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SR 10-24-2017 8A City Council Housing Authority Redevelopment Successor Agency Report City Council Meeting: October 24, 2017 Agenda Item: 8.A 1 of 13 To: Housing Authority, Redevelopment Successor Agency, Mayor and City Council From: Gigi Decavalles-Hughes, Director, Finance Department, Budget Donna Peter, Director, Human Resources Department, Susan Cline, Director, Public Works Department Subject: FY 2016-17 Year-End Budget Changes; and FY 2017-18 Budget, Position and Compensation Changes Recommended Action Staff recommends that the City Council, Housing Authority and Successor Agency to the Santa Monica Redevelopment Agency: 1. Approve changes to the FY 2016-17 Revised Budget as detailed in Attachment A; and 2. Approve changes to the FY 2017-18 Adopted Budget and FY 2018-19 Budget Plan as detailed in Attachment B. Staff also recommends that the City Council: 1. Review the City’s year-end financial status; 2. Adopt a Resolution establishing classification and salary rates for various positions detailed in Attachment C; 3. Approve the position and classification changes detailed in Attachment D; 4. Adopt a Resolution incorporating a project funded by SB1: The Road Repair and Accountability Act detailed in Attachment E; 5. Direct staff to proceed with creating new engagement models, including pursuing regional partnerships, issuing a request for proposals, as needed, for street outreach teams, and refocusing existing resources to address homelessness; and 6. Authorize the City Manager to negotiate and execute a first modification to Services Agreement #10391 (CCS) in the amount of $197,000 with Santa Monica Travel and Tourism, a California-based company, for a destination perception study. Executive Summary Each year at this time, staff reconciles actual results of the prior fiscal year with the revised budget to determine the City’s final budgetary performance and identify necessary adjustments. This is also the first opportunity to adjust the newly-adopted 2 of 13 FY 2017-18 budget to reflect changes to staffing, revenues and expenditures. The General Fund ended FY 2016-17 with revenues $4.5 million greater than estimated actuals, and operating expenditures $6.4 million below budget, for a net $10.9 million positive impact as compared to budget. The context for this good news is crucial. Despite concerns about a slowing in the growth of key economic drivers (particularly retail and tourism), the prior fiscal year continued to reflect the underlying strength of Santa Monica’s diversified economic base. Similarly, despite mounting concerns about personnel costs, expenses were actually lower than projected. All this bodes well for Santa Monica maintaining long term fiscal sustainability and its AAA bond rating (or equivalent) by all three municipal credit rating agencies. On the other hand, it underscores the crucial need to not take the existing economic base and sources of revenue for granted -- and to anticipate the already identified challenges on the expense side, especially completing and operating major capital projects and absorbing known future increases in pension contributions. These reflect unaudited year-end results. As in years past, staff recommends that surplus funds, the majority of which are one-time, be allocated to expenditure control savings accounts (which share savings with the departments that generated them); one- time capital contingencies; and a small number of initiatives that respond to recent Council direction or that staff believes are critical to address at this time. These include augmented resources to address local impacts of the regional crisis in homelessness; investing in new technology and streamlined processes to make government services more mobile, responsive and efficient (Total Workplace); initial funding for developing a long-term strategy for Economic Sustainability recently initiated by City Council; and setting aside an additional $3.7 million toward the Council’s commitment to full funding of the construction of the Civic Center Multi-Use Sports Field project. Staff also recommends various changes to the FY 2016-17 Revised Budget to align the budget with accounting adjustments and to revise Capital Improvement Program budgets to reflect changes that occurred in the later part of the year. Non-General funds ended the year with revenues $28.6 million greater than estimated 3 of 13 actuals, and operating expenditures $26 million below budget, for a $54.6 million positive impact compared to budget. These funds will be used to build reserves, fund ongoing operations, and support future capital projects. Staff recommends $13.9 million in total citywide expenditure adjustments for FY 2016-17, an increase of $21.3 million in the General Fund and a decrease of $7.4 million in other funds. The majority of these changes align the budget with accounting actions taken during the year and have minimal impact on the City’s overall finances when considering transfers to other funds and reimbursements. Staff also recommends $8.8 million in expenditure adjustments in FY 2017-18, an increase of $6 million in the General Fund, and an increase of $2.8 million in other funds. These changes include staffing and classification-related adjustments, expenditure control budget adjustments, and reappropriation of one-time savings for one-time projects and activities taking steps towards achieving the outcomes of the