed fees and rates. Revised proposals for
these items are shown in Attachment B.
As part of the adoption of the FY 2013 -15 Budget, staff is presenting three fee /fine /rate-
related resolutions to Council for adoption. The master fee resolution (Attachment Cl)
contains all user fees charged by the City. This includes all fees analyzed in the recent
fee study as well as fees that were not part of the study because they were recently
studied or will be studied separately next fiscal year (i.e. zoning application fees). In
addition, a master fine resolution (Attachment C2) is being presented that includes all
fines assessed by the City in one resolution. This includes administrative citation fines,
parking violation fines, library fines, and fines for excessive responses to false alarms
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by the Police and Fire Departments. Finally, a comprehensive parking rate resolution
(Attachment C3) includes the recommended changes to preferential parking permit
charges. Resolutions related to enterprises or mitigation fees will continue to be
separate and will be updated and presented to Council in the future as appropriate.
Based on final Council action on these three resolutions, staff would for the first time
develop a comprehensive list of all City charges for fees, fines, and rates, providing a
valuable resource for the both the public and City staff. The list would be published on
the City's website on or about July 1, 2013.
Proposed Budget Revisions
Modifications to the Proposed Budget, known as final changes, are based on Council
direction, new information and identified omissions. The changes increase the budget
by $4.8 million and $1.7 million in FY 2013 -14 and FY 2014 -15, respectively.
In FY 2013 -14, the changes primarily reflect $3.5 million associated with moving the
Parking Access & Revenue Control (PARC) System capital improvement project that
would replace entry and exit gates and related equipment at City parking structures and
lots to FY 2013 -14 from FY 2012 -13 due to project timing. This project would be funded
with FY 2012 -13 funds. In addition, $1.1 million reflects an accounting adjustment to
budget Successor Agency reimbursements as revenues instead of expenditure
transfers (no net impact), and $0.2 million is related to public safety equipment and
miscellaneous staffing changes.
In FY 2014 -15, the changes reflect $1.1 million to reflect an accounting adjustment to
budget Successor Agency reimbursements as revenues instead of expenditure
transfers (no net impact), $0.2 million reflects operating costs related to the PARC
System, and $0.4 million is related to public safety equipment, miscellaneous staffing
changes, and adjustments for interdepartmental chargebacks.
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Staff recommends that Council adopt the changes to the FY 2013 -14 Proposed Budget,
and approve changes to the FY 2014 -15 Proposed Budget. With these changes, the
budget remains balanced. Changes are itemized in Attachment D.
Personnel Changes
As part of the budget process, proposed employee classification and compensation
changes were reviewed by the Human Resources Department and the City Manager's
Office. The resulting classification and salary changes and position list are presented in
Attachments E1 and E2.
Budget Resolutions
Adopting the resolutions in Attachments F1 -F3 would:
1. Adopt the FY 2013 -14 and approve the FY 2014 -15 budget revenues at the
account level, with operating expenditure appropriations for the Salaries and
Wages, and Supplies and Expenses (including Capital Outlay) major expenditure
categories within a fund for each department, and capital improvement program
budget within fund;
2. Authorize staff to roll over appropriations for multi -year operating grants not
completed at the end of the fiscal year, unspent donations dedicated to
programs, and the encumbrances for goods and services purchased by
FY 2012 -13 year -end but not delivered or provided until FY 2013 -14;
3. Authorize staff to roll over appropriations for the General Fund and all other Non -
General Fund unencumbered balances and unexpended encumbrances for the
fiscal year 2012 -13 capital improvements program budget.
GANN Appropriations Limit
State law places limits on the amount of Santa Monica's General Fund appropriations
that can be made without voter approval based on a growth factor calculated on
changes in Santa Monica's population and either State per capita personal income
growth or the growth in non - residential assessed valuation. This restriction was placed
in effect in November 1979 with the approval of Proposition 4, commonly known as the
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(Paul) Gann Initiative. The City's GANN Appropriations Limit, based on growth in non-
residential assessed valuation times the annual percentage population change for the
City is FY 2013 -14 is $1,541,052,717.
A comparison of the City's FY 2013 -14 GANN Appropriations Limit and FY 2013 -14
appropriations and tax proceeds subject to limitation as set forth in the City's Proposed
FY 2013 -14 Budget follows:
Proposed GANN Limit - related Spending for FY 2013 -14
GANN Limit $ 1,541,052,717
Appropriations Subject to Limitation 192,259,568
Net (Over) Under $ 1,348,793,149
Proposed GANN Related Tax Proceeds Spending for FY 2013 -14
GANN Limit $ 1,541,052,717
Revenues Subject to Limitation 188,403,177
Net (Over) Under $1,352,649,540
FY 2013 -14 appropriations subject to limitation are $1,348,793,149 less than the City's
GANN Appropriations Limit. In terms of receipt of tax proceeds, the City is
$1,352,629,540 under the GANN Limit. A resolution to establish the City's FY 2013 -14
GANN Appropriations Limits is included in Attachment G.
Human Services Grants Program (HSGP) and Organizational Support Proaram (OSP)
for Santa Monica's Arts and Culture Non - Profits
The FY 2013 -14 Proposed Budget appropriates funds to grantee organizations at
FY 2012 -13 funding levels. A contract modification to extend the OSP grants for two
years through FY 2014 -15 is required, with the exception of the Santa Monica
Symphony, which is in the midst of a transition and working to meet all its obligations
under the present grant. Given the state of flux of the Santa Monica Symphony, their
grant would be subject to review and possible amendment in FY 2013 -14. Attachments
H1 and H2 list the individual grantee agreements approved for funding through the
FY 2011 -15 Human Services Grants Program and Cultural Arts Organizational Support
Program (OSP) and the grant amounts for the FY 2013 -14 Budget.
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In the upcoming fiscal year, it is anticipated that two City- funded non - profit agencies will
merge. Common Ground is in negotiations to bring their programs under the umbrella of
Venice Family Clinic. The Boards of Directors anticipate a vote in July, with a merger
completed shortly thereafter. All program and administrative operations would operate
through Venice Family Clinic, with the exception of Common Ground's youth services,
which are being transferred to Safe Place for Youth, a Venice -based non - profit. The
Human Services Grant Program funding for Common Ground will be renewed as -is for
July 1. Staff proposes to modify the Venice Family Clinic contract to add the scope of
work and funding from the Common Ground contract once the merger is complete. This
merger will provide long -term stability for the Common Ground programs, and greater
efficiencies in service delivery, with improved integration of primary health care for
people with HIV /AIDS.
Enhanced Services for Opportunity Youth & Their Families
On January 8, 2013, Council directed City staff to release a Request for Proposal (RFP)
in the spring of 2013 for services to disengaged, at -risk Santa Monica youth.
Disconnected youth, also referred to as "opportunity youth," are defined as youth
between the ages of 16 to 24 who are not in school or working and /or lack appropriate
supportive networks. Following outreach to an array of groups in the community to
gather input on how best to provide services to the target population, the Human
Services Division released the FY13 -15 Opportunity Youth RFP on April 1, 2013 and
subsequently issued an Addendum extending the application submittal deadline to
May 6, 2013. Three applications were received by the deadline. The proposals were
reviewed by a team comprised of city staff and independent external reviewers. The
reviewers concluded that while none of the applications as presented fully met the
criteria outlined in the RFP, each proposal offered strengths and service components
that might be considered for support within a more integrated structure. Staff is
proposing that the City both support an acceleration of the work of the existing Cradle to
Career Initiative and its Youth Resource Team (YRT) of local service providers who
offer mental health services, job readiness and employment placement, education re-
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engagement, and in- the -field outreach and assertive case management to vulnerable
youth aged 16 to 24, and expand the YRT to include services such as hospitality
training, job development and placement, and outreach to at -risk communities as further
described in Attachment H3. Therefore, it is recommended that Council direct staff to
work in collaboration with the Cradle to Career Initiative and Youth Resource Team
to implement coordinated and interdisciplinary action to serve the most vulnerable older
youth and their families and return to Council to seek authorization to negotiate and
execute agreements with local non - profits to provide services.
Additionally, while the Pico Youth & Family Center (PYFC) did not submit an
independent proposal for youth center operations as part of the RFP process, concerns
outlined in the January 8, 2013 Council staff report continue to be documented and
many remain, and in light of the recent series of tragic events in the community, staff
feel that this is not the time to reduce youth services or close doors. Therefore, staff
recommends that the Council provide a one -time extension of funding to Social and
Environmental Entrepreneurs (SEE) in an amount not to exceed $225,000 for the
continued operation of the Pico Youth and Family Center (PYFC) for up to one year. By
providing this funding, the PYFC will serve as a safe place for youth in the form of a
drop -in and referral center, while enabling the PYFC Board to pursue its intended
transition plan for the Center, including securing ongoing non -city funding.
Federal Supportive Housing Program (SHP) Renewal Grants
The City has been receiving Supportive Housing Program (SHP) funds for coordinated
case management since 1996. At this time, staff is requesting authorization to accept
grant funds from the Los Angeles Homeless Services Authority (LAHSA) for the SHP
grant in the amount of $389,215 for a one year renewal (November 1, 2013 — October
31, 2014).
On March 21, 2005, the U.S. Department of Housing and Urban Development (HUD)
announced a $10 million funding initiative for housing for people who are homeless and
pe
addicted to alcohol. Staff is requesting authorization to accept grant funds from HUD for
the Serial Inebriate grant in the amount of $446,822 for a one year renewal (for the
eighth year of the grant).
Commission Feedback
Budget - related information received from City Boards and Commissions is included as
Attachment I.
Financial Impacts & Budget Actions
Adoption of the Proposed Budget as amended by Attachment D would formally adopt
the first year and approve the second year of the City's FY 2013 -15 Biennial Budget,
including the second year of the FY 2012 -14 Capital Improvement Program Budget.
Prepared by: Susan Lai, Acting Budget Manager
Approved:
✓IIGVNI VI 1 IIIQIIVU
Forwarded to Council:
Rod Gould
City Manager
Attachments:
Al: Responses to Requests for Information
A2: Big Blue Bus FY 2013 -14 Operating Revenues
A3: Youth Budgets for FY 2007 -08, FY 2011 -12 and FY 2013 -14
A4: Human Services Grants Program for FY 2010 -11 through FY 2013 -14
A5. Community Investment in Mental Health Services
B: Modifications to Proposed Fee Amounts
Cl: Resolution of the City Council of the City of Santa Monica Setting Various Rates
and Fees
C2: Resolution of the City Council of the City of Santa Monica Setting Various Fines
and Penalties
C3: Resolution of the City Council of the City of Santa Monica Adjusting Preferential
Parking Rates
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D: Revisions to the Proposed FY 2013 -15 Revenue Estimates and Expenditure
Budget Appropriations
E1: Resolution Revising Salaries for Various Positions
E2: Listing of Position and Classification Changes
F1: Resolution of City Council of the City of Santa Monica Adopting the FY 2013 -14
Budget and Approving the FY 2014 -15 Budget
F2: Resolution of Housing Authority of the City of Santa Monica Adopting the
FY 2013 -14 Budget and Approving the FY 2014 -15 Budget
F3: Resolution of Parking Authority of the City of Santa Monica Adopting the
FY 2013 -14 Budget and Approving the FY 2014 -15 Budget
G: Resolution of the City Council of the City of Santa Monica Establishing the GANN
Appropriations Limit for the Fiscal Year 2013 -14
H1: Proposed Grantee Funding for the FY 2013 -14 Human Services Grants Program
(HSGP)
H2: Proposed Grantee Funding for the FY 2013 -14 Cultural Arts Organizational
Support Program (OSP)
H3: Enhanced Services for Opportunity Youth & Their Families — Cradle to Career &
the Youth Resource Team (YRT)
I: City Boards and Commission Letters
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Uffid V3609 IT, F9 I
Responses to Requests for Information
During Council Study Sessions on the FY 2013 -15 Proposed Biennial Budget
At the May 28 and 29, 2013 budget study sessions, Council listened to department
budget presentations and asked staff to clarify assumptions used in the budget and to
further explain elements guiding department goals and objectives. While staff
responded to most of these questions at the study sessions, responses requiring
lengthier or more complicated explanations are included below:
• Councilmembers inquired about the balance of Council Contingency and
Discretionary Funds: To date, $740,611 in contingency and discretionary funds
are available.
o FY2012 -13: $376,812; FY2013 -14: $363,799
o An additional $52,588 remaining in the early childhood set -aside from
FY 2011 -12 could be used for updating the youth report card.
• Regarding the percentage of traffic citation revenue the City retains: The City
retains 15% of the revenue collected.
• In response to several questions related to Big Blue Bus (BBB) revenues and
grants, a summary of proposed FY 2013 -14 BBB operating revenues is shown in
Attachment A2.
• Regarding the impact of making the Santa Monica Festival a biennial, instead of
an annual, event: The Santa Monica Festival, now in its 22nd year, is produced by
Community and Cultural Services (CCS) and the Office of Sustainability and the
Environment (OSE). The event draws between 9,000 and 10,000 attendees from
Santa Monica and the region, and is produced for the City by a professional
event production company at a cost of $105,000 a year, $70,000 from CCS and
$35,000 from OSE; this is a cost of $210,000 over the biennial budget period. It
should be noted that because the amount budgeted for this event has not
increased in 8 years, the City has reduced the entertainment offerings and
allocated more in -house staff time to event production. Staff's proposal to
transition the Festival to an every other year format would result in expenditure
savings of $20,000 over the two -year period, along with a repurposing of $85,000
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ATTACHMENT Al
for other desired programming that the community has requested, including
programs at Tongva Park and community programs related to sustainability.
The reallocation of $35,000 in funding from the Santa Monica Festival every
other year will allow the Office of Sustainability to increase the implementation of
sustainable practices and increase the visibility of programs in the
community. This will be done by making the additional investments necessary to
consistently provide zero -waste stations and sustainable food vendors at cultural
and special events such as the Twilight Dance Series, the Front Porch Cinema,
Blue /Green and the Alt Car /Alt Build events. Additional investments will also be
made to educate the public on sustainability issues and practices through a
sustainability- themed film screening at the Front Porch Cinema series, a greater
presence and materials at the Blue /Green Earth Day event, and by expanding
promotion of sustainability events.
During the development of Tongva Park, community members articulated that
cultural programming was a key priority for the new park. CCS currently
produces 11 free community cultural events in parks, ranging from Jazz on the
Lawn and the Airport Arlwalk, to Cinco de Mayo and Dias de los Muertos, which
draw between 150 to 3,000 attendees. Transitioning the Santa Monica Festival
to a biennial schedule, similar to Glow (which occurs every three years), offers
the opportunity to free up staff time and financial resources for new cultural
programs at Tongva Park. Alternatively, maintaining the annual Santa Monica
Festival schedule while also implementing programming at Tongva Park would
require an additional appropriation of $100,000 over two years. This added cost
includes adding back into the budget the $10,000 in annual savings generated
under the staff proposal, $15,000 in additional annual production assistance
costs as current staff does not have the capacity to take on two programs at
once, and $25,000 in annual Tongva Park costs, and would result in no
additional sustainability- oriented community programs.