Framework for a Sustainable City of Wellbeing and supporting Council Strategic Goals, and allocation of SB-1 Gas Tax funding to eligible projects. Background On June 14, 2016 (Attachment F), Council adopted the FY 2016-17 Budget as the second year of the FY 2015-17 Biennial Budget and adopted the first year and approved the second year of the FY 2016-18 Biennial Capital Improvement Program Budget. Council approved certain revisions to the FY 2016-17 Revised Budget that adjusted revenues, expenditures and staffing. Changes included in this staff report represent the final modifications to FY 2016-17. On June 27, 2017 (Attachment G), Council adopted the FY 2017-18 Budget and approved the FY 2018-19 Budget Plan as part of the City’s biennial budget process, and also adopted the Framework for a Sustainable City of Wellbeing, which includes six key outcome areas: Community, Place and Planet, Learning, Health, Economic Opportunity, and Governance. Aligned within the Framework are the City’s strategic goals approved by Council in 2015, including taking a leadership role in regional efforts to address 4 of 13 homelessness. Council also adopted the second year of the FY 2016-18 Capital Improvement Program budget. Staffing changes, expenditure control savings allocations and reappropriation of one-time savings for one-time projects and activities are the first modifications to this budget. Discussion The year-end report provides Council with an overview of the City’s financial performance as compared to budget, and aligns budget with significant operational shifts and accounting actions whose impacts were not known until the last half of FY 2016-17. The information gathered during staff’s review of year-end budget performance will inform the upcoming financial status update, to be presented to Council in January 2018, as well as the exception-based budget process that will be completed in June 2018. Fiscal Year 2016-17 Budget Year-End Status General Fund The City ended the year with greater revenues and lower expenditures than budgeted. General Fund revenues were $4.5 million, or 1.2%, greater than the FY 2016-17 estimated actual amount. Approximately $1 million of the increase is anticipated to be ongoing, including greater than anticipated revenue increases from transient occupancy and parking facility taxes and development-related fees, partially offset by less anticipated parking revenues and sales tax revenues. The remaining $3.5 million of the increase is from one-time sources that will be used to support one-time costs. These primarily include greater than anticipated development-related fees from several large projects, documentary transfer tax from large property sales, and one-time revenues such as a return of unspent contributions from EXPO. Including the adjustments in this report, General Fund net expenditure savings were $6.4 million, or 1.7% of the revised budget. This amount includes $7.1 million from operating expenditure savings, offset primarily by the appropriation of one-third of non- salary savings back to the departments as part of the expenditure control budgeting program. Over 87% of the department savings was due to 121 vacant positions 5 of 13 throughout the year as a result of retirements and the normal time lag in filling positions, particularly in sworn public safety roles. Given the City’s historic record of running budget surpluses as a result of vacancies, staff reviewed staff vacancy rates during the FY 2017-19 Biennial Budget process and reallocated those anticipated savings to offset rising costs. On May 23, 2017, staff presented Council with the General Fund Financial Status Update that showed positive balances during the first two years of the five-year forecast and projected shortfalls of $3.8, $10.3 and $18.8 million (3.7% of the General Fund Budget), respectively, in the last three years. The next financial status update, to be presented to Council in January 2018, will inform the Council and community of the City’s current and projected fiscal status as the City enters the FY 2018-19 exception- based budget preparation process. The City’s pre-payment of pension contributions (paying down our unfunded liability) and lower than anticipated increases in medical benefit costs will significantly reduce the timing and size of projected future shortfalls. However, while FY 2016-17 year-end results are better than projected, they are primarily one-time in nature and therefore would not impact those future year projections in a significant way. Other Funds Significant revenue variances in other funds include:  Special Revenue Source (04) Fund – $4.6 million in legal settlement receipts from affordable housing litigation.  Miscellaneous Grants (20) – $2.3 million in earlier receipt of grant funds.  Pier (30) Fund – $1.5 million in percentage rents reflecting increased Pier visitation.  Big Blue Bus (41) Fund – $11.2 million in earlier receipt of funds for capital improvement projects and higher than anticipated passenger revenue and formula funding from Metro.  Self-Insurance, General Liability/Auto (56) Fund – FY 2016-17 actuals were $1.3 million higher than estimated actuals primarily due to a large settlement 6 of 13 reimbursement by the City’s excess liability insurance.  Self-Insurance, Bus (57) Fund – FY 2016-17 actuals were $4.9 million higher than estimated actuals primarily due to two large settlements reimbursed by the City’s excess liability insurance. Other funds ended the fiscal year with expenditures of $26 million or 10.9% below budget. Savings in other funds were due to approximately 52 vacant positions throughout the year, less use of Liquid Natural Gas (LNG) fuel in the BBB Fund, less than anticipated participation in the water conservation rebate program, and timing of grant expenditures, partially offset by higher than anticipated costs for temporary employees and overtime. The Housing Authority Fund required a General Fund operating subsidy. The Cemetery Fund and Community Broadband Fund required General Fund loans. While year-end savings, by default, revert to fund balances, reallocating a portion of the funds, or assigning fund balance to future uses, provides an opportunity to address unfunded critical or emerging needs. Staff recommends that the $10.8 million in FY 2016-17 General Fund savings be appropriated or set aside as assignments in the fund balance for key initiatives addressing Framework outcomes and strategic goals. These uses are detailed in the “Fiscal Year 2017-18 Operating and Capital Budget Changes” Section below. Fiscal Year 2016-17 Operating and Capital Budget Changes Operating Budget Recommended changes detailed in Attachment A include $13.9 million in adjustments: a $21.3 million increase in the General Fund that primarily aligns the budget with accounting actions taken throughout the year, and a decrease of $7.4 million in other funds. General Fund appropriations reflect the transfer of $17.8 million in affordable housing funds to the Special Revenue Source Fund, and the transfer of $1.9 million to the Resource Recovery and Recycling Fund that will be offset by a State SB90 claim reimbursement, appropriation of $4.2 million previously set aside for litigation expenses based on actual spending, a $1.1 million accounting adjustment to write off a portion of 7 of 13 the loan repayment obligation from the Airport to the General Fund, and a budget adjustment of $0.7 million associated with higher than budgeted costs for the Twilight Concert Series. Staff is evaluating the future of the Concert Series and will return to Council on December 12, 2017 with recommendations. In other funds, significant budget adjustments reflect appropriations of $17.8 million to transfer affordable housing funds from the General Fund to the Special Revenue Source Fund, $6.5 million for grant-funded projects, and $8.8 million for payment of liability claims from the City’s self-insurance funds, a large portion of which was reimbursed by the City’s excess liability insurance, as noted above. Capital Budget Recommended changes to the FY 2016-17 capital budget detailed in Attachment A include a net budget increase of approximately $0.1 million, comprised of approximately $0.3 million in budget increases in General Fund project budgets and approximately $0.2 million in decreases in non-General Fund project budgets. These changes are largely related to accounting corrections, as well as small, unanticipated project costs or project schedule changes. Fiscal Year 2017-18 Operating and Capital Budget Changes Operating Budget Recommended changes detailed in Attachment B include $8.8 million in adjustments: a $6 million increase in the General Fund and a $2.8 million increase in other funds. General Fund budget changes reflect personnel changes, expenditure control budget adjustments, reappropriation of FY 2016-17 operating unspent funds to complete ongoing projects that extended beyond the fiscal year, such as website design and development, the Pico Neighborhood Plan and the Gateway Access Master Plan, and allocation of FY 2016-17 surplus funds, through appropriations and fund balance set- asides, for initiatives addressing Framework outcomes and strategic goals. Other fund budget changes reflect the appropriation of SB-1 Gas Tax funds and reallocation of Proposition C funds to eligible projects. 8 of 13 Specifically, FY 2016-17 General Fund year end savings are allocated for the following initiatives: Expenditure Control: Based on the City’s fiscal policy, one third of each year’s General Fund non-salary operating savings may be reappropriated to the departments that achieve the savings. This amount totals $647,515. The Framework for a Sustainable City of Wellbeing’s Economic Opportunity outcome seeks to support community needs through a stable, vibrant and diverse local economy. Two allocations take steps towards this outcome: Economic Sustainability. On September 26, 2017, Council held a study session to discuss developing a strategic plan to support Santa Monica’s long- term economic sustainability. Council indicated its desire to undertake a community dialogue on the matter and directed staff to consider a variety of questions related to the scope of the effort. Staff recommends that $200,000 of year-end savings be appropriated for the effort during FY 2017-18. Prior to initiating critical parts in the process, or making significant expenditures, staff will return to Council for direction regarding next steps. Santa Monica Travel & Tourism: Staff recommends a modification to the City’s contract with Santa Monica Travel and Tourism to include a one-time $197,000 increased appropriation to the City’s annual contribution for a destination perception study. The study will provide a comprehensive collection of qualitative input from residents, local stakeholders and visitors as well as from national and international focus groups and surveys related