K
Previous Budget
Santa Monica Festival (CCS
Costs)
Santa Monica Festival (OSE
Costs)
Tongva Park Programming
Production Assistance
Community Sustainability
Uses
Total Cost
Staff Proposal
Santa Monica Festival Every Other
Year
Biennial
Year Year Total
$105,000 $105,000 $210,000
ATTACHMENT Al
Alternative Scenario
Annual Festival and Annual Tongva
Programming
Biennial
Year 1 Year 2 Total
$105,000 $105,000 $210,000
-
70,000
70,000
70,000
70,000
140,000
-
35,000
35,000
35,000
35,000
70,000
25,000
25,000
50,000
1
25,000
25,000
50,000
-
-
15,000
15,000
30,000
35,000
35,000
-
$60,000
$130,000
$190,000
$145,000
$145,000
$290,000
• in response to a request to view City spending on youth over time: The Youth
Budget represents funds in the City budget that support youth programs. The
following chart provides an overview of City spending on youth in prior years.
The FY 2013 -14 Youth Budget and prior years' Youth Budgets, prepared for
FY 2011 -12 and FY 2007 -08, are shown in Attachment A3.
$45
$40
$35
$30
$25
$20
$15
$10
$5
City of Santa Monica Youth Budget'
$ in millions
2006 -07 2007 -08 2011 -12 2013 -14
1/ Program detail included in Attachment A3. FY 2011 -12 includes Measure YY revenues. FY 2013 -14
excludes development agreement funds that were not included in prior years ($0.3 million).
K
ATTACHMENT Al
• In response to a request to view Human Services Grants Program spending over
time: The City engages in a competitive process to allocate funds to non - profit
organizations through the Human Services Grants Program (HSGP). Funds are
awarded to core agencies for a multi -year period and provide predictable
resources for program operation and services to the community. Human
services grants funding for the past four years is shown in Attachment A4.
• Regarding mental health services made available through the City: An overview
of community investment in mental health services is shown in Attachment A5.
• Regarding Santa Monica's traffic signal connection with Los Angeles: Staff is
pursuing a connection with regional traffic data through Los Angeles County's
Information Exchange Network (IEN). The IEN allows participating agencies the
ability to view the real -time traffic information of all other members. LADOT is
already a part of the IEN. Cost estimates are $10,000 to $20,000; funds are
available in the Traffic Management Center (TMC) budget. The connection is
anticipated to be completed by December 2013.
• Regarding the feasibility of making more playgrounds universally accessible:
Staff will consider converting playgrounds as needs arise for new or updated
equipment, contingent on funding being available.
• Regarding the Planning Commission's training budget: The Boards and
Commissions line item in the Planning and Community Development (PCD)
Department has a total budget of $6,273 in FY 2013 -14 and $6,430 in
FY 2014 -15. This budget typically funds a small stipend for the Planning
Commissioners, and could fund some registration expenses to State
conferences, books and pamphlets, and membership fees to the American
Planning Association.
• Regarding the status of the Downtown Parking Wayfinding Project: The project,
funded as part of the FY 2011 -12 Capital Improvement Program, included real
time parking signs on every Downtown Structure, as well as on- street dynamic
real time parking and traffic information to direct people to available parking in
the Downtown and Civic Center areas. The project would connect to the grant -
funded real time Beach parking guidance system. The $760,000 project was
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ATTACHMENT Al
unfunded in FY 2012 -13 in favor of higher priority capital infrastructure projects
that were negatively impacted by the dissolution of redevelopment. At this time,
visitors have access to the City's real time parking map via www.smgov.net and
the Santa Monica Park Me app for the iPhone.
® Regarding alternatives to the current preferential parking program: In response
to community concerns about the limited parking availability for residents in
preferential parking areas adjacent to commercial corridors, staff is developing
concepts for a pilot project to charge for the use of time - limited spaces in these
areas. At the May 29th budget study session, staff described these concepts,
noting the use of parking meter technology that could be used, the use of street
space and markings, and the advantages and disadvantages of each. The
project would range from $250,000 to $630,000 in one -time costs, depending on
the size and scope of the project, followed by annual operating costs of $40,000
to $65,000. These costs would be offset by approximately $125,000 in annual
revenue. Over the next several months, staff will hold community meetings in
affected areas to discuss the various options. Once the community process is
completed, staff will present Council with a recommended approach for a pilot
program and funding appropriation as part of the FY 2013 -14 mid -year or
FY 2014 -15 exception based budget process. It is anticipated that the pilot
program will be implemented in 2014.
• Regarding animal registration fees and donations: The Police Department's
Animal Care and Control Section currently charges an array of fees to those
seeking to provide a home environment for abandoned animals. These fees are
structured to encourage animal adoptions, particularly those of spayed and
neutered animals. A basic fee is charged for the adoption of puppies, adult
dogs, kittens, and adult felines. For all other small and large animals there is a
basic adoption fee. This basic fee does not include the costs of vaccinations,
rabies inoculations, or spaying /neutering, or licensing in accordance with legal
requirements. Additional service fees are charged for these services. The
services provided by the Animal Care and Control Section are not based on
,4",
ATTACHMENT Al
100% cost recovery; instead, the costs are prorated to encourage the adoption of
abandoned or surrendered animals.
The Animal Care and Control Section currently accepts donations, both cash and
in -kind, to assist with the operation of the Shelter and to provide for the care of
the animals. The Police Department is undertaking the action needed to
establish a non - profit arm of the Animal Care and Control Section to enable the
Shelter to receive tax - deductible donations from the public.
® City Parking Access & Revenue Control System: The City's Parking Access &
Revenue Control System in place in eleven of the City Parking Structures, Civic
Center Lot, and Pier Deck Lot has lasted beyond its expected life and, as of
March 2013, the equipment vendor can no longer support the current equipment.
The City is in the process of completing a Request for Proposals to upgrade or
replace the equipment. Staff originally anticipated bringing a recommendation to
Council in June and planned on requesting an appropriation of funds at that time.
Due to the complexity of the equipment and the need to ensure that all internal
and external stakeholders have sufficient time to review the responses to the
request for proposals, staff will not be bringing forward a recommendation to
Council until mid - summer. Due to this delay in the schedule, the proposed
FY 2013 -14 CIP budget includes an additional $3.5 million in one -time costs for
this project. FY 2012 -13 revenue surplus funds would be used for this project.
® Regarding a resident survey: The cost for a resident survey that will inform the
Downtown Specific Plan is $30,000. Staff is awaiting Council direction on
whether to appropriate these funds.
R
r_Taluarr_�
CITY OF SANTA MONICA FY2007 -08 ADOPTED YOUTH BUDGET
FY2006 -07 FY2007 -08 AGES PRIMARY
REVISED ADOPTED School-
LOCATION
Community.
PROGRAM BUDGET BUDGET VARIANCE 0 -5 6- 1112 -1 18.2 Based
Based
SMMUSD Funding
Community Use of School Facilities $ 6,477,100
1
$ 7,188,221
$ 711,121 x
x
x
x x
Santa Monica High School Graduation Night 8,302
8,327
25
x
x
$ 6,485,402
$ 7,196,548
$ 711,146
After School Programs. Camps and Classes
Camps (Sports Experience, Rosie's Girls, $ 801,602
$ 856,180
$ 54,578
x
x
x
x
Camp Santa Monica)
Community Classes 447,266
545,574
98,308 x
x
x
x
x
CREST (Childcare, Recreation, Enrichment,
Sports Together)
Childcare 829,812
883,735
53,923
x
x
x
Recreation (Playground Access) 187,131
222,361
35,230
x
x
x
Enrichment 176,463
189,028
12,565 x
x
x
x
Sports (Elementary and Middle School) 729,545
764,889
35,344 x
x
x
x
Police Activities League (PAL) 1,476,818
1,576,815
99,997
x
x
x
Virginia Avenue Park (Youth and Families 1,111,274
1,223,736
112,462 x
x
z
x
x
Programs)
$ 5,759,911
$ 6,262,318
$ 502,407
Literacy Programs
Computer Access Center $ 30,369
$ 30,400
$ 31 x
x
Library Programs (Community - Based) 1,954,484
2,067,980
113,496 x
x
x
x
x
Library Programs (School - Based) 1,052,415
1,113,528
61,113
x
x
x
WISE Senior Services (RSVP /America Reads) 32,307
8,000
(24,307) -
x
x
x
$ 3,069,575
$ 3,219,908
$ 150,333
Recreation /Health and Fitness Programs
Community Aquatics $ 652,709
$ 1,250,902
$ 598,193 x
x
x
x
x
Farmers Market Program 16,500
12,360
(4,140)
x
x
x
Field Permitting Program 603,730
620,550
16,820
x
x
x
x
Memorial Park Gym 370,180
374,924
4,744 x
x
x
x
x
Playground Partnership 329,772
336,111
6,339 x
x
x
x x
Skate Park 253,327
277,695
24,368
x
x
x
x
Tennis Program 51,287
56,357
5,070
x
x
x
x
Therapeutic Programs 40,255
38,330
(1,925)
x
x
x
x
Volunteer Program 6,076
12,156
6,080
x
x
$ 2,323,836
$ 2,979,385
$ 655,549
Public Safety Prevention and Education
Crossing Guards (Police Department) $ 569,116
$ 587,768
$ 18,652
x
x
x
Fire Safety Educational Tours 27,250
91,966
64,716 x
x
x
Police Department Youth Services Division 421,338
437,307
15,969 x
x
x
x
x
(Community - Based)
Police Department Youth Services Division 535,255
558,650
23,395
x
x
x
(School- Based)
$ 1,552,959
$ 1,675,691
$ 122,732
Youth and Family Counseling fall Community
Development Grants)
Dispute Resolution Services (Youth and $ 50,613
$ 50,600
$ (13)
x
x
Family Program)
El Nido Family Center (EdisontWll Rogers 115,658
$ 115,700
42 x
x
x
Elementary)
Family Service of Santa Monica (CAL -SAFE) 41,165
$ 41,165
-
x
x
Family Service of Santa Monica (Muir/ 96,489
$ 96,500
11 x
x
x
McKinley Elementary)
Family Service of Santa Monica (Agency 60,521
$ 60,500
(21) x
x
x
x
x
Based Community Support)
Family Service of Santa Monica (Preschool -
$ 68,200
68,200 x
x
Early Intervention & Violence Prevention)
Jewish Family Service of Santa Monica 27,461
$ 6,900
(20,561)
x
x
(Santa Monica High School)
Ocean Park Community Center (Sojourn 61,690
$ 61,700
10
x
x
x
Services)
Pico Neighborhood Youth & Family Center 304,585
$ 334,600
30,015
x
x
x
Saint John's Child & Family Development 184,600
$ 263,600
79,000
x
x
x x
Center (Youth Development Project)
Santa Monica College (Pico Partnership/ 188,981
$ 150,000
(38,981) x
x
x
On the Move)
St. Joseph Center (Family Self Sufficiency) 170,070
$ 170,100
30 x
x
x
x
x
$ 1,301,833
$ 1,419,565
$ 117,732
A3 -1
ATTACHMENT A3
CITY OF SANTA MONICA FY2007 -08 ADOPTED YOUTH BUDGET
* The City also employs over 227 youth (ages 16 -24) in a range of positions such as: Student Worker, Junior Pool Lifeguard, Lifeguard, Police Cadet,
Labor Trainee, Video Intern, and Administrative Aide. Through Virginia Avenue Park and with funding provided through the Community
Development Program to the Pico Youth and Family Center and Jewish Vocational Services, another 50 youth will be assisted with employment
readiness and internships.
A3 -2
FY2006 -07
REVISED
FY2007.08
ADOPTED
AGES
PRIMARYLOCATION
School-
Community -
PROGRAM
BUDGET
BUDGET
VARIANCE
0 -5
6. 1112.1
18 -2
Based
Based
_Early Childhood Education
Connections for Children
$ 750,768
$
765,000
$
14,232
x
x
x
Employee Childcare Subsidies (City)
111,500
77,395
(34,105)
x
x
x
Growing Place (Marine Park Child Development
190,163
173,700
(16,463)
x
x
Center)
$ 1,052,431
$
1,016,095
$
(36,336)
Cultural Programs
Cultural /Arts Grants
Arts Education Transportation Grant
$ 33,901
$
46,881
$
12,980
x
x
x
Organizational Support
California Heritage Museum
10,750
11,212
462
x
x
x
Powerhouse Theatre
8,087
8,422
335
x
x
x
Santa Monica Historical Society
8,087
8,422
335
x
x
x
Santa Monica Museum of Art
21,752
22,325
573
x
x
x
Santa Monica Playhouse
22,121
23,044
923
x
x
x
Virginia Avenue Project
29,395
30,959
1,564
x
x
Community Arts (CO -ARTS)
I
Celebration Arts
9,398
7,620
(1,778)
x
x
x
x
Donna Sternberg & Dancers /Dancessence
3,674
3,810
136
x
x
-
Empire of Teeth
3,374
-
(3,374)
x
x
x
x
x
x
Powerhouse Theater
10,824
-
(10,824)
x
x
x
Santa Monica Museum of Art
18,796
21,595
2,799
x
x
Santa Monica Playhouse
-
13,210
13,210
x
x
Santa Monica Theatre Guild
5,412
-
(5,412)
x
x
Verdi Chorus
778
890
112
x
x
x
18th Street Arts Center
6,336
-
(6,336)
x
x
Miles Memorial Playhouse
318,067
325,076
7,009
x
x
x
x
$ 510,752
$
523,466
$
12,714
Employment*
Growing Place (Mentoring Program)
$ 10,506
$
-
$
(10,506)
x
x
x
Saint Anne's Church and Shrine (Community
-
$
50,000
50,000
x
x
x
Youth Organization)
Youth Employment Training Program
313,418
306,035
(7,383)
x
x
$ 323,924
$
356,035
$
32,111
Special Events
Santa Monica Festival (Community- Based)
$ 104,992
$
134,368
$
29,376
x
x
x
Santa Monica Festival (School- Based)
24,000
-
(24,000)
x
x
Stairway to the Stars and other High School
87,167
94,265
7,098
x
x
x
x
x
Events
Thanksgiving Dinner
29,560
29,803
243
x
x
x
x
Santa Monica Symphony
42,170
85,945
43,775
x
x
x
$ 287,889
$
344,381
$
56,492
Environmental and Public Transportation
Awareness
Big Blue Bus Marketing Program and
5,100
(5,100)
x
x
x
Charter Services
Elementary Student Transportation Art
10,700
10,700
-
x
x
Project
Environmental Education
-
40,000
40,000
x
x
x
Environmental Programs Summer Institute
15,500
15,500
-
x
x
and Peer Partners
School Garden Program
15,000
15,000
-
x
x
$ 46,300
$
81,200
$
34,900
TOTAL ON -GOING COSTSI
$ 22,714,812
$ 25,074,592
$ 2,359,780
* The City also employs over 227 youth (ages 16 -24) in a range of positions such as: Student Worker, Junior Pool Lifeguard, Lifeguard, Police Cadet,
Labor Trainee, Video Intern, and Administrative Aide. Through Virginia Avenue Park and with funding provided through the Community
Development Program to the Pico Youth and Family Center and Jewish Vocational Services, another 50 youth will be assisted with employment
readiness and internships.