to homelessness, quality of life issues and the tourism economy. The citywide study will establish benchmark data, develop a monitoring system to track ongoing sentiment and perception, as well as produce recommendations and identify best practices. The study results will help the City in its efforts to address homelessness and sustainable economy initiatives. Addressing the Framework outcome of good governance, and building on the work of 9 of 13 the Federal government, private sector, and other workplace innovators, Total Workplace seeks to integrate space and technology by creating a more collaborative and environmentally conscious workspace. The new City Hall 2020 (City Services Building) will incorporate Total Workplace ideals to design a working environment that is highly responsive, flexible, and efficient by making the best use of space, technology, and people to increase productivity and provide excellent services for those we serve. The Total Workplace initiative will engage staff to integrate City services in ways that will better serve the public, leverage technology to more effectively collaborate and reduce our dependence on paper, give staff more choices for where and how they work, and develop best practices for etiquette, customer service and security in City Hall 2020. Funds of $2 million in year-end savings are recommended to be set aside in the fund balance for the Total Workplace initiative. Staff recommends that $815,000 of the funds set aside be appropriated for FY 2017-18. Capital Budget Recommended changes to the FY 2017-18 capital budget detailed in Attachment B include a net budget increase of approximately $3.8 million, comprised of approximately $1.7 million in increases to General Fund project budgets and approximately $2.1 million to non-General Fund project budgets. The most significant increases are the appropriation of new SB 1 gas tax revenues for the Annual Paving and Sidewalk Repair program, Proposition C Local Return funds for the Montana Avenue Signal Synchronization and Upgrade program, and parking equipment replacement project. Smaller adjustments include higher than anticipated computer replacement costs, which are fully offset by reductions to the operating budget, and the appropriation of revenues received for tree planting. Additionally, staff recommends appropriating a total of $0.7 million in FY 2016-17 year- end savings for two projects: renovating the iconic dinosaur fountains at the Third Street Promenade and replacement of equipment for our Breeze Bikeshare service which has significantly exceeded both financial and ridership expectations. These projects address the Place and Planet outcome, which seeks to protect natural resources and cultivate an exceptional and resilient built environment. 10 of 13 Fund Balance Assignments Addressing Homelessness: In August 2015, Council established taking a leadership role in regional efforts to address homelessness as one of the City’s top five strategic priorities. Historically, the City has made investments of land, capital funding, operational support, and significant political will to address homelessness. One-time City and County funds are being used to pilot new intensive street-based services to high users of local emergency services and develop mobile technology to transform the way that City first responders and front-line staff interact with people experiencing homelessness. In light of the dramatic and continuing impacts of homelessness, staff is proposing to broaden its efforts through a set of new holistic strategies for public spaces, including the Main Library. Strategies include appropriate and coordinated enforcement by sworn and non-sworn public safety officers; multiple community-based outreach teams and local and regional service coordination; and physical modifications to lighting, hardscape, and landscape as appropriate. The City will seek to leverage available funds (including County funds), to partner with the County and the business community, and will continue activation of public spaces. Additionally, a community education and engagement campaign is underway. These efforts will be visible, measurable, and scalable, and in addition to ongoing work to serve and house the most chronic and vulnerable homeless people, reunite people with friends and family, and prevent homelessness. As part of a multi-step process to implement this initiative, at this point staff requests direction from Council to proceed with creating new engagement models, including pursuing regional partnerships, issuing a request for proposals, as needed, for street outreach teams, and refocusing existing resources as well as a $1.4 million set-aside in the fund balance to initiate this strategy. Staff will return to Council at its November 28, 2017 meeting for specific authorization to spend this funding. At that Council meeting, staff will also provide more information about existing and new interdepartmental and community-wide strategies to address homelessness. Ongoing resources will need to 11 of 13 be identified. Modest resource reallocations may surface in the FY 2018-19 exception- based budget with significant reprioritizations in the FY 2019-21 budget. An allocation of one-time funds now signals the Council’s ongoing commitment to a citywide priority of addressing homelessness. Set-Asides for Capital Projects: Also addressing the Place and Planet outcome are two set-asides, or assignments of General Fund fund balance. Funds of $2.6 million are recommended to be set aside in the fund balance pending the defeasance of the 2009 Public Safety Facility (PSF) bonds, to be completed in the coming months. This defeasance will accelerate the payment of the PSF bond, freeing up the PSF to secure a lease revenue bond that will finance the upcoming construction of Fire Station I later this fiscal year. On top of the funding already reserved, $3.7 million is set aside towards construction of the Civic Center Field, increasing the funding set aside for design and construction to $7 million of the anticipated $8 million total budget. Finally, further contributing to the Governance outcome, $1.2 million is set aside for future year Total Workplace projects. SB-1 Gas Tax Revenues In April 2017, SB1, formally known as the Road Repair and Accountability Act (RMRA) of 2017, was signed into law. SB1 establishes the Road Maintenance and Rehabilitation Program (RMRP) to address deferred maintenance on the state highway and local street and road systems. Current fund estimates provided by the League of California Cities indicate that the City of Santa Monica will be eligible to receive approximately $0.5 million in FY 2017-18 and $1.6 million in FY 2018-19, in addition to the City’s existing annual gas tax revenues of approximately $2.1 Million. Staff recommends using the FY2017-18 SB1 estimated allocation of $0.5 million for the Annual Paving and Sidewalk Repair Program per the attached resolution. The additional gas tax revenues will augment the Program and help maintain the City’s current Pavement Condition Index score of 84. Proposition C 12 of 13 The Proposition C program is funded by a half cent sales tax measure approved in 1990 by Los Angeles County voters to finance public transit, paratransit and related transportation infrastructure projects. The City receives approximately $1.4 million in Proposition C Local Return funds annually. Staff recommends allocating approximately $1.5 million in currently available funds to the Montana Avenue Signal Synchronization project. This project would upgrade five traffic signals along Montana Avenue between Lincoln Blvd and 26th Street. Work would include the full replacement of all the traffic signal equipment, new pedestrian indications, controller cabinets, battery backup systems, video detection for cyclists, and traffic monitoring cameras. Signal equipment along this corridor is some of the oldest remaining in the City—more than 50 years old. Controllers and signal equipment are failing. Without upgrades, signals would need to remain in four-way flash mode for an extended period and cause transit delays. The project would also install fiber optic communication to interconnect traffic signals citywide and provide transit vehicle progression efficiencies. Personnel Changes This report includes staffing adjustments to reflect ongoing operational changes and the results of classification and compensation studies. A Salary Resolution detailing new classifications and salary rates is reflected in Attachment C. Staffing adjustments are detailed in Attachment D. These changes result in a net increase of 0.0 Full-Time Equivalent (FTE) employees – 1.0 FTE increase in the General Fund and 1.0 FTE decrease in the other funds. Together, position changes result in a net increase of $0.17 million in FY 2017-18 for eight months of staffing – an increase of $0.2 million in the General Fund and a decrease of $0.03 million in the other funds. Next Steps As the final step in the close of FY 2016-17, Council will receive the Comprehensive Annual Financial Report later this fiscal year. Staff will consider impacts of year-end results and any other significant budget adjustments with its regular six month financial status update to Council in January 2018. 13 of 13 Financial Impacts and Budget Actions The budget changes recommended for FY 2016-17 result in a $13.9 million, or 1.9%, net increase over the FY 2016-17 Revised Budget. Detail for these changes is in Attachment A. Recommended FY 2017-18 expenditure changes result in an $8.8 million or 1.1% increase over the expenditure budget. Recommended FY 2018-19 changes result in a $0.2 million expenditure increase from the FY 2018-19 Budget Plan. Detail for FY 2017-18 and FY 2018-19 changes is in Attachment B. Prepared By: Susan Lai, Budget Manager Approved Forwarded to Council Attachments: A. 8a B. FY 2017-19 Budget Adjustments C. Classification Resolution D. Position and Classification Changes E. Capital Improvement Resolution F. June 14, 2016 Staff Report (web link) G. June 27, 2017 Staff Report (web link) H. Brand Assessment Support Letter_10 24 17 8A I. Written Comments J. Powerpoint Presentation October 20, 2017 Mayor Ted Winterer and Members of the City Council City of Santa Monica 1685 Main Street Santa Monica, CA 90401 RE: Request for Additional Funding for Destination Brand Assessment Research to Support a Strategy to Address Santa Monica’s Long-Term Economic Sustainability Dear Mayor Winterer and Members of the City Council, As the city staff report from September 26, 2017 reflects, “Santa Monica has enjoyed sustained economic prosperity over the past three decades, resulting in both a strong fiscal balance sheet for City government and strong ongoing revenue to support City services for residents”. Santa Monica Travel & Tourism (SMTT) is proud to have served under contract with the City of Santa Monica for 35 years as an economic partner while helping to increase local employment opportunities. Equally it has been our pleasure to define and play a major role in monitoring, enhancing and protecting Santa Monica’s destination brand. This is not simply about communicating to the world that our city is great or well positioned in rankings. Instead, it is about working with staff and city leadership in planning and managing the city to continually better itself and letting the world know that city authorities are trying to improve it and solve social and economic constraints. Protecting our brand image has become more challenging in recent years. Internet and social media channels have made word of mouth a megaphone. Travelers can now create content that can influence future visits to our destination and user-generated content affects how our destination brand and experiences are communicated, making reputation management more difficult. Our residents are particularly relevant considering they have different, simultaneous relationships with the destination/places they inhabit. Not only are they residents, but they can also be tourists, visiting many sites within the destination. It is important that we continually build ties with local stakeholders in order to encourage them to become actively involved in changing conditions that affect the quality of their lives and potentially the visit of a tourist in the way of friends and family. SMTT was one of the first destination marketing organizations in the United States to fully embrace the emerging idea that destination brands are products to be purchased. A successful destination brand clearly defines the community’s unique and distinctive attributes that have both emotional and functional benefits to its visitors. It is not enough to have a beautiful beach or a world-famous pier, as in the case of Santa Monica. The destination must convey a certain feeling to the visitor that transcends the city’s physical attributes. Over the last three decades we have realized that a positive image of Santa Monica as a destination, combined with successful marketing, is a powerful tool in competing for resources and revenues. Unfortunately, we’ve also learned that unattractive or negative images are more harmful than ever and there is a need to invest a great deal of effort to change negative perceptions/sentiments. As the City of Santa Monica evaluates its long term economic sustainability, perceptions/sentiments of Santa Monica, whether as a place to visit, live, work or play, must be taken into account. We have received an impressive proposal from Portland-based firm Coraggio Group, in partnership with Sparkloft, to conduct a comprehensive destination perception/sentiment study. This project seeks to not only understand the evolution of the Item 8-A 10/24/17 1 of 7 Item 8-A 10/24/17 destination’s brand perception/sentiments over time, but also the trajectory it’s taking given the range of complex challenges the city is facing. Global competition for tourism and investment has always existed. Knowing this, we must be proactive in enhancing the attractiveness of Santa Monica and improving its competitive edge in order to continue to attract investors, entrepreneurs and a sustainable work force. This study will serve as a barometer for what work may lie ahead. It is important to note that this is a community-wide initiative that will involve city leaders and residents, the business community, and all others that depend on a vibrant and healthy economic flow to Santa Monica. While SMTT spearheaded this brand initiative, it is the community as a whole that delivers the distinctive Santa Monica experience. On behalf of the Board of Directors for Santa Monica Travel & Tourism, I hope you will continue to support and approve additional funding to conduct this study as part of the October 24th year- end reconciliation. Thank you, Raphael Lunetta Chair Santa Monica Travel & Tourism Board of Directors CC: Rick Cole, City Manager Andy Agle, Director of Housing and Economic Development Misti Kerns, SMTT Item 8-A 10/24/17 2 of 7 Item 8-A 10/24/17 Item 8-A 10/24/17 3 of 7 Item 8-A 10/24/17 1 Vernice Hankins From:Nikki Kolhoff <nhkolhoff@yahoo.com> Sent:Tuesday, October 24, 2017 12:43 PM To:Council Mailbox; councilmtgitems; Kevin McKeown Fwd; Tony Vazquez; Gleam Davis; Sue Himmelrich; Pam OConnor; Terry O’Day; Ted Winterer Subject:City Council 10/24/17 Item 8-A Civic Center Field Budget Attachments:soccer_field_diagram_-2014-15.pdf Follow Up Flag:Follow up Flag Status:Completed Dear City Council - Fully Fund the Field In an attempt to discredit his critics, Rick Cole stood before the Coastal Commission and said, "with all due respect the folks who have said that the city is secretly plotting to undermine the building of the sports field that we have set aside $8 million to build, is really not a Coastal issue." It turns out that was not an accurate statement. As he spoke, only $3.3 million had actually been funded and tonight staff is asking you to fund only up to $7 million. This means the field is not fully funded and continues to be at risk. And while you may attempt to rationalize the statement as "technically not a lie" because funds are reserved, we all know the intended implication to the Coastal Commission was that the residents must be crazy not to trust the city because actually money is sitting there waiting to build the field. And since we all know that is not true, we also know that Rick Cole's statement was then purposefully misleading and unethical. So you can either continue that narrative or demand that staff fully fund the field to the $8 million represented to the Coastal Commission last month. And before any staff or council tries to argue that this is special upfront funding, let's not forget that the city immediately funded the ECLS with general funds years ago as soon as redevelopment funds were at risk. Funding for a field that benefits our high school and community deserves at least as much priority as a private day care for staff and an SMC satellite campus. Submit Application to Coastal Commission Now for the Field to Save Time and Money And on the topic of spending, please instruct staff to submit an application to the coastal commission immediately for the field. It is an irresponsible waste of taxpayer dollars to conduct a parking study if it's not necessary. As you all heard, the Coastal Commission staff and Chair, and Rick Cole, spoke in Chula Vista on October 12 about how much beach parking Santa Monica has and Rick Cole stated that bodes well for the field. In light of comments about ample parking made by Rick Cole and the Coastal Commission at the hearing, it does not seem justifiable to spend public funds on a broad parking study without first knowing what the Coastal Commission requires. The application is very short and does not have to be complete to submit. The field design is prescribed by CIF standards (see attached). The Commission is required to respond within 30 days to let the City know if there are any deficiencies. It should be noted that the Coastal Commission asked for parking studies for each of the ECLS and CSB (and dozens of other items not delivered by the City) and ultimately did not require one and we would expect the same advocacy by the City on behalf of the field. If you instruct staff to submit the Item 8-A 10/24/17 4 of 7 Item 8-A 10/24/17 2 application now, we could have a response back from the Coastal Commission prior to the 11/28 meeting relating to the parking study contract. We need an official response from the Commission and not a verbal response translated by staff who has been less than forthcoming on this topic. Please take action tonight so $250,000 of resident funds aren't wasted in November and we keep moving forward as quickly as possible on the field. Thanks, Nikki Kolhoff Resident Item 8-A 10/24/17 5 of 7 Item 8-A 10/24/17 SOCCER FIELD Do t t e d l i n e i s m i n i m u m b o u n d a r y f o r s p e c t a t o r s , f e n c i n g o r a n y o b j e c t s . If used on a football field, portable goals should be anchored at least 2 yards in front of the base of the existing football goalposts. *MEASUREMENTS are taken from outside to outside of the line. An engineered natural turf soccer field should have a minimum of one-and-one-half percent (1.5%) slope for fields which are surface drained. For natural turf fields with a sub-surface drain system the slope should be no less than one (1.0%) percent. For synthetic turf fields with a sub-surface drain system the slope should be no less than one half of one (0.5%) percent. Slope is measured from center to side. For consulting services, contact SportsPLAN Studio, 816-842-5200. Except as specifically stated in the rules, information on field diagrams in this book is suggestive only; it is not required by NFHS rules. The construction and layout of all courts and fields used for high school competition are sub- ject to any controlling laws and building codes, and to the sound judgment of the persons in charge of the facilities. Item 8-A 10/24/17 6 of 7 Item 8-A 10/24/17 1 Vernice Hankins From:Setareh Yavari Sent:Tuesday, October 24, 2017 6:32 PM To:councilmtgitems Cc:Denise Anderson-Warren; Vernice Hankins Subject:FW: SSC support for budget changes regarding homelessness From: Shawn Landres Sent: Tuesday, October 24, 2017 12:02 AM To: Setareh Yavari <Setareh.Yavari@SMGOV.NET> Subject: SSC support for budget changes regarding homelessness Dear Setareh, With respect to staff's recommendations regarding changes to the FY 2017‐18 Adopted Budget and FY 2018‐ 19 Budget Plan, the Social Services Commission is pleased to offer its unanimous support for proceeding with creating new engagement models, including pursuing regional partnerships, issuing a request for proposals, as needed, for street outreach teams, and refocusing existing resources to address homelessness. With best wishes, /Shawn --- Shawn Landres PhD Chair, Social Services Commission City of Santa Monica shawn.landres@smgov.net Item 8-A 10/24/17 7 of 7 Item 8-A 10/24/17 ATTACHMENT B Fund/Department Description FY 2017‐18 Increase / (Decrease) FY 2018‐19 Increase / (Decrease) INFORMATION TECH REPLACEMENT & SERVICES FUND (55) INFORMATION SERVICES Reflects adjustments related to computer equipment replacement program contributions (282.3)$ (95.7)$ (282.3)$ (95.7)$ TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS (282.3)$ (95.7)$ GRAND TOTAL ‐ ALL FUND REVENUE ADJUSTMENTS (282.3)$ (95.7)$ CITY COUNCIL Reflects reappropriation of unspent Council Discretionary Funds, staffing adjustments, and adjustments related to computer equipment replacement program contributions 435.1$ 6.0$ TOTAL CITY COUNCIL EXPENDITURE ADJUSTMENTS 435.1$ 6.0$ CITY MANAGER Reflects one‐time reappropriation of unspent funds for GoSamo, conference room technology, Office of Wellbeing tenant improvements, and City Website; staffing adjustments; and adjustments related to computer equipment replacement program contributions 898.7$ 104.9$ TOTAL CITY MANAGER EXPENDITURE ADJUSTMENTS 898.7$ 104.9$ RECORDS & ELECTION SERVICES Reflects adjustments related to computer equipment replacement program contributions (0.4)$ (0.4)$ TOTAL RECORDS & ELECTION SERVICES EXPENDITURE ADJUSTMENTS (0.4)$ (0.4)$ FINANCE Reflects adjustments related to computer equipment replacement program contributions (4.7)$ (4.7)$ TOTAL FINANCE EXPENDITURE ADJUSTMENTS (4.7)$ (4.7)$ CITY ATTORNEY Reflects adjustments related to computer equipment replacement program contributions (18.7)$ (18.7)$ TOTAL CITY ATTORNEY EXPENDITURE ADJUSTMENTS (18.7)$ (18.7)$ HUMAN RESOURCES Reflects adjustments related to computer equipment replacement program contributions (0.9)$ (0.9)$ TOTAL HUMAN RESOURCES EXPENDITURE ADJUSTMENTS (0.9)$ (0.9)$ INFORMATION SERVICES Reflects adjustments related to computer equipment replacement program contributions (1.1)$ (1.1)$ TOTAL INFORMATION SERVICES EXPENDITURE ADJUSTMENTS (1.1)$ (1.1)$ REVISIONS TO FY 2017‐18 AND FY 2018‐19 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS EXPENDITURE BUDGET ADJUSTMENTS ($ IN THOUSANDS) GENERAL FUND (01) REVENUE BUDGET ADJUSTMENTS ($ IN THOUSANDS) NON‐GENERAL FUNDS TOTAL INFORMATION TECH REPLACEMENT & SVCS FUND REVENUE ADJUSTMENTS October 24, 2017 1 of 5 ATTACHMENT B Fund/Department Description FY 2017‐18 Increase / (Decrease) FY 2018‐19 Increase / (Decrease) REVISIONS TO FY 2017‐18 AND FY 2018‐19 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS PLANNING & COMMUNITY DEVELOPMENT Reflects one‐time reappropriation of unspent funds for the Pico Plan, Gateway Access Master Plan, and parking study; staffing adjustments; and adjustments related to computer equipment replacement program contributions 775.0$ 109.6$ TOTAL PLANNING & COMMUNITY DEVELOPMENT EXPENDITURE ADJUSTMENTS 775.0$ 109.6$ POLICE Reflects adjustments related to computer equipment replacement program contributions (23.5)$ (23.5)$ TOTAL POLICE EXPENDITURE ADJUSTMENTS (23.5)$ (23.5)$ FIRE Reflects one‐time reappropriation of unspent funds for health and safety gear and adjustments related to computer equipment replacement program contributions 298.5$ (1.5)$ TOTAL FIRE EXPENDITURE ADJUSTMENTS 298.5$ (1.5)$ COMMUNITY & CULTURAL SERVICES Reflects staffing adjustments and adjustments related to computer equipment replacement program contributions (5.2)$ (5.2)$ TOTAL COMMUNITY & CULTURAL SERVICES EXPENDITURE ADJUSTMENTS (5.2)$ (5.2)$ LIBRARY Reflects adjustments related to computer equipment replacement program contributions (7.9)$ (7.9)$ TOTAL LIBRARY EXPENDITURE ADJUSTMENTS (7.9)$ (7.9)$ PUBLIC WORKS Reflects staffing adjustments and adjustments related to computer equipment replacement program contributions 4.4$ 11.6$ TOTAL PUBLIC WORKS EXPENDITURE ADJUSTMENTS 4.4$ 11.6$ HOUSING & ECONOMIC DEVELOPMENT Reflects one‐time reappropriation of unspent funds for broker's services, Santa Monica Travel and Tourism project, and an Economic Sustainability Study; and adjustments related to computer equipment replacement program 706.6$ (0.4)$ TOTAL HOUSING & ECONOMIC DEVELOPMENT EXPENDITURE ADJUSTMENTS 706.6$ (0.4)$ NON‐DEPARTMENTAL Interfund Transfers Reflects reimbursement from the Water Fund to the General fund for 1.0 FTE Civil Engineer position (160.5)$ (163.3)$ Reflects transfer from the Special Revenue Source Fund (04) to convert a limited‐ term Transportation Management Specialist to permanent ‐$ (114.6)$ TOTAL NON‐DEPARTMENTAL EXPENDITURE ADJUSTMENTS (160.5)$ (277.9)$ EXPENDITURE CONTROL SAVINGS Represents one‐third of General Fund Department FY 2016‐17 savings, to be used for one‐time projects associated with each Department's mission 647.5$ ‐$ TOTAL EXPENDITURE CONTROL SAVINGS ADJUSTMENTS 647.5$ ‐$ STRATEGIC INITIATIVES Reflects appropriation for the City's Total Workplace initiative 815.0$ ‐$ TOTAL STRATEGIC INITIATIVES EXPENDITURE ADJUSTMENTS 815.0$ ‐$ October 24, 2017 2 of 5 ATTACHMENT B Fund/Department Description FY 2017‐18 Increase / (Decrease) FY 2018‐19 Increase / (Decrease) REVISIONS TO FY 2017‐18 AND FY 2018‐19 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS CAPITAL IMPROVEMENT PROGRAM (CIP) Reflects adjustments related to computer equipment replacement program contributions 260.7$ 89.6$ Reflects appropriation of year‐end savings for renovation of the dinosaur fountains at the Third Street Promenade 400.0$ ‐$ Reflects appropriation of year‐end savings for Bikeshare capital projects 300.0$ ‐$ Reflects one‐time appropriation of uspent funds for parking equipment replacement 600.0$ ‐$ Reflects appropriation of settlement funds for tree planting 138.0$ ‐$ Reflects accounting adjustment to separate the budget for the City Services Building project and renovations to the City Hall South Wing (8,320.5)$ ‐$ Reflects accounting adjustment to separate the budget for renovations to the City Hall South Wing and the City Services Building project 8,320.5$ ‐$ TOTAL CAPITAL IMPROVEMENT PROGRAM EXPENDITURE ADJUSTMENTS 1,698.7$ 89.6$ 6,056.6$ (20.5)$ 6,056.7$ (20.5)$ SPECIAL REVENUE SOURCE (04) FUND Library Reflects reappropriation of donated funds 100.0$ ‐$ Housing & Economic Development Reflects reappropriation of unspent funds for a rental assistance pilot program 300.0$ ‐$ Non‐Departmental Reflects the conversion of 1.0 FTE limited‐term Transportation Management Specialist to permanent ‐$ 114.6$ 400.0$ 114.6$ BEACH (11) FUND Community & Cultural