A3 -2
ATTACHMENT A3
CITY OF SANTA MONICA
FY 2011.12 YOUTH BUDGET ($ in millions)
PROGRAM LOCATION
PROGRAM ADOPTED
BUDGET I School -Based I Comm. -Based
SMMUSD Funding 1 $13,7 1 $13.7 $0.0
lAfter School Programs, Camps and Classes I SaaI I S3.61 Sd.6I
Literacy rrograms
$3.81
1
$0.81
$30.0
$3.0
$25.0
Recreation /Health and Fitness Programs
$q,2
1
$0.61
$3.6
$5.0
Public Safety Prevention and Education
$0.0
$2,6
1
$1.71
PROGRAM LOCATION
$0.9
D Community -Based
u School -Based
Youth and Family Counseling (Human Services Grants)
$1,q
1
$0.61
$0.8
Early Childhood Education (Human Services Grants)
$1,1
1
$0.01
$1.0
Cultural Programs (includes Grants)
$0,8
1
$0.041
$0.7
Employment
$0.7
$0
$0.7
Special Events
1 $0.3
$0.0
$0.3
Environmental and Public Transportation Awareness
S0.1
1
$0.11
$0.0
Special Events
1%
Employment_
2%
Cultural Pr,
(includes r
2%
Youth Budget by Proaram Type
Early Childhood Counseling
Education(Human (Human Services
Services Grants) Grants)
3% 4%
A3 -3
$40.0
$35.0
$30.0
$25.0
$20.0
$15.0
$10.0
$5.0
$0.0
PROGRAM LOCATION
D Community -Based
u School -Based
ATTACHMENT A3
CITY OF SANTA MONICA
FY 2011 -12 YOUTH RUnCFT
A3 -4
FY 2011 -12
FUNDING SOURCE
PROGRAM LOCATION
AGES
PROGRAM
ADOPTED
BUDGET
General Fund
Program Fees
Other Sources
School
Community
0 -5
6 -11
12 -17
18 -24
SMMUSD Funding
$ 13,661,762
$ 13,661,762
$
13,661,762.
'
Community Use of School Facilities
$ 7,953,227
$ 7,953,227
$ -
$ -
$ 7,953,227
x
x
x
Santa Monica High School Graduation Night
8,535
8,535
-
x
Measure YY
5,700,000
5,700,000
$ -
$
8,535
x
-
$ 5,700,000
x
x
I x
After School Programs, Camps and Classes
$ 8,253,139
$ 6,328,963
$ 1,831,275
$ 92,903
$ 3,605,755
$ 4,647,384
Camps (Sports Experience, Rosle's Girls, Camp Santa Monica)
733,199
556,796
169,579
6,824
254,528
478,671
Santa Monica Sports Experience (SMSE)
254,528
$ 179,368
$ 72,600
$ 2,560
$ 254,528
Camp Santa Monica
334,913
$ 277,951
$ 54,945
$ 2,017
$ 334,913
x
x
x
x
Rosie's Girls
143,758
$ 99,477
$ 42,034
$ 2,247
$ 143,758
x
x I.
CREST (Childcare, Recreation, Enrichment, Sports)
2,813,810
1,904,664
877,309
31,838
2,813,810
-
Childcare
Childcare
1,369,427
972,566
382,814
14,048
1,369,427
1,255,954
$ 882,485
$ 360,246
$ 13,223
x
x
Fitness for Fun
67,773
$ 64,908
$ 2,768
$ 98
Homework Club
45,700
$ 25,173
$ 19,800
$ 727
x
x
Recreation (Playground Access)
175,490
$ 175,490
$ _
$ -
x
x
Enrichment
460,533
179,984
$ 270,654
$ 9,896
175,490
460,533
x
x
x
x
Sports (Elementary and Middle School)
808,359
576,624
223,841
7,894
808,359
Elementary Sports
497,012
$ 339,678
$ 151,975
$ 5,360
x
Middle School Sports
311,347
$ 236,946
$ 71,866
$ 2,534
x
x
x
Police Activities League (PAL) - Police and CCS
1,775,654
$ 1,735,062
$ -
$ 40,592
537,417
1,238,237
x
x
x
Virginia Avenue Park (Youth and Families Programs)
1,497,806
$ 1,484,157
$ -
$ 13,649
1,497,806
x
x
x
x
Community Classes
1,245,189
$ 648,284
$ 596,905
$ -
1,245,189
x
x
x
x
Annenberg Community Beach House
187,482
-
187,482
187,482
Funday Monday (Summer event series)
5,935
$ -
$ 5,935
$ -
Youth Classes
11,215
$ -
$ 11,215
$ -
5,935
x
x
Pool
170,332
$ 170,332
$ -
11,215
x
x
170,332
x
x
x
x
Literacy Programs
Empowertech (Computer Access Center)
$ 3777076
$ -
$
$ 761,554
1,673
$ 3,015,522
$ -
$ -
Library Programs (Community and School Based)
F$2
$ 3,769403
$ -
$ -
Library Programs (Community- Based)
$ 3,015,522
$ -
$ -
753,881
3,015,522
Library Programs (School - Based)
$ 753,881
$ -
$ -
3,05,522
753,881
x
x
A3 -4
ATTACHMENT A3
CITY OF SANTA MONICA
FY 2011 -12 YOUTH BUDGET
A3 -5
FY 2011 -12
FUNDING SOURCE
PROGRAM LOCATION
AGES
PROGRAM
ADOPTED
BUDGET
General Fund
Program Fees
Other Sources
School
Community
0 -5
6 -11
12 -17
18 -24
Recreation /Health and Fitness Programs
$ 4,198,918
$ 3,658,337
$ 540,581
$ -
$ 613,905:
$ 3,585,013
Community Aquatics
1,888,234
1,502,308
$ 385,926
$ -
1,888,234
x
x
x
x
Field Permitting Program
994,595
994,595
$ -
$ -
994,595
x
x
x
Memorial Park Gym
28,298
27,463
$ 835
$ -
28,298
x
x
x
x
Playground Partnership
467,250
467,250
467,250
x
x
x
x
Skate Park
344,769
321,408
$ 23,362
344,769
x
x
x
Tennis Program
27,051
13,382
$ 13,669
27,051
x
x
x
Outdoor Facility Permits
293,310
176,520
$ 116,790
146,655
146,655
x
x
x
Santa Monica Adaptive Recreation and Sports (SMARS) Programs
155,412
155,412
155,412
x
x
x
Public Safety Prevention and Education
$ 2,623,376
$ 2,623,376
$ -
$ -
$ 1,731,343
$ 892,033
Crossing Guards (Police Department)
693,944
$ 693,944
693,944
x
x
Fire Safety Educational Tours
88,817
88,817
6,655
82,162
x
x
Police Department Youth Services Division (Community - Based)
809,870
809,870
809,870
x
x
x
z
Police Department Youth Services Division (School- Based)
1,030,744
1,030,744
1,030,744
x
x
Youth and Family Counseling (Human Services Grants)
$ 1,437,621
$ 1,437,621
$ -
$ -
$ 591,156
$ 846,465
Center for Civic Mediation (Youth Peer Mediation and Conflict Resolution)
51,087
51,087
51,087
x
x
CLARE (Clarity for Youth)
40,233
40,233
40,233
x
x
Family Service of Santa Monica (Muir /McKinley Elementary)
97,429
97,429
97,429
x
x
Family Service of Santa Monica (Agency Based Community Support)
61,083
61,083
61,083
x
x
x
x
Family Service of Santa Monica (SAMOHI Counseling and Case Mgmt Program)
41,920
41,920
41,920
x
Family Service of Santa Monica (Preschool Early Intervention and Violence Prevention)
68,856
68,856
68,856
x
Family Service of Santa Monica (Edison Language Academy Elementary School)
58,407
58,407
58,407
x
x
Ocean Park Community Center (Sojourn Services)
62,303
62,303
62,303
x
x
Pico Youth & Family Center
307,532
307,532
307,532
x
x
Saint John's Child & Family Development Center (Rogers Learning Community Elementary Prgm)
58,407
58,407
58,407
x
x
Saint John's Child & Family Development Center (Youth Development Project)
266,137
266,137
266,137
x
x
x
Santa Monica College (Pico Promise)
151,444
151,444
151,444
x
x
St. Joseph Center (Family Self Sufficiency)
11 172,783
172,783
1
1 172,783
1 x
I x
x
x
A3 -5
ATTACHMENT A3
CITY OF SANTA MONICA
FY 2011 -12 YOUTH BUDGET
A3 -6
FY 2011 -12
FUNDING SOURCE
PROGRAM LOCATION
AGES
PROGRAM
ADOPTED
BUDGET
General Fund
Program Fees
Other Sources
School
Community
0 -5
6.11
12 -17
18.24
Early Childhood Education
$ 1,073,634
$ 993,634
$ -
$ 80,000
$ 43,899
$ 1,029,735
Connections for Children (Childcare Subsidy and Family Support)
832,363
752,363
80,000
832,363
x
x
Connections for Children (Kindergarten Readiness in SM)
43,899
43,899
43,899
x
x
Employee Chilcare Subsidies
32,000
32,000
32,000
x
x
Growing Place (Marine Park Child Development Center)
1 165,372
1 165,372
165,372
x
Cultural Programs
$ 765,801
$ 750,801
$ -
$ 15,000
$ 42,399
$ 723,402
Arts Education Transportation Grant
$ 42,399
$ 27,399
$ 15,000
42,399
x
x '
Organizational Support
113,164
113,164
-
-
-
113,164
i,
California Heritage Museum
3,900
3,900
3,900
x
x
x
Madison Project /Broad Stage
2,250
2,250
2,250
x
x
x
Santa Monica Historical Society
915
915
915
x
x
x
Santa Monica Museum of Art
12,000
12,000
12,000
x
x
x
Santa Monica Playhouse
15,600
15,600
15,600
x
x
x
Santa Monica Symphony
5,300
5,300
5,300
x
x
x
Virginia Avenue Project
28,000
28,000
28,000
x
x
x
Highways Performance Space
6,500
6,500
6,500
x
x
x
18th Street Arts Center
6,800
6,800
6,800
x
x
x
Ruskin Group Theatre
750
750
750
x
x
x
Morgan - Wixson Theatre
3,750
3,750
3,750
x
x
x
OSP Salaries and Wages
27,399
27,399
27,399
x
x
x
Community Arts (Community Access and Participation Grants)
89,989
89,989
-
-
89,989
Jacaranda
600
600
600
x
x
x
Donna Sternberg & Dancers /Dancessence
700
700
700
x
x
x
TeAda Productions
1,220
1,220
1,220
x
x
x
Powerhouse Theater
525
525
525
x
x
x
x
Santa Monica Museum of Art
13,100
13,100
13,100
x
x
x
Santa Monica Playhouse
7,000
7,000
7,000
x
x
x
City Garage
1,750
1,750
1,750
x
x
x
Verdi Chorus
175
175
175
x
x
x
18th Street Arts Center
13,100
13,100
13,100
x
x
x
Morgan - Wixson BTF
3,500
3,500
3,500
x
x
x
Highways Performance
2,620
2,620
2,620
x
x
x
Elemental Strings /Maestro Found
6,100
6,100
6,100
x
x
x
Virginia Ave Project ALL
12,200
12,200
12,200
x
x
x
CAP Salaries and Wages
27,399
27,399
27,399
x
x
x
Miles Memorial Playhouse
1 520,248
$ 520,248
1
1
1 1
1 520,248
1 x
x
x
1 x
A3 -6
ATTACHMENT A3
CITY OF SANTA MONICA
FY 2011 -12 YOUTH BUDGET
TOTAL ONGOING COSTS 1 $ 34,308,208 1 $ 2,371,856 1 $ 187,903 11 $ 21,181,774 $ 15,686,191
*The City also employs over 158 youth (ages 16 -24) in a range of positions such as: Student Workers, Junio Pool Lifeguard, Lifeguard, Police Cadet, Labor Trainee, Video Intern, and Administrative Aide.
A3 -7
FY 2011 -12
FUNDING SOURCE
PROGRAM LOCATION
AGES
PROGRAM
ADOPTED
BUDGET
General Fund
Program Fees
Other Sources
School
Community
0 -5
6 -11
12.17
18.24
Employment*
$ 710,481
$ 710481
$ -
$ -
$ 50,481.
$. 660,000
Jewish Vocational Services (Santa Monica High School)
50,481
$ 50,481
50,481
x
Virginia Avenue Trades Intern Program
660,000
$ 660,000
660,000
x
Special Events
$ 286,638
$ 286,638
$ -
$ -
$ -
$ 286,638
Community Festivals
277,441
277,441
277,441
x
x
x
x
Students Run LA
9,197
$ 9,197
9,197
x
x
Environmental and Public Transportation Awareness
$ 79,520
$ 79,520
$ -
$ -
$ 79,520
$ -
Big Blue Bus Marketing Program and Charter Services
29,020
$ 29,020
29,020
x
X4
Environmental Education
24,500
$ 24,500
24,500
x
x
Peer Partners
6,000
$ 6,000
6,000
x
School Garden Program
15,000
$ 15,000
15,000
x
Sustainable Santa Monica Sculpture and Poster Contest
5,000
$ 5,000
$ -
$ -
5,000
-
x
x
x
TOTAL ONGOING COSTS 1 $ 34,308,208 1 $ 2,371,856 1 $ 187,903 11 $ 21,181,774 $ 15,686,191
*The City also employs over 158 youth (ages 16 -24) in a range of positions such as: Student Workers, Junio Pool Lifeguard, Lifeguard, Police Cadet, Labor Trainee, Video Intern, and Administrative Aide.
A3 -7
r_rar_TQ0011 i ►rr_N
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,
approximately $40.5 million will be spent
$1'3
on programs that support
p g pport the health and
3%
4% SMMUSD Partnership
wellbeing of children from birth to age 24,
with an additional $750,000 set aside as
® Employment & Skills
financial assistance for program
Development
participants from low income households.
o Culture & Recreation
Programs are provided directly by the City
and through innovative partnerships with
®® ® Mental Health, Safety &
Support Services
the Santa Monica - Malibu Unified School
m Early Childhood
District and nonprofit organizations. This
Development
investment is funded by the City's General
a Policy, Administration &
Fund ($36.8 million), program - generated
Information
user fees ($2.5 million), and other sources
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 WellbelnL: 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 symptoms of depression.
Demographics: About our youth
q,,e °� f�. 4.1%
I 1 3,696
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.
ATTACHMENT A3
CITY OF SANTA MONICA
Please note: The City's Youth Budget has been slgn)j7contly updated for FY2013 -14 in order to better communicate how this investment is allocated.
For more information about these programs and services, vislt www.sontamonicayouth.net.
PROGRAM
FY 2013 -14
AGESSERVED
Proposed Budget
0 -5
6 -11
12 -17
18 -24
SMMUSD Partnership
15,093,277
X
X
x
Community Use of School Facilities
8,282,650
x
X
x
Santa Monica High School Graduation Night
8,535
X
Measure YY
6,800,092
x
X
X
Employment 8, Skills Development
8,680,846
x-
x
X
X S
Rosie's Girls
222,666
X
x
CREST
598,973
X
X
X
Homework Club
81,156
X
X
Enrichment
517,817
X
X
X
Police Activities League
899,629
X
X
X
Community and Cultural Services
899,629
x
x
x
Virginia Avenue Park
1,508,451
X
X
X
X
Library Programs
4,698,036
X
X
X
School Garden
15,000
X
X
Employment'
738,090
X
X
X
X
Youth Technology Program
56,266
X
X
Chrysalis - Older Youth
13,872
X
X
Jewish Vocational Services
51,743
X
X
Summer intern Program
52,000
X
x
Trades Interns Programs
564,209
X
Landscape
79,656
X
City Maintenance
401,714
X
Administration
82,840
X
Culture & Recreation _
9,955,908
X I
X
X
X
Arts Education Transportation Grants
35,708
X
X
Organizational Support Program Grants
102,656
X
X
X
Santa Monica Museum of Art
3,600
X
X
X
18th Street Arts Center
2,040
X
X
X
Madison Project /Broad Stage
2,250
X
X
X
Virginia Avenue Project
28,000
X
X
X
Highways Inc.
780
X
X
X
California Heritage Museum
2,340
X
X
X
Santa Monica Playhouse
6,045
X
X
X
Santa Monica Symphony
6,360
X
X
X
Ruskin Group. Theatre
50
X
X
X
Morgan- W1xson Theatre
1,100
X
X
X
Santa Monica History Museum
915
X
X
X
Grants Administration -
49,176
X
X
X
Community Access and Participation Grants
100,634
X
X
X
Miles Memorial Playhouse
136,734
X
X
X
X
Virginia Avenue Park- Artist in Residence
109,136
X
X
x
X
Nutrition and Environmental Awareness
96,193
X
X
X
X
Farmer's Market Programs
10,193
X
Peer Partners
5,000
X
X
Heal the Bay
24,500
X
X
X
Sustainable Works
56,500
X
X
X
Special Events
159,166
X
X
x
X
Community Festivals
159,166
X
X
X
X
A3 -9
ATTACHMENTA3
CITY OF SANTA MONICA
Please note: The City's Youth Budget has been significantly updated for FY 2013 -14 in order to better communicate how this Investment is allocated.
For more Information about these programs and services, visit www.sontamonicayouth.net.
PROGRAM
FY 2013.14
AGESSERVED
Proposed Budget
0 -5
6 -11
1 12 -17
18 -24
Recreation, Health and Fitness
3,749,720
X
X
X
X
Community Aquatics -
1,553,940
X
X
X
X
Memorial Park Gym
187,338
X
X
X
X
Skate Park
281,945
X
X
X
Tennis Program
186,714
X
X
X
Santa Monica Adaptive Recreation and Sports
44,144
X
X
X
Field Permitting Program
1,393,956
X
X
X
Playground Partnership
101,683
X
X
X
X
Annenberg Community Beach House
507,054
X
X
X
X
Year -round Events
55,365
X
X
X
X
Pool
358,747
X
X
X
X
Youth Classes
92,942
X
X
X
X
Camps
865,988
X
X
Santa Monica Sports Experience
268,294
X
X
Camp Santa Monica
597,694
X
X
CREST
2,729,118
X
X
X
Childcare
1,769,393
X
X
Playground Access
172,630
X
X
Elementary Sports
501,725
X
X
X
Middle School Sports
285,371
X
X
Police Activities League
701,473
X
X
X
Community and Cultural Services
273,103
X
X
X
Police Department
428,370
X
X
X
Community Classes
662,328
X
X
X
X
Mental: Health, Safety & Support Services
3,891,689
X
X
X
X
Center for Civic Mediation
52,364
X
X
Clarity for Youth - CLARE Foundation
41,239
X
X
Family Service of Santa Monica
265,310
X
X
X
X
Muir /McKinley Elementary
99,865
X
X
Agency Based Community Support
62,610
X
X
X
X
SAMOHI Counseling and Case Mgmt Program
42,968
X
Edison Language Academy Elementary School
59,867
X
X
Ocean Park Community Center - Sojourn Services
63,846
X
X
Saint John's Child & Family Development Center
332,657
X
X
X
X
Rogers Learning Community Elementary Prgm
59,867
X
X
Youth Development Project
272,790
X
X
X
Social and Environmental Entrepreneurs IF Pico Youth and Family Center
225,000
X
X
Youth Resource Team Collaborative
90,220
X
X
Pico Promise - Santa Monica College
155,230
X
X
St. Joseph Center - Family Self Sufficiency
176,925
X
X
X
X
Fire Safety Educational Tours
253,491
X
X
X
X
Crossing Guards
756,988
X
X
X
Police Department Youth Services Division
1,478,418
fGR1IIIt,
CITY OF SANTA MONICA
Please note: The City's Youth Budget has been significantly updated for FY2013 -14 in order to better communicate how this investment is allocated.
For more information about these programs and services, visit www.santamonicayouth.net.
PROGRAM
FY 2013 -14
AGESSERVED
Proposed Budget
0 -5
6 -11
12 -17
18 -24
Early Childhood Development'
1,670,866
X
X
Connections for Children
896,168
X
X
Childcare Subsidy and Family Support S
851,172
X
X
Kindergarten Readiness in Santa Monica
44,996
X
X
Family Service of Santa Monica
70,577
X
Preschool Early Intervention and Violence Prevention
70,577
X
Growing Place - Marine Park Child Development Center'
169,506
X
Community Classes (Early Childhood)
186,811
X
Employee Childcare Subsidies
29,857
X
X
X
X
Development Agreement Subsidies'
317,947
X
Bright Horizons
46,742
X
Hill on'Dale3
126,676
X
Saintlohn's
144,529
X
Policy, Administration & Information
1,246,444
X `:
X
X
X
Outreach & Engagement
52,500
X
X
X
X
Youth and Family Initiatives
1,049,752
X
X
X
X
Cradle to Career Interagency Coordination
85,000
X
X
X
X
ActiveNet Reservation System
59,192
X
X
X
X
TOTAL ANNUAL ONGOING :INVESTMENT -IN YOUTH
40,537,031
X f
X
'X
X '
NOTES:
1 /The City also employs 125 youth (ages 16 -24) in a range of positions such as: Student Workers, Junior Pool
Lifeguard, Lifeguard, Police Cadet, Labor Trainee, Video Intern,Administrative Intern, and Administrative Aide. These
2 /The City has $948,720 in a set -aside fund for the development of an Early Childhood Education Center. These
monies come from a Development Agreement with RAND and development fees collected as part of the Child Linkage
Fees. These monies have not been Included as part of this youth budget as they have not been allocated for use this
3 /The City provides subsidized facilities at a fair market rental value of $286,280 to Growing Place- Marine Park Child
Development Center and Hill an'Dale that are not included as part of this youth budget.
4 /$397,947 in childcare subsidies are funded by private developers as part of Development Agreements. The City
passes through $80,000 of these monies to Connections for Children, which has been Included as part of the City and
youth budget. The remaining $317,947 are paid directly by developers to the childcare facility and are included in the
A3 -11
Agency
Boys & Girls Club of Santa Monica
Center for Civic Mediation
Center for the Partially Sighted
Chrysalis
CLARE
Common Ground
Community Corporation of Santa Monica
Connections for Children
El Nido Family Center
Empowertech
Family Services of Santa Monica/Vista del Mar
The Growing Place
Jewish Vocational Service
Legal Aid Foundation of Los Angeles
Meals on Wheels West
New Directions
OPCC
Pico youth and Family Center
ATTACHMENT A4
City of Santa Monica
Human Services Grants Program
Proposed
FY 2010 -11 FY 2011 -12 FY 2012 -13 FY 2013 -14
Program
Santa Monica Grant
Santa Monica Grant
Santa Monica Grant
Santa Monica Grant
Main Branch Renovation
-
80,000
-
-
Van Purchase
-
41,855
-
-
Youth Peer Mediation and Conflict Resolution
51,087
51,087
52,364
52,364
Comprehensive Low Vision Services
10,904
-
-
-
Santa Monica Employment Center
240,744
277,430
284,116
284,116
Supportive Housing Program
36,686
-
-
-
Clarity for Youth
-
40,233
41,239
41,239
Coordinated Case Management
98,283
115,412
118,194
118,194
Homeless Community Court
57,362
-
-
-
Integrated Women's Recovery Center
255,000
-
-
-
Men's Recovery Home Kitchen & Dining Hall Renovation
-
44,000
-
-
HIV, Hepatitis C& Substance Use Safety Net Services
129,030
90,000
92,250
92,250
Administrative Fund
145,000
-
-
-
Child Care Subsidy and Family Support
Kindergarten Readiness in Santa Monica
Santa Monica Outreach Program
Assistive Technology (AT) Program
Agency -based Services
Early Intervention & Violence Prevention Preschool
Edison Language Academy Elementary School
Muir and McKinley Elementary School
SAMOHI Counseling & Case Management
Marine Park Child Development Center
Youth Employment
General Community Legal Services
Domestic Violence Clinic
Home - Delivered Meals
Supportive Housing
Access Center
Daybreak Day Center and Shelter
Safe Haven
Sojourn Services
Interim Housing& Wellness
Westside Domestic Violence Network
Agency Relocation
Services for Youth and Families
Saint John's Child and Family Development Center Youth Development Project
Rogers Learning Community Elementary School
(a) Federal Supportive Housing Program (SHP) contract renewal subjectto approval by IAHSA A4 -1
852,363
116,814
30,693
61,083
68,856
97,429
41,920
175,372
50,481
400,115
76,933
47,305
42,823
233,011
227,866
118,848
62,303
833,767
6,865
81,000
307,532
266,137
832,363
43,899
7,673
61,083
68,856
58,407
97,429
41,920
165,372
50,481
400,115
76,933
47,305
42,823
233,011
227,866
118,848
62,303
833,767
6,865
307,532
266,137
58,407
851,172
44,996
62,610
70,577
59,867
99,865
42,968
169,506
51,743
410,118
78,856
48,488
42,823
235,945
233,515
121,794
63,846
854,402
7,037
272,790
59,867
851,172
44,996
62,610
70,577
59,867
99,865
42,968
169,506
51,743
410,118
78,856
48,488
44,605 (a)
240,655 (a)
233,515
121,794
63,846
854,402
7,037
272,790
59,867
ATTACHMENTA4
Agency
Program
FY 2010 -11
Santa Monica Grant
FY 2011 -12
Santa Monica Grant
FY 2012 -13
Santa Monica Grant
Proposed
FY 2013 -14
Santa Monica Grant
St. Joseph Center
Eviction Prevention and Rehousing Assistance
174,387
15,476
Family Self Sufficiency
172,783
172,783
176,925
176,925
Homeless Prevention &Stabilization in Housing
367,100
367,100
375,532
375,532
Shelter Pius Care
38,417
38,417
39,377
39,377
Supportive Housing
60,758
60,758
60,758
63,432 (a)
Santa Monica College
Pico Promise
151,444
151,444
155,230
- 155,230
Social and Environmental Entrepreneurs
Pico Youth and Family Center
-
-
340,220
225,000
Step Up on Second
Housing Development and Expansion Project
117,000
-
-
-
Sanctuary
163,445
150,445
154,141
154,141
Step Off the Streets
84,200 -
97,200
97,525
101,090 (a)
Upward Bound House
Family Place Transitional Housing
10,904
15,000
15,375
15,375
Venice Family Clinic
Primary Health Care to Low - Income /Uninsured Residents
94,127
94,127
96,381
96,381
Westside Center for Independent Living
Home Access Program
30,750
35,750
36,644
36,644
Independent Living Services
160,127
160,127
164,130
164,130
Westide Food Bank
Emergency Food Distribution
101,972
101,972
104,521
104,521
WISE & Healthy Aging
Adult Day Care
128,222
128,222
131,428
131,428
Care Management
202,026
200,000
205,000
205,000
Congregate Meals
227,870
227,870
233,567
233,567
Paratransit
202,751
209,062
285,289
285,289
Senior Peer Counseling
89,958
89,958
92,207
92,207
Senior Center Operations
-
-
150,000
150,000
WISE Connections
45,837
45,000
46,125
46,125
Ken Edwards Center Facility Improvements
-
225,000
-
-
YRT Collaborative
90,220
7,847,690
7,435,123
7,431,323
7,419,054
(a) Federal Supportive Housing Program (SHP) contract renewal subject to approval by LAHSA A4-2
ATTACHMENT A5
Community Investment in Mental Health Services
Youth
• 3.6% ($1,473,368) of the City's total Youth Budget is dedicated to mental health and social services
o $605,934 (41 %) allocated to school -based services
o $867,434 (59 %) allocated to community -based services
City- funded agencies providing youth mental health and support services include:
• Center for Civic Mediation
• Clare Foundation (Clarity for Youth substance abuse prevention and intervention)
• Family Service of Santa Monica
• Saint John's Child & Family Development Center
• OPCC Sojourn (domestic /family /teen dating violence services)
• St Joseph Center (Family Self- Sufficiency Program)
• Santa Monica College Pico Promise
• SEE /PYFC (case management to older youth ages 16 -24 years)
In addition, some of these funded agencies provide community -based services via City programs:
• CREST
• Center for Civic Mediation provides healthy relationship /communication workshops for
12 -14 year olds at Camp Santa Monica
• Saint Johns therapists meets regularly with Will Rogers Elementary CREST staff to
identify behavioral issues in children enrolled in their CREST afterschool program
• Family Services Santa Monica therapists meet regularly with CREST staff and school
administrators at Muir, McKinley and Edison Elementary Schools to assist with
behavioral challenges
• PAL: Saint Johns provides services as needed during PAL's summer program
• Virginia Avenue Park
• Saint Johns provides services to transitional age youth
• Family Services Santa Monica provides services via their DMH Field Capable Clinical
services
• CLARE provides substance abuse prevention and intervention via Clarity for Youth
Homeless
• $2.7 million of the $7 million granted via the HSG Program is allocated to homeless services with
approximately $720K allocated to mental health services
• City consultant and LCSW provides mental health case conferencing services to funded agencies
($39K invested)
City- funded agencies providing homeless mental health services include:
• OPCC
• St Joseph Center
• Step Up on Second
• Clare
1
ATTACHMENT A5
Seniors & Persons with Disabilities
® $1.5 million of the $7 million granted via the HSG Program is allocated to senior and disability
services. Approximately $92,207 is allocated to mental health services for these populations
City- funded agencies providing senior and persons with disabilities mental health services include:
• WISE
• Common Ground
• Westside Center for Independent Living (advocacy for people with disabilities including
those with mental illness)
In addition to City funded services, the City and its service partners, coordinate extensive relationships
with various entities to leverage funds, which include but are not limited to:
• Edelman Westside Mental Health — Adult, children, families, and homeless individual
• Westside Family Health Center
• Department of Children and Family Services (DCFS) — Staffs one case worker co- located at
SMPD that can act as a gateway to mental health services when appropriate
• Department of Mental Health (DMH)
• Psychiatric Mobile Response Team: In -field specialist to ride with the SMPD HLP
team three days a week for services and assistance
• Full Service Partnership (FSP): Services for both homeless individuals and
children /transitional aged youth (16 -24)
• OPCC's Integrated Mobile Health Team (IMHT) program: Outreach and case
management for chronically homeless Santa Monica priority population.
• Homeless Community Court: In kind psychiatrist to work with the Court clients
• St. Joseph Center's Animo Program: Clinical /Case management services for Latino
youth and families located at VAP
• Didi Hirsch: Adult, children, families, and homeless individual
• Venice Family Clinic — Adult, children, families, and homeless individual
• Veterans Administration
• Adult Protective Services (APS)
• Exodus Recovery— Urgent psychiatric care
2
ATTACHMENT B
Modifications to Proposed Fee Amounts
At the May 28 and 29 Budget study sessions, Councilmembers asked staff to
reconsider selected fee amounts. The following is a listing of modified fees.
• City Council Agenda Mailing Subscription Fee ($11 per year proposed in
Decision Package) — This fee is no longer proposed for adoption. Elimination of
this fee will have a nominal revenue impact.
• Election Filing and Translation Fees ($25 filing fee and $175 translation fee
proposed in Decision Package) — At the meeting, Council expressed an interest
in supporting a fee related to the handling and printing of candidate statements
that included a greater cost recovery, as opposed to a fee that was tied to
translation and recovered less for the City. Staff is proposing a fee of $300 to
recover the City's costs of printing and handling of the candidate statements.
Staff is maintaining the previously - proposed $25 candidate filing fee in
accordance with the State Election Code. An authorizing ordinance is being
presented to Council via a separate staff report concurrent with consideration of
the budget. Revenue impact is nominal in FY 2014 -15.
• Alarm Registration Fee — At the study sessions, Council was informed that the
fee was pending further discussions between the Police Department and the City
Attorney's Office. Based on these discussions, the fee of $27 is now included in
the fees proposed for adoption. The $152,000 expected annual revenue from
the fee was already included in the Proposed Budget. An authorizing ordinance
is being presented to Council via a separate staff report concurrent with
consideration of the budget.
• Block Party Permit — Based on Council concern that the proposed fee was
excessive, the fee was re- examined and staff now recommends lowering the fee
from the full cost recovery amount of $277 to $50. Due to the infrequent
issuance of these permits, the revenue loss is nominal.
• Solar Panel Review — The fee study identified a new fee that would be imposed
on property owners installing solar panels. This fee would recover the costs of
1
ATTACHMENT B
Fire Department inspections of panel installation conducted prior to issuance of a
certificate of occupancy. During the Budget study session discussion on fees,
members of the Council requested that staff consider reducing the fee in order to
avoid a disincentive to residents wishing to install clean energy systems in their
homes. Instead of requiring full cost recovery for the program, which would
result in a rate of $405 per property, staff is proposing a reduced cost recovery of
50 %, or $200 per inspection. A 50% cost recovery goal would be similar to that
of inspection fees for Building and Safety single trade permits on single family
homes. This change would lower budgeted revenue estimates by $2,000. This
decrease is included in the list of final changes to the FY 2013 -15 Biennial
Budget. Staff estimates that 95% of solar panel projects involve single family
homes, therefore, a separate fee structure for commercial buildings as opposed
to single family homes is not recommended.
• Beach Volleyball Courts — Based on recommendations from the Recreation and
Parks Commission and Council discussion, staff has included a reduced daily
rate of $21 for tournaments and a reduced hourly rate of $15 for camps. This will
have a nominal impact on revenues.
® Late Fee — Staff is recommending a late fee for delinquent payments. The
recommended fee is 10% per month. The master fee resolution authorizes the
Director of Finance to waive late charges based on individual circumstances. At
this time, the fee will not be applied to utility bills as staff will return at a later time
with those recommendations.
® Preferential Parking Permit Rates (Decision Package) — Following input received
during the budget study sessions, staff modified its proposed preferential parking
rates to lower the cost of the first permit and raise the cost of the third or more
permit as reflected in bold below.
Resident Permit
Current
Proposed
Revised
Proposed
First
$15
$25
$20
Second
$15
$25
$25
Third
$15
$35
$40
Fourth or More
$15
$45
$60
Na
ATTACHMENT B
Permits Valid for 6 months or less
First
$7.50
$15
$10
Second
$7.50
$15
$15
Third
$7.50
$25
$25
Fourth or More
$7.50
$35
$35
First Replacement with Police Report
Free
Free
Free
Second or more replacement
Free
50%
50%
Hang Tag
Free
$5
$5
Visitor Permit
Limit 2
$15
$30
$30
Day Guest self -print at home
Free
Free
Free
Day Guest Pick Up in City Office
Free
$2
$2
3
ATTACHMENT D
REVISIONS TO PROPOSED FY 2013 -15 REVENUE ESTIMATES AND EXPENDITURE BUDGET APPROPRIATIONS
FY2013 -14 FY2014 -15i
Increase/ Increase/ '
Fund /Denortment/Oivicinn nacrFintinn In.�-I 7nu�.e -i
Revenue Budget Adjustments ($ in thousands)
GENERAL FUND (01)
Finance
$ 1,171.9 $
1,446.2
Decrease reflects final direct cost reimbursement for parking
operations services to Beach and Pier funds
(100.6)
(67.4)
Decrease reflects final direct cost reimbursement for utility billing
services to Water, RRR, and Wastewater Funds
(58.5)
(49.6)
Increased revenue recovery due to upgrade of parking equipment
(Parking Access and Revenue Control System -CIP)
180.0
480.0
Increase reflects a reclassification of Successor Agency transfer to
revenues for accounting purposes
1,153.0
1,085.2
Decrease reflects revised projection of solar panel fees
(2.0)
(2.0)
Community and Cultural Services
$ 49.0 $
49.0
Cultural Affairs Increase reflects additional anticipated revenues for Civic
Auditorium events
49 n
a4 n
TOTAL GENERAL FUND REVENUE ADJUSTMENTS $ 1,220.9 $ 1,495.2
OTHER FUNDS
COMMUNITY DEVELOPMENT BLOCK GRANTS (19)
Community and Cultural Services
$
70.9 $
70.9
Human Services
Increase reflects revised Housing and Urban Development funding
Decrease reflects adjustments to departments' contributions for
allocation (CDBG)
70.9
70.9
MISCELLANEOUS GRANTS (20)
(2.8)
(3.1)
SELF - INSURANCE, WORKERS COMPENSATION
Community and Cultural Services
$
(2.8) $
(2.8)
Human Services
Increase reflects revised Housing and Urban Development funding
allocation (SHP)
7.3
7.3
(13.7)
Decrease reflects revised Housing and Urban Development funding
TOTAL OTHER FUNDS REVENUE ADJUSTMENTS
FLEET MANAGEMENT (54)
Public Works S 18.5 S (281.41
INFORMATION SYSTEMS (55)
Increase reflects additional contribution for a Tongva
Decrease reflects additional contributions for telecommunications - (1.81
Increase
RISK MANAGEMENT, ADMINISTRATION (58)
$
(2.8) $
(3.1)
Finance
Decrease reflects adjustments to departments' contributions for
property insurance
(2.8)
(3.1)
SELF - INSURANCE, WORKERS COMPENSATION
(59)
$
(13.7) $
(14,7)
Non - Departmental
Decrease reflects adjustments to departments' contributions to
workers' compensation
(13.7)
(14.7)
TOTAL OTHER FUNDS REVENUE ADJUSTMENTS
$
127.6 $
(91.7)
Balance Sheet Transfer - General Fund
$
500.0 $
Release of assigned fund balance
Release of Boeing settlement funds
500.0
-
1.14
ATTACHMENT D
REVISIONS TO PROPOSED FY 2013 -15 REVENUE ESTIMATES AND EXPENDITURE BUDGET APPROPRIATIONS
FY2013 -14 - :FY2014 -15:
Increase/ Increase/
Fund /Department /Division 'Description IDecreacrl In >rraaccl
Expenditure Budget Adfustrients(Sinthousands)
GENERAL FUND (01)
City Council
infrastructures and technology
$
3.8
$ 3.9
City Council
Council Discretionary Funds
(109.1)
3 8
3 9
City Manager
$
(33.7)
$ (37.3)
Office of Sustainability and the Environment
Staffing changes
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS
(33.7)
(37.3)
Finance
MEMEEMEMEM
$
$ 200.0
Parking Operations
Operating and maintenance costs associated with Parking Access
and Revenue Control (PARC) system capital improvement project
-
200.0
Police
$
5.2
$ 5.2
Criminal Investigations
Staffing changes
5.2
5.2
Fire
Moving project from Special Revenue Source Fund to General Fund
$
195.2
$ 195.3
Administration
Mobile data computers and radio upgrade costs and staffing
changes
$ 366.6
177.9
177.9
Fire Prevention
Staffing changes
17.3
17.4
Community and Cultural Services
$
37.0
$ 36.7
Cultural Affairs
Costs to support revenue generating Civic Auditorium events
37.0
36.7
56.1 $ 62.8
51.8 52.0
Non Departmental $ 1,117.0 $ 1,049.2
All Other Transactions CDBG grant related changes and adjustment to transfer Successor
Agency reimbursement to revenues for accounting purposes 1,117.0 1,049.2
Computer Replacement Program Reflects revised contribution towards program 22.5 101.2
Telecommunication Services Reflects revised contribution towards oroeram (7A) N R 71
Replaces
Parking Access and Revenue Control System
infrastructures and technology
3,500.0
Vehicle Replacement Program
Reflects revised contribution towards program
(53.3)
(109.1)
Pilot Treatment Technologies for Olympic
Moving project from Special Revenue Source Fund to General Fund;
Water Treatment Plant
funded from Boeing settlement funds.
500.0
-
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS
$ 5,342.3
$ 1,489.2
MEMEEMEMEM
OTHERFUNDS
SPECIAL REVENUE SOURCE FUND (04)
Capital improvement Program
$ (500.0)
$
Pilot Treatment Technologies for Olympic
Water Treatment Plant
Moving project from Special Revenue Source Fund to General Fund
(500.0)
-
BEACH FUND (11)
$ 368.1
$ 366.6
Community and Cultural Services
367.9
367.1
Beach Administration Revised direct costs associated with parking operations 371.4 368.7
Beach House Operations Revised direct costs associated with oarkine operations 13.51 (t et
Capital Improvement Program 0.2 (0.5)
Computer Replacement Program Reflects revised contribution towards program 0.2 (0.5)
2 of4
ATTACHMENT D
REVISIONS TO PROPOSED FY 2013 -15 REVENUE ESTIMATES AND EXPENDITURE BUDGET APPROPRIATIONS
COMMUNITY DEVELOPMENT BLOCK GRANTS (19) $ 99.1 $ 53.0
Community and Cultural Services
10.6 10.6
Human Services
Reflects revised Housing and Urban Development funding allocation
Reflects revised Housing and Urban Development funding allocation
(CDBG) 10.6 10.6
Non Departmental
42.4 42.4
Non Departmental
Reflects revised Housing and Urban Development funding allocation
Capital Improvement Program
46.1
Alley Renewal Program
Reflects revised Housing and Urban Development funding allocation
(CDBG)
46.1 -
MISCELLANEOUS GRANTS (20)
$
(485.4) $ 12.7
Community and Cultural Services
12.7 12.7
Human Services
Reflects revised Housing and Urban Development funding allocation
(SHP)
12.7 12.7
Capital Improvement Program
(4981) _
HOME - Mobile Home Improvement Project
Reflects revised Housing and Urban Development funding allocation
Reduction reflects use of FY
WATER FUND (25) $_. 17.6 $ 12.4
Public Works
11.1 83
Water Revised direct costs associated with utility billing services 11.1 8.3
Capital Improvement Program 6.5 4.1
RESOURCE RECOVERY AND RECYCLING (27) $ (30.7) $ (262,2)
Public Works
4.6 2.4
Resource Recovery and Recycling Revised direct costs associated with utility billing services 4.6 24
City Manager
18.4 21.9
Office of Pier Management Revised direct costs associated with parking operations 18.4 21.9
Capital Improvement Program 0.4
Computer Replacement Program Reflects revised contribution towards program 0.4
WASTEWATER (31) $ 40.1 $ (29.3)
Public Works
_... 33.6 (39.8)
Revised direct costs associated with utility billing services and
Wastewater staffing changes. 33.6 (34.81
6.5
AIRPORT (33)
computer Replacement Program _ Reflects revised contribution towards program 0.3 (031
CEMETERY (37)
BIG BLUE BUS (41)
Big Blue Bus
304
ATTACHMENT I)
REVISIONS TO PROPOSED FY 2013 -15 REVENUE ESTIMATES AND EXPENDITURE BUDGET APPROPRIATIONS
FY2013 -14 FY2014 -15
Increase/ Increase/
Fund /Department /Division Description (Decrease) (Decrease)
VEHICLE MANAGEMENT (54)
Capital Improvement Program $ $ (0.5)
Computer Replacement Program Reflects revised purchases - (0.5)
COMPUTER REPLACEMENT (55)
Telecommunication
Computer Replacement Program Reflects revised purchases 57.5 163.1
4 ot4
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
01
25
25
31
31
41
41
41
41
41
41
41
41
SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14
REASON
Dept
Division
"' POSITION TITLE
t#FTEI
Dept
Division
-- POSITION TITLE PRIMARY REASON
City Council
2010 -City Council
1.0
Council Office Administrator
City Council
2010 -City Council
1.0
Council Office Coordinator
Staffing list cleanup - no budget impact
CMO
2260 - Office of Sustalnability &the
Environment
1.0
Environmental Programs Manager
CMO
2260 - Office of Sustainability &the
Environment
1.0
Sustainability, Manager
Title change- no salary increase
CMO
2260- Office e of Sustainability & the
1.0
Energy and Green Buildings Program Administrator
CMO
2260- Office of Sustainability & the
1.0
Principal Sustainability, Analyst
Operational change
CMO
2260 - Office of Sustainability & the
.0
7.0
Principal Environmental Analyst
CMO
2260 - Office of Sustainability & the
- Environment
1.0
Principal Sustainability Analyst
Title change - no salary increase
CMO
2260 - Office of Sustainability &the
Environment
1.0
Energy fficient Engineer
9Y y g
CMO
2260 - Office of Sustainahility &the
Environment
1.0
Sustainable Energy Engineer
9Y 9
Title change salary
g ry increase
CMO
2260- Office of Sustainability, & the
E vi o e
1.o
Environmental Outreach Coordinator
CMO
2260- Office of Sustainability & the
v o e
1.0
Sustainable Outreach Coordinator
Title change - no salary increase
CMO
2260 - Office of Sustainability &the
2.0
Environmental Programs Analyst- Sustainable City
CMO
2260 - Office of Sustalnability &the
2.0
Sustainability Analyst
Title change- no salary increase
CIO
2260 - Office of Sustainability &the
Environment
20
Water Resources Specialist
CMO
2260 - Office of Sustainability &the
Environment
2.0
Sustalnability, Analyst
Operational change
CMO
2260 - Office of Sustainability, & the
E vronment
7.0
Green Buildings Program Advisor
CMO
2260 - Office of Sustainability, & the
Ern' o e t
1.0
Sustainable Building Adviser
Title change- no salary increase
CMO
2260 - Office of Sustainability &the
Environment
1.0
Senior Administrative Analyst - Urban mnoff
CMO
2260 - Office of Sustainability &the
Environment
1.0
Senior Sustainahility Analyst
Title change- no salary increase
CMO
2260 - Office of Sustainability, & the
Environment
1.0
Senior Administrative Analyst - Hazartlous Materials
CMO
2260 - Office of Sustainability, & the
Environment
LO
Senior Sustainability, Analyst
Title change - no salary increase
ISD
2430 - Administrativeistration
1.0
Principal Administrative Analyst - ISD
ISD
2430 - Administrativeistration
1.0
Prncipal Administrative Analyst
Title change- no salary Increase
ISD
2480 - Community Broadband
1.0
Network Engineer
ISD
2480 - Community Broadband
1.0
Broadband Services Engineer
Title change- no salary increase
Police
3070 - Criminal Investigation
1.0
Identification Technician
Police
3070 - Cnminal Investigation
1.0
Forensic Technician
Title change - salary increase
PW
4010 - Administrative Services
1.0
Director of Public Works
PW
4010 - Administrative Services
1.0
Director of Public Works
Equity adjustment
PW
4010 - Administrative Services
1.0
Assistant Director- Public Works
PW
4010 - Administrative Services
1.0
Assistant Director- Public Works
Equity adjustment
PW
4010 - Administrative Services
1.0
Senior Administrative Analyst - Public Works
PW
4010 - Administrative Services
1.0
Principal Administrative Analyst
Operational change
PW
4020 - Engineering
1.0
Civil Engineering Assistant
PW
4020 - Engineering
1.0
Civil Engineering Associate
Reclassification
PW
4980 - Public Landscape
10
CommuM.nity -difft Public Landscape
PW
4980 - Public Landscape
1.0
Urban Forester
Title change- no salary Increase
PW
4980 - Public Landscape
1.0
Irrigation Technician
New position
PW
6710 -Water
1.0
Administrative Analyst - Water Resources
PW
6710 -Water
1.0
Water Quality Analyst 1/11
Staffing list cleanup - no budget impact
PW
6710 -Water
1.0
Senior Administrative Malyst - Water Resources
PW
6710 -Water
1.0
Senior Administrative Analyst
Title change- no salary increase
PW
6610 - Wastewater
1.0
Sewer Maintenance Worker l
PW
6610 - Wastewater
1.0
Sewer Maintenance Worker ll
Title change - salary Increase
PW
6610- Wastewater
1.0
Water Re sources Outreach Assistant
PW
6610 - Wastewater
1.0
Water Resources Protection Specialist
Stalling list cleanup - budget impact
BBB
6400 - Transit Executive
1.0
Staff Assistant 111
Delete position
BBB
6420- Transit Finance and Grants
1.0
Fiscal Staff Assistant 11
BBB
6420 - Transit Finance and Grants
1.0
Accountant I
Operational change
BBB
6420 - Transit Finance and Grants
1.0
Senior Administrative Analyst
BBB
6580 - Transit Operations
1.0
Administrative Analyst
Operational change
BBB
6430 - Transit Government and Community
Relations
10
Staff Assistant 111
BBB
6430 - Transit Government and Community
Relations
10
Graphic Designer
Operational change
BBB
6570 - Transit Maintenance
iD
Staff Assistant 111
BBB
6570 - Transit Maintenance
1.0
Administrative Staff Assistant
Operational change
BBB
6570 - Transit Maintenance
1.0
Maintenance Supervisor
BBB
6570 - Transit Maintenance
1.0
Transit Mechanic Supervisor
Staffing list cleanup - budget impact
BBB
6570 - Transit Maintenance
1.0
Transit Facilities Maintenance Supervisor
BBB
6570 - Transit Maintenance
1.0
Transit Facilities Maintenance Supervisor
Equity adjustment
BBB
6580 - Transit Operations
1.0
Transit Scheduler
BBB
6580 - Transit Operations
1.0
Senior Transit Scheduler
Operational change
ATTACHMENT E2
1
ATTACHMENT E2
SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14
a
A7CICXMEATE2
SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14
DELETE
ADD
REASON
-
WWI
It
NNO
Dom
Dlvlalon -
Poor,
POSITIONTTLE
beet
Dlvlalea
Add pO31ilON TRt£ PPIMPRY PE460N
Na, FIE NET SAL
01
Cib C..mi1
2010 -Clb Council
10
Council ORce Administ2lor
Ciy Coure
2010 -City CaunUl
1.0
Council Once COONinator
6taRnH list cleanup no budget import
01
CMO
2260 - Office of Sustainablllb &the
ire
Envimnmew Programs Morelia,
CMO
2260 - OHIce of SUstaillabily& the
1,0
Suslainebiliry ManaBar
Title change - no salary increase
01
CMO
2260-OHim MSUStainabllib &1110
Ix
10
ip
Energy and Green Buildings Pm,mm Adminlstratar
Principal Environmental Analyst
Energy Efiwiame, Engineer
CMO
ORO
OMO
2260 - Q'I of Sustaincenty &me
dreamormArt
of SuSnabour, 8 me
2260 - Letters tai
2260 - ORma of Gureilabily B me
226.299 of Sustenabilty& The
2260 - Cried of SUStaibdbillty& the
2260 - ..led of Susteireolty a the
1,0
Principal SUSNinabiliy Analyst
Opemtionel change
of
CMO
2250 - Glade a Suslalnabliy &the
Envinsiment
10
1.0
Pnncipal5usfainabiliy Analyst
Suslabwble Energy Engineer
Title Uapge- no salary increase
Tllle change - no salary lnuease
01
CMO
2230 - Once W Suslainablliy &the
onarmornmeat
01
CMO
2260 - Office of Suddenabllity &the
1.0
2.0
20
Envimarentel Ouraach GOOAlnamr
Environmental Progams Analyst -Subamable City
Water Resources Specialist
CIAO
CMO
CMO
1.0
Sustainable Outreach Coordinamr
Tide change -no salary increase
Ot
CMO
2260 - Office of Susttinability &the
Gwroonaffil
2.0
Suslairsbillty Pnalyrsl
Tide change -no salary Increase
e1
CMO
22W -..be of Smadaability &the
qp
SuStainabilily Analyst
Operslianal Ulange
01
CMO
2260 - Office of Sestainabriy&fire
1.0
Green Buildings
9 gram ADII
CIAO
2260 - Office of SUSttombillty &Ne
2260 - Ofi¢e of Samanabidty BNe
2260 - OH¢; of Imetairobily &the
2430 - Admineffi dvelstration
10
1.0
Sustainable BUldin9 Advisor
Senior SUStainabiliy Analyst
TNe cM1anOe- no saaryincrease
Tile change no salarylncrease
01
GMO
2260 - Once of Susaaablly &the
t0
Sea., AdminieenSve Analyst - Urban meal
Senior Adminietralve Analyst- Hazardous Materials
OMO
CMC
01
CIVIC
2260 - Off¢e 0 Sustaltmaiy a me
Easmandral
ip
1.0
Senior Sustenabilify Analyst
Tide change- n05al6ry increase
01
ISO
2430 - Adminisbativeis¢atlen
1.0
Principal Administn6ve Analyst- ISD
ISO
1.0
Principal Adminisrative Analyst
Title change- n0 salary increase
01
ISO
2480 - Community Broadband
1.0
NetweB Engineer
ISD
2480 - GOmmuniy Boadband
1.0
Broadband Services Englnee,
Title change - ne teiiemed,
01
P01iw
3070 - Comired lnvbMf,. ion
1.0
Idenlfe,ma TwhnioWn
Police
3070 - Comind Investigation
1.0
Forensic Technician
Title change - salary increase
Ot
low
14010 - Adminlctoafv Serviced
1.0
OdyAd,.f Public Wmks
PW
4010 - AdminisVa6ve Services
1.0
Director of Public Worts
Equity adcuma.at
t
%
PW
4010 mmirtAtraffice Selvices
10
PSSktentDreUOr PUBIC WOMS
PW
4010 Atlm nstahve 8ervtes
10
Ass slant D'redor PUbl'c Works
Equyadjustment
{
01
PW
4010 Adantruidefive Servces
10
Smi., AtlmrvsNabve Pnalyst-Phre Worked
PW
4010 Atlm nslrz4ve So, cos
10
Princpal Administrative Anayst
Op..Ii.nal Uange
4trr
Ot
PW
4020- Eaineedng
1D
Civil Engineering Assistant
PW
4020 - Engineering
1.0
CIA Engineering Adbod.te
RaddessRcelon
't
Ot
PW
4980 - Public tandscepe
10
Community Forest& Public tamooed,
Pw
4980 - PubliCLendscape
1.0
Urban Foresee,
Title change -n0 dol., comesse
;!
01
PW
4980 - Public Landscape
1.0
Irrigation Technician
NCvmetion
25
PW
6710 -Water
1.0
AdmirvsVaWe Analyst -Water Resgurus
PW
6710 -Water
1.0
Water Quality AnDW, 1111
stam"lst ceanup- no budget impact.
'.
25
PW
6710 -Water
1.0
Senior AdmiNstafvo Analyst- Water Resources
PW
6710 - Water
1.0
Senior Adninlspadve Analyst
Tide change -nO Saldryincondea
E�
31
PW
6610 - Wastewater
1.0
Stood, Maintenance Worker l
PW
6610-Wa5tewUe,
1.0
Sealer Maintenance Worker ll
Title change -salary increase
31
PW
16610 - Wastewater
1.0
Water Recaumes Outreach Assistant
PW
6610- Wastewater
1.0
Water Resources Patectlon Specialise
Set leg red blooms, -butlget traded
41
BOB
64"0- T,-- ExecWve
1.0
StaRAmteWnt 111
Delete mall
41
BBB
6420- Trareit Gme and Grants
1.0
Fiscal Stag Assistant ll
BBB
6420 - Transit Finance and Grants
1.0
AcrounlantI
Operational change
41
BBB
6420 - Tmnslt Freedom and Grants
1.0
Senior Administrative Analyst
Bob
6580 - Transit OpeaTons
1.0
Administrative Analyst
Operational change
+4m
41
BBB
6430 - Transit Gwemment antl Community
10
1.0
SraH Assistant 111
StafiAe'ietant 111
BBB
BBB
6430 - Transit Govenunent and C.aremoly
6570 - Transit Reffitergere,
10
Creche Deeigne,
Opaalonal change
-
41
BBB
6570 - Transit Mainteranw
1.0
Admineffiore Staff Assistant
Opeational change
1'
41
BBB
6570 Thiel! Mantenance
10
Maintenance Suyervsor
BBB
6570 Transt Matntenanc
10
Transit Mechanic Sri., r
Scoffing l U Ueanup budget I p d
f )
41
41
BBB
BBB
6570 Tramet Maintenance
6680 Transit Operators
10
10
Transit R.R lltes Mantenance Supervisor
Transit Scheduler -
BBB
BBB
6570 Transt Macardsoce
16580 Transit Operations
10
10
Transit RaTibbe Maintenance Supelvider
Serer Transit Scheduler
Edgily adjustment
Opeatonal change
Fj pYj 1 p
iYr� Y t tb�ia Her
NNp
41
4t
4t
50
58
AMCHM£NTU
SUPPLEMENTAL POSITION AND CLASSIFICATION CHANGES TO PROPOSED BUDGET FY 2013 -14
.DELETE`
ADD
REASON
SBB O
st
Oo 1
p
plvlWOn
POSITION TRLE
Oopl
plvl:lon
POSITION TIT£ PRIMARY PERSON
NET FiE NET 3LL
BBB
65BO- Tfanslc Opeations
LO
Stag PSSlsI nl 111
Delete posii
v
"% ,is
BBB
6580 - Transit Ope2tlons
1.0
Motur Goach Operator 5upoMscr
BBB
5580. Tfaosit Operations
1.0 Senior Motor OOach Operator Supervisor
Operational clone
j, t �.
BBB
6580- Tansit Operations
1.0
Senior Atlminlstrative Arslyst -Tans topeat ons
BBB
6580 Transt Opeadons
10 Atlm nistralive Malyst
Opeational change
'-
Finance
2290 -Risk MaragemenVAdminlsVabon
1.0
Risk Management Claims Technlcian
Finance
2290 - Risk ManagemesMdminietration
1.0 Risk Mana Bement Technician
Title change -no salary increase
'Y
Finance
2290 - Risk ManaOenlenVAaministrstl0n
1.0
A rklnisnotive Stii isWOt
RNenw
2290 - Risk ManagunsnvM.inist tion
10 Risk Management Technican
Opeationalahange
it vj
V Balarylows represe nt annual cnange ana ao nopnl"ohlage onsi Fortww bWgel si please see A- -sent 0.
TOTAL
A.0 MI (5,988(
ATTACHMENT H1
Proposed Grantee Funding for FY 2013 -14
Human Services Grants Program (HSGP)
Contract #
Agency / Program
FY 2013 -14
9401 (CCS)
Center for Civic Mediation
Youth Peer Mediation and Conflict Resolution
$
52,364
9402 (CCS)
Chrysalis
Santa Monica Employment Center
$
284,116
9403 (CCS)
CLARE
Clarity for Youth
$
41,239
Coordinated Case Management
$
118,194
9404 (CCS)
Common Ground
HIV, Hepatitis C & Substance Use Safety Net Services
$
92,250
9405 (CCS)
Connections for Children
Child Care Subsidy and Family Support
$
851,172
Kindergarten Readiness in Santa Monica
$
44,996
9407 (CCS)
Family Service of Santa Monica/Vista del Mar
Agency -Based Services
$
62,610
Early Intervention & Violence Prevention Preschool
$
70,577
Edison Language Academy Elementary School
$
59,867
Muir and McKinley Elementary School
$
99,865
SAMOHI Counseling & Case Management
$
42,968
9408 (CCS)
The Growing Place
Marine Park Child Development Center
$
169,506
9409 (CCS)
Jewish Vocational Service .
Youth Employment
$
51,743
9410 (CCS)
Legal Aid Foundation of Los Angeles
General Community Legal Services
$
410,118
Domestic Violence Clinic
$
78,856
9411 (CCS)
Meals on Wheels West
Home- Delivered Meals
$
48,488
9423 (CCS)
New Directions
Supportive Housing
$
44,605
9412 (CCS)
OPCC
9424 (CCS)
Access Center
$
240,655
Daybreak Day Center and Shelter
$
233,515
Safe Haven
$
121,794
Sojourn Services
$
63,846
Interim Housing & Wellness
$
854,402
Westside Domestic Violence Network
$
7,037
ATTACHMENT H1
9414 (CCS) Saint John's Child and Family Development Center
2
Youth Development Project
$
272,790
Rogers Learning Community Elementary School
$
59,867
9415 (CCS)
St. Joseph Center
Family Self Sufficiency
$
176,925
Homeless Prevention & Stabilization in Housing
$
375,532
Shelter Plus Care
$
39,377
9426 (CCS)
Supportive Housing
$
63,432
9416 (CCS)
Santa Monica College
Pico Promise
$
155,230
9605 (CCS)
Social and Environmental Entrepreneurs
Pico Youth & Family Center
$
225,000
9417 (CCS)
Step Up on Second
Sanctuary
$
154,141
9425 (CCS)
Step Off the Streets
$
101,090
9418 (CCS)
Upward Bound House
Family Place Transitional Housing
$
15,375
9419 (CCS)
Venice Family Clinic
Primary Health Care to Low - Income / Uninsured Residents
$
96,381
9420 (CCS)
Westside Center for Independent Living
Home Access Program
$
36,644
Independent Living Services
$
164,130
9421 (CCS)
Westside Food Bank
Emergency Food Distribution
$
104,521
9422 (CCS)
WISE & Healthy Aging
Adult Day Care
$
131,428
Care Management
$
205,000
Congregate Meals
$
233,567
Paratransit
$
285,289
Senior Peer Counseling
$
92,207
Senior Center Operations
$
150,000
WISE Connections
$
46,125
NEW
YRT Collaborative
$
90,220
2
ATTACHMENT H2
Proposed Grantee Funding for FY 2013 -14
Organizational Support Program (OSP) Cultural Grants
Contract #
Agencv / Program
FY 2013 -14
2291
18th Street Arts Center
$
34,000
2295
California Heritage Museum
$
19,500
2294
Highways Performance Space
$
26,000
2292
Madison Project/The Broad Stage
$
15,000
2299
Morgan- Wixson Theatre
$
5,000
2298
Ruskin Group Theatre
$
5,000
2300
Santa Monica History Museum
$
6,100
2290
Santa Monica Museum of Art
$
60,000
2296
Santa Monica Playhouse
$
19,500
2293
Virginia Avenue Project
$
28,000
ATTACHMENT H3
Enhanced Services for Opportunity Youth & Their Families
Cradle to Career & the Youth Resource Team (YRT)
Background
On January 8 2013, Council directed City staff to release a Request for Proposal (RFP)
to fund services for disengaged Santa Monica youth aged 16 to 24 years. In advance of
release of the RFP, and as directed by Council, City staff engaged 12 diverse youth and
parent groups to gather input on how to best provide these services. In addition, the
Cradle to Career (C2C) Work Group provided input and guidance emphasizing the
importance of highly collaborative and innovative programming. Staff also conducted a
literature review of best practices and model programs to guide formulation of the RFP
framework and applicant criteria. City staff developed and released the Opportunity
Youth Request for Proposals on April 1, 2013 with an Addendum on April 18, 2013.
Notification was posted on the City's Community and Cultural Services /Human Services
Division website and distributed via email to over 60 local and regional agencies and
stakeholders.
Opportunity Youth RFP Process
The RFP called for proposals which effectively address three main goals: (1)
educational re- engagement and re -entry (completion of high school, GED and
certification programs); (2) economic stability and vitality (jobs); and (3)
engagement/resiliency (mental health, family support and wellbeing).
In response to the RFP, three applications were submitted. These include: SEE ( "The
Santa Monica Youth Alliance "); FAME ( "Older Youth Empowerment Services Program ");
and Jewish Vocational Services ( "Close the Opportunity Divide "). Proposals were
reviewed based on the funding guidelines and selection criteria outlined in the RFP. In
addition to the standard review by City staff, applications were reviewed and discussed
by a diverse group of eight external raters consisting of subject matter experts and
E
institutional representatives. The raters concluded that while none of the applications,
as presented, fully addressed the goals and criteria outlined in the RFP, each proposal
offered strengths with specific service components that might be considered for support
within a more integrated structure. Components of the applications noted for their
strengths include: hospitality training; job development and placement; and outreach to
at -risk segments of the community. However, raters and staff reached the same
conclusion that the more comprehensive and integrated approaches sought through the
RFP process (in- the -field outreach, assertive case management, community -based
mental health, family support and educational re- engagement, and follow up services)
appeared weak.
Cradle to Career (C2C): Enhanced Services for Opportunity Youth & Their
Families Through the Youth Resource Team (YRT)
In 2006, the Youth Resource Team (YRT) was created as a monthly communication
and coordination forum for youth service providers. Based at Virginia Avenue Park and
established in partnership with the schools, local social services, probation, law
enforcement and other providers, the YRT since its inception has focused on gang -
involved older youth. To this day, the YRT has remained committed to providing
services for this hardest to engage older youth population in Santa Monica. YRT
members played an integral role in the development of what has now become the
Cradle to Career (C2C) Initiative.
The C2C partnership was formed in January 2012. The membership, which includes the
City, SMMUSD, Santa Monica College, parent leaders and dozens of community -based
organizations, has adopted this guiding mission statement: "Through collective impact,
Santa Monica will sustain the country's most effective and vital cradle to career system
to facilitate the healthy child and youth development in a safe environment."
Within the overall C2C, the YRT focuses on older youth. The most common complaint
heard in Santa Monica about youth services is that they tend to be fragmented, difficult
to navigate and uneven in quality. The YRT has become the vehicle for the best
2
practice of coordinated, integrated, and interdisciplinary case management and service
delivery and a way to connect an often fragmented system. Members of the YRT, which
include schools, probation, law enforcement and mental health, substance abuse, and
health care providers, work collaboratively with each other and with individual youth and
their families to enhance wellbeing, family engagement, economic security, equity and
violence prevention.
On June 14, 2013, at a special meeting in response to the most recent violence in
Santa Monica, the C2C Work Group called for acceleration of efforts, and affirmed the
group's intent to stimulate a "whatever it takes" approach. At this meeting,
representatives from community groups and partner organizations (St. Joseph Center,
Family Services of Santa Monica, the Boys and Girls Club, OPCC's Sojourn Project, the
Male Violence Prevention Project and schools) stepped up to offer existing and new
resources.
Staff is proposing that the City both support an acceleration of the YRT's current work
and expand the approach to include services such as hospitality training, job
development and placement, and outreach to marginalized communities. Together,
these new, existing, and augmented services would advance the goals articulated in
the RFP: (1) educational re- engagement and re -entry (completion of high school, GED
and certification programs); (2) economic stability and vitality (jobs); and (3)
engagement/resiliency (mental health, family support and wellbeing) for disengaged
Santa Monica youth aged 16 to 24 years. At the same time, the members of the YRT
would identify the policy issues and barriers that have resulted in a fragmented system
and work to find solutions.
Vulnerable youth aged 16 to 24 years may be identified by referrals from a number of
sources including the school district, the probation system, and service providers.
While there will be challenges to overcome, such as the ability to share information
about minors, the identification of the most vulnerable youth will be an important first
step. Once youth are identified, people such as coaches, mentors, teachers, and other
trusted individuals would be tasked with pro - actively reaching out and engaging the
3
youth and their family. Then, the various interdisciplinary members of the YRT would
conduct the appropriate assessments and collectively develop individualized treatment
plans for each youth and their family. Services such as educational re- engagement,
jobs readiness and placement, mental health, substance abuse, and family support
services would be consistently offered in a pro- active, collaborative, and
interdisciplinary manner. YRT members would hold regular case conferences to review
individualized treatment plans, track progress, share data, and refine their approach.
Next Steps: First Quarter 2013114
With Council's direction, staff would begin working with local non - profits to accelerate
the YRT's current work and expand it to include services such as hospitality training, job
development and placement, and outreach to at -risk segments of the community.
Service components would be negotiated and memorialized through new or modified
agreements with non - profit partners. Specific funding for individual organizations would
be determined and provided for Council authorization within the first quarter of 2013/14.
Should Council agree to one -time funding in the amount of $225,000 to SEE for the
operation of the PYFC as a drop -in and referral point, approximately $90,000 of FY13-
14 and approximately $315,000 of FY14 -15 Human Services Grant Program funding
would be available to support the YRT's efforts. Staff may request additional one -time
FY13 -14 funding for the YRT.
City staff would provide program guidance and coordination, fiscal oversight, and
documentation of outcomes. Quarterly updates would be provided to Council
highlighting accomplishments and challenges. Cost estimates for long -term
implementation of the staffing model and data systems needed to support coordinated
and interdisciplinary actions to serve the most vulnerable older youth and their families
would also be developed.
ATTACHMENT
€ f l IF Care & Early y ;Ik ' fi s a tz o %la Task Force
May 28, 2013
Honorable Pam O'Connor, Mayor
Santa Monica City Council
Rod Gould, City Manager
City of Santa Monica
1685 Main Street, Room 200
Santa Monica, CA 90401
Dear Mayor O'Connor, City Council Members and Mr. Gould:
The Santa Monica Child Care and Early Education Task Force (Task Force) is deeply grateful
for your continued support of young children and their families in Santa Monica. The payoff to
society of investments.in the early childhood years is well - documented, and it is gratifying to see
that our city's leaders are unwavering in their commitment.
As you complete your budget planning for the coming years, we urge you to make the following
services a top priority:
Maintain sgnort for existing child care services
We are now (hopefully) emerging from several terrible years for the economy and for
government budgets, but the recovery is painfully slow. The need for subsidized child care
services for low- income Santa Monica families has been and remains acute. The child care
subsidy program administered by Connections for Children and after - school child care services
provided by the City are critically important to the economic and social wellbeing of low- income
families.
Continue and strengthen the Preschool Early Intervention and Violence prevention Project (now
of the Cradle to Career Initiative.
The Early Childhood Wellbeing Project: Essential Steps to a Thriving Community program,
whose concept originated with the Task Force, provides staff training and parenting education at
Santa Monica family child care homes and early childhood centers with a specific emphasis on
helping children with challenging behaviors. Program evaluations have demonstrated the
effectiveness of the services provided,
Last year, we completed the first round of creating a breakthrough framework for evaluating and
documenting key characteristics of children and youth in the community, an essential step in
1 -1
ATTACHMENT
effectively targeting preventive efforts to reduce violence. The Kindergarten Readiness in Santa
Monica program provides a system to assess the community -wide wellbeing and developmental
readiness of young children entering kindergarten, and is a key component of the Youth
Wellbeing Report Card.
Support for the wellbeing index project
What a boost it was for Santa Monica to win the $1 million prize from Bloomberg
Philanthropies, and kudos to the city staff team! This opportunity to create a new element for
evaluating the value of public policy and public resource allocation decisions in the future is
exciting. Starting with the early childhood years, it develops key indicators of quality of life so
that they may take their place alongside those of economic vitality and environmental
sustainability in public policymaking. We urge you to consider the Bloomberg prize as a start
and to provide the support needed to make this a comprehensive and permanent addition in how
we make public decisions..
Provide appropriate resources and staffing to the City Human Services Division to sup on rt the
development and long -term implementation of the Cradle to Career work plan and outcomes for
services to children, youth and families in Santa Monica
The Task Force is pleased to be one of the key collective impact groups for the Cradle to Career
Initiative (c2c). C2C has made an excellent start in developing its work plan and we eagerly
await, its final recommendations so we can start working on implementing key projects.
Bringing those recommendations to life, coordinating participating agencies, departments and
individuals and tracking the outcomes will require additional City staffing and resources.
Enhance collaborative partnerships between the City School District and College in serving the
City's most vulnerable children. Youth and families
We urge the City's three public entities to continue to work collaboratively in serving City
residents with the greatest need. Working together, they have the potential to reach a new level
of excellence in the delivery of educational and human services in Santa Monica. An excellent
example of this is the exciting joint planning effort currently under way for the Civic Center
Early Childhood Education Center and Lab School. That work will continue for the next several
years and we look forward to joining you at the new facility's dedication!
The Task Force encourages the City to find ways to use its considerable lobbying capabilities in
the area of child care and other human services.
Sincerely,
Lisa Wilson, Co -Chair
Santa Monica Child Care and Early Education Task Force
1 -2
ATTACHMENT
4
l
cldy of.
Santa I onlea
flAay 28, 2013
Social Services Commission
7685 Main Street
Po Box 2260
Santa Monica, CelUomia 90907.2200
Clear Mayor O'Connor and City Council Members:
The Social Services Commission is pleased to provide input on the proposed budget
priorities for Fiscal Year 2013 -15 and, In particular, shate bur support for maintaining
grant funding levels. equivalent to FY 2012 -13 for well performing City funded non - profit
agencies. '
With the loss of redevelopment funds and fiscal Uncertainties on the horizon, the
Commission recognizes that maintaining a balanced budget has required new efficiency
controls that will present difficult decisions in addressing the core needs of our
community. in this regard, we are most appreciative to know that there is an ongoing
commitment to maintain funding. levels for our invaluable non -profit organizations, many
of whom face significant fiscal uncertainties of their own.
The Commission also commends the Santa Monica Police Department for maintaining
the Homeless Liaison Program (HLP) at full force and we look forward to continuing to
support this and other interdepartmental collaborations. The City has demonstrated true
leadership in orchestrating its Action Plan to Address Homelessness, supporting the
Cradle to. Career Initiative, and recently being awarded -$t .million by Bloomberg
Philanthropies for the:neW Santa Monica Wellbeing Project.
With due recognition given to our local private sector partners who assist in making our
support for local non -profit social services possible,, the Commission is pleased to.
continue our mission - preserving and enhancing the quality of life for alt Santa Monica
residents. We greatly appreciate the opportunity to provide input regarding the proposed
budget priorities and thank you for your consideration.
Sincerely,
Brian C. Chase, Chair
Santa Monica Social Services Commission
I'MumanServic \13harallioaMs and Commisslons% Social Services CommissionCorrespondencalLetlera to Councl9FY '12- 1344SC
letter to Council RE FY 2013- 1413roposed 9udget.doc '
tel: 310 458 -8701 o fax: 310 458 -3380 o Te6; 310 458 -8696
1 -3
ATTACHMENT
r�
n
City of
Samta molmleis-
May 28, 2013
Disabilities Commission
9685 Main Street
PO Box 2200
Santa Monica, California 90407 -2200
Honorable Pam O'Connor, Mayor
Members of the City Council
Rod Gould, City Manager
City of Santa Monica
1685 Main Street
Santa Monica CA 90401
Dear Mayor O'Connor, City Council Members and Mr. Gould:
Thank you for seeking the Disabilities Commission's input on the City's FY2013 -15 Budget Priorities.
After hearing from the public and analyzing the Commission's priorities, the Commission provided the
following recommendations in January 2013. The Commission's priorities remain unchanged, and we
again respectfully request that the following recommendations be given priority in the development of the
budget:
Transform all parks (new, existing, renovated) to universal design and accessibility
The Disabilities Commission applauds City Council for approving and boldly moving forward with a
universally accessible playground at South Beach Park (2900 Ocean Front Walk). Under construction
and scheduled to open next summer, this playground will be the first in Santa Monica that allows children
with various disabilities to participate and play with their peers who do not have disabilities in a manner
traditionally not available in typical playgrounds.
The Commission now respectfully requests that all new and renovated playgrounds are designed to be
universally accessible and all existing playgrounds have universally accessible elements. According to
our research, the cost of universally accessible playgrounds varies widely, and elements can be
Incorporated to fit virtually any space or budget. Elements such as wheelchair accessible play equipment,
raised sandboxes, muitisensory developmental games and accessible playground surfacing will not only
enhance our City, but also the quality of life for all children and families.
2. Improve beach accessibility
Recently, the City obtained a grant to install mats made from recycled tires that lead from the sidewalk to
the surf. The mats permit someone who uses a wheelchair or other mobility aid to easily traverse an
expanse of sand, reach the water and enjoy it. In addition to funding more of these accessible pathways,
we request that the City also fund the acquisition of electric sand capable wheelchairs for public use.
Doing so will ensure that people who require the use of a wheelchair will be able to independently access
the beach and waterline at any point along the shore just. like any other visitor, rather than being limited to
just the beach mat locations.
3. Fund a feasibility study of an incentive -based visitability ordinance to apply to private
home construction and housing development projects
"Visitability" refers to the accessibility of a dwelling to house and receive people with disabilities,
particularly seniors, people with mobility, disabilities or those with degenerative disabilities that diminish
tel: 390 - 458 -8709 a TDD: 390- 458 -8696 o fax: 390 - 458.3380
ID
ATTACHMENT
functioning: over time. Visitable dwellings enhance the life -cycle use of housing -- people are better able
to remain housed in the same dwelling as they age ( "age in place "), as well as to remain in their homes -
during periods of temporary, developing, or permanent disabilities. Older housing in Santa Monica does
not incorporate accessible elements, such as wide hallways and doorways, grab bars, and wheelchair
ramps. As a consequence, an incentive -based visitability ordinance, such as one that would provide . for
expedited plan approval, will encourage homeowners and home builders to incorporate such elements
without any legal obligation to do so.
In the past, the Commission has recommended passing a visitability ordinance based on the Model
Universal Design Local Ordinance adopted by the California Department of Housing and Community
Development. This would provide a consistent, practical, and proven building and design standard for
residential architects and builders to incorporate universal design and visitability elements into new
construction to make dwellings visitable by people with mobility impairments and other disabilities. The
Commission recognizes that the first step toward passing such an ordinance is a feasibility study and
thus requests the City Council take this first step. Santa Monica should join various other California and
U.S. cities by enacting an incentive -based visitability ordinance which will significantly improve the quality
of life for all residents.
These recommendations reflect the ongoing and urgent priorities voiced by the community and our
commissioners. The Commission appreciates your consideration of these recommendations, and we
look forward to the City's continuing commitment to accessibility, inclusion, and civic participation. If you
need any additional information, please feel free to contact the Commission Staff Liaison, Stacy Rowe.
sc
T.J. Hill
Commissioner
1 -5
ATTACHMENT
a�
City of
Santa Mo nice
May 28, 2013
Commission For The Senior Community
1685 Main Street
PO Box 2200
Santa Monica, California 90407 -2200
Honorable Pam O'Connor, Mayor
Santa Monica City Council
Rod Gould, City Manager
City of Santa Monica
1685 Main Street, Room 200
Santa Monica, CA 90401
Dear Mayor O'Connor, City Council Members and Mr. Gould:
In January 2013 the Commission for the Senior Community submitted a letter outlining
its budget priorities for the City Council's consideration in planning the FY2013 -2015
budget. The Commission's priorities remain unchanged, and are being resubmitted at
this time for the Council's convenience. The overarching theme continues to be
support for activities which allow seniors to age in place in their home and in their
community.
First, the Commission would like to thank the Council for supporting several of our
past recommendations — increasing transportation options for seniors through
expansions to the Dial -A -Ride program, and the integration of senior services at the
Ken Edwards Center. Going forward, the Commission's recommendations related to
budget priorities are:
Housi'na:
The Commission recognizes that .,fiscal challenges are ongoing, particularly with the
loss of Redevelopment dollars. Nevertheless, providing seniors with safe, affordable
housing that meets their needs as.they age in place is a top priority. The Commission
has four specific recommendations related to housing:
1) Increase opportunities for affordable senior housing, especially given the dramatic
increase in the number of Santa Monica seniors projected over the next 10 years.
2) City ordinances should ensure quality affordable housing for seniors, and
architectural design should take into account seniors' need to age in their homes
by promoting universal design and ensuring visitability. Senior *housing, including
mixed -used development, should be situated close to basic amenities like grocery
stores, health care providers, transportation and outdoor space.
3) The Commission recommends continued support and expansion of home
modification programs which allow seniors and those who are mobility or sensory
impaired to make safety and accessibility improvements which allow them to
remain in their homes.
4) Some senior housing developments should offer on -site supportive services.
tel: 310.458 -8701 + Too: 310 -458 -8696 + fax: 310- 458 -3380
IQ^'
ATTACHMENT
Supportive Services:
The Commission supports continued funding for integrated services which directly
support older adults to sustain their independence and age in place in their homes. In
particular, services which are provided in -home should be prioritized.
Outreach and Education for Seniors:
Over the last year, staff has sought the Commission's input on various City projects,
including changes to Big Blue Bus routes, the Colorado Esplanade Project and the
Pedestrian Safety Action Plan, The Commission supports these outreach and
education efforts and asks that such efforts continue to be a part of City projects.
The Commission thanks the City Council for considering our recommendations.
Sincerely,
Barbara Browning
Chair
1 -7
ATTACHMENT
City of
Santa mon4ned,
May 26, 2013 .
Commission on the Status of Women
1685 Main Street
PO Box 2200
Santa Monica, California 90407-2200
Honorable Pam O'Connor, Mayor Pro Tempore
Santa Monica City Council
Rod Gould, City Manager
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Dear Mayor O'Connor, City Council Members and Mr. Gould:
In conjunction with adhering to our mission and fulfilling our 2010 -2015 Strategic Plan
which emphasizes (1) improving public and personal safety by raising awareness of and
seeking solutions for domestic violence and other safety issues impacting Santa Monica
women and girls; (2) enhancing civic engagement by promoting mentorship; fostering
career, political, and volunteer service; and cultivating leadership opportunities for the
young women and girls of Santa Monica; and (3) identifying economic and societal
effects of local housing costs on women and girls of Santa Monica, in combination with
other aims and goals, the Commission on the .Status of Women has been engaged in
preparing an updated Report on the Status of Women & Girls in Santa Monica. We
appreciate that the proposed 2013 -2015 Biennial City of Santa Monica Budget
recommended by the City Manager's Office continues to address and provide funding to
improve many quality of life issues.
More specifically, we recognize the difficult task you have due to the economic
challenges and would Iike to commend the City of Santa Monica for continuing to
provide funding for violence prevention & intervention; low - income youth participation
in education, sport & fitness, and leadership development programs; youth and adult
outdoor and indoor sport, fitness and recreation programs; park and public space
restoration and maintenance; health education and cultural events programs;
transportation for senior citizens and disabled people; for homeless individuals to achieve
stable residency; and expanding City TV programs, to include Broad Topics a
collaborative COS W television program that address women and young girls issues.
We are especially satisfied that the City of Santa Monica will fund unproved street
lighting, delivering anti -gang participation and DARE programs, preparing yotmg adults
for civic leadership roles through the 2014 City Academy as these are much needed
public safety and civic engagement and Ieadership initiatives of the ilk for which we have
been advocating.
tel: 310 458 -8701 o fax: 310 458 -3380 o TDD: 310 458 -8696
1 -8
ATTACHMENT
The Commission on the Status of Women believes there are a few key policies the City
of Santa Monica should look into to cost - efficiently advance the economic wellbeing and
social status.and to mitigate personal safety risks of women and girls who reside and
work in the city.
Developing meaningful Cradle to Career initiatives
The proposed budget states "several large taxpayers have left the city." From both a
revenue and expense perspective, the Commission on the Status of Women believes that
the City should look into developing policies that bolsters attracting and retaining
businesses in all industry sectors. This would help increase the revenue base for the
many programs that the City supports for women and girls in Santa Monica.
We strongly support continuing the Buy Local Santa Monica program. This program was
created by the Santa Monica business community and the City of Santa Monica to
encourage local buying. It is important to the Commission on the Status of Women
because it not only strengthens our thriving community by ensuring our sales taxes are
reinvested in Santa Monica's economy to support our schools, parks and vital community
services, it creates jobs for our women and girls and is a way to attract and/or. keep
women -owned small businesses in Santa Monica.
We believe that another way to generate revenue in Santa Monica could be by securing
low -cost hi -speed broadband internet access to residences in addition to commercial
buildings and other institutions through SMCityNet.
Increasing the quantity of higher wage jobs and low -cost broadband access in our
community, we believe could significantly reduce a variety of social welfare benefit
expenses the City of Santa Monica.
ReducingfPersonal Safety Risks for Women and Girls
We would like to urge the City of Santa Monica that they consider adding "Safety
Beacons" similar to those placed on the beach to the Expo line at Bergamont Station and
Downtown Santa Monica Station. The Commission on the Status of Women believes
these would serve as both deterrents and additional safety for use on, the expo line.
Supporting programs for women experiencing domestic violence and/or
homelessness
Participating in the annual homeless count and being a stakeholder in the Westside
Domestic Violence Network organization (WDVN) has made us aware about issues of
concern to homeless women and girls. Some women are homeless because of domestic
violence or other reasons that would make it unsafe for them to return to the place from
which they came. Due to rape, psychological abuse or other traumatic event, some
women feel so vulnerable that they are reluctant to acknowledge issues and require
mental health counseling. The Commission on the Status of Women believes that the City
of Santa Monica should continue to support programs such as Sojourn to accommodate
the needs of all women experiencing domestic violence.
NE
ATTACHMENT
While the Commission on the Status of Women would like the City of Santa Monica to
continue to prioritize shifting people from living on the street into permanent housing, we
believe it is also important to help these individuals gain self - confidence and gain skills
to be able to sustain themselves without government assistance. As such, the Commission
on the Statics of Women recommends that the City of Santa Monica continue to support
through its Human Services Grants Program a component of funding to improve the self -
sufficiency of women who are homeless.
With regard to the Citizen Academy, the Commission on the Status of Women would like
to request that the outreach for participants promotes a good balance in. gender and that it
encourages more women to move into local government positions.
Again, we would like to express that we are very pleased with the proposed 2013 -2015
Biannual City of Santa Monica Budget but do believe that there is always room for
improvement. We again ask that the City find ways to be more consistent in reporting of
gender data so we can continue to provide a better service for the women and young girls
of Santa Monica.
Thank you, again for the opportunity to comment on the proposed 2013 -2015 Biennial
City of Santa Monica Budget. If you need any additional information, please feel free to
contact the Commission or its staff liaison, Julie Taren.
Sincerely,,
Annie Goeke, Chair
Commission on the Status of Women
1 -10
Cultural Affairs Division
1437 4th Street, Suite 310
P.O. Box 2200
Santa Monica, CA 90407.2200
Date: May 24, 2013
To: Mr. Rod Gould, City Manager
The Members of the Santa Monica City Council
From Michael R Myers, Chair, Santa Monica Arts Commission
Re: City Budget Priorities
ATTACHMENT
Santa Monica Arts Commission
Michael Robert Myers, Chair
Walter John Meyer, Vice Chair
Haro Beck
Edward Edwards
Ed Horowitz
Linda Jasilm
lao Katagirl
Rachel Lachowicz
Tanya Merriman
George Minardos
Romy Ann Phillips
Joan Robey
Anne Troutman
At the regular Arts Commission meeting last Monday night, the Commission took action to support
the proposed FY 13 -15 City budget, specifically the portions of the budget that impact the arts and
culture. Sustaining the City's investment in Santa Monica's creative sector is particularly important at
this time and maintaining level funding for the City's grants programs is of critical importance in that
regard.
We also wish to express our gratitude for your ongoing commitment to the arts and culture in
Santa Monica. The City's clear focus on the importance of the creative sector, including both the
non - profit and for profit arts, through activities as far reaching as the Airport Visioning process,
the Bergamot Area Plan and the discussion of the future of the Civic Auditorium, illustrate your
understanding of the role and value of the arts and culture in our community.
1 -11
April 12, 2013
To The Honorable Members of City Council:
ATTACHMENT
1685 Main Street, Room 212
PO Box 2200
Santa Monica, CA 90407 -2200
The Landmarks Commission would like to offer to the City Council its budget priorities for the upcoming fiscal
cycle. The Landmarks Commission publicly discussed and endorsed these line items and believes that they are
critical for the continued success of the City's historic preservation program.
1. Provide sufficient funds to update the Landmarks Ordinance once the Zoning Ordinance update is
complete.
2. Provide sufficient funds to ensure that City staff support to the Landmarks Commission be at a
minimum a fully funded, full -time position within the City Planning Division of the Planning and
Community Development Department.
3. Provide sufficient funds to meet increasing demand for historic consultant reports and other analysis
associated with the Implementation of the City's Landmarks Ordinance.
4. Provide sufficient funds to allow regular maintenance and updates to the City's Historic Preservation
website.
The Landmarks Commission is aware of budget cutbacks and appreciates the present need for fiscal restraint.
In this context, we feel the above described funding and staff requirements are Indispensable as well as crucial
to ensuring that preservation remains a priority in our city.
I am always available to answer any questions you may have and appreciate your consideration of our
suggestions.
Respectfully submitted,
Ruth Shari
Chairperson, Landmarks Commission
tel: (310) 458 -8341 a fax: (310) 458 -3380
1 -12
ATTACHMENT
City of
Santa Monica'
May 22, 2013
Recreation & Parks Commission
1665 Main Street
PO Box 220C
Santa Monica, California 90407 -220C
Mayor and City Council Members
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Subject: FY2013 -15 Proposed Budget recommendations
Dear Mayor O'Connor and Council Members:
The Recreation and Parks Commission greatly appreciates the Council's continued
support of providing exceptional park facilities and a wide array of recreation and parks
programs that serve both our residents and visitors. At its May 16, 2013 meeting, the
Commission reviewed the FY13 -15 City budget recommendations related to parks and
recreation including proposed expenditure reductions and fee increases. The
Commission adopted a motion setting forth the following recommendations related to
proposed fee increases for your consideration.
Beach Volleyball
® The Commission recommends that the Council ask city staff to examine possible
package pricing for permitting multiple beach volleyball courts in the case of
tournaments and camps.
Community Gardens
® The Commission recommends support for the fee increase as proposed for
FY13 -14 and requests that Council direct staff to consider the feasibility of
offering a tiered fee structure to address the varying size of garden plots (ie.
small, medium, large) for Council consideration in the adoption of the FY14 -15
budget.
CREST Homework Club
® The Commission requests that the Council consider splitting the proposed
$80.00 annual fee increase for the CREST Homework Club over the two year
tel: 310 456 -8310
1 -13
ATTACHMENT
biennial budget, with a $40.00 increase in FY13 -14 and a $40.00 increase in
FY14 -15.
On behalf of the entire Commission, thank you for your consideration of these
recommendations.
Sincerely,
Phil Brock
Chair
cc; Rod Gould, City Manager
Recreation & Parks Commissioners
1 -14
Santa Monica Public Library
601 Santa Monica Boulevard
Santa Monica, CA 90401
Santa Monica April 29, 2013
Public Library
Board Santa Monica City Council'
City Hall
1685 Main Street
Santa Monica, CA 90401
yATTACHMENT III /��p�',Y�
Dear Mayor and City Counclimembers,
Over the past several Library Board meetings the Boardmembers have discussed the
Library's budget adjustment for 2013 -2015 and wish to share our recommendations
Ken Blackwell with you. Library staff are proposing several adjustments — chief among them are a
Chair
$25 annual non - resident fee for Library cards and $2 charge per Internet session for
anyone who does not have a Library card.
Ken Brelsch The Library has few options for cutting its budget other than reducing the amount
spent for materials or reducing service hours. We feel that introducing the non -
resident fees would be the best way to maintain the level of Library service to the
community, while achieving the established budget goals.
Gene Oppenhalm The City spends approximately $127 per resident on Library Services and residents
pay for Library services through local taxes: sales, property, utility, business licenses
and permits and charges for City Services. The state used to support universal
borrowing privileges that allowed any California resident to obtain a Santa Monica
Kathie Sheldon Public Library card. The state also supported public libraries through a payment
Vice chair based on the number of City residents. Together, at the high point of state funding in
FY2008l07, these programs generated $352,000 in State support for Santa Monica
libraries. These programs have not been funded since FY 2010/11.
Dan stem We feel that charging these proposed fees will allow the Library to reach its budget
target and ensure that the quality of Library services, Collections and programs will be
preserved at their present level. We appreciate the support the City Council has
shown for Library service over the years and request your consideration of these
Board preferences.
Sincerely,
Ken Blackwell, Chair
Santa Monica Public Library Board
cc: Rod Gould, City Manager
Greg Mullen, City Librarian
tell: 310. 458.8600 o fax: 310- 394 -8951
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1 -15 0 Printed on 100% 1301A consumer PCF paper
Reference:
Resolution Nos.
10752- 10757(CCS)
88 (HAS)
253 (PAS)
I
Modified Contract No.
9419 (CCS) & 9605 (CCS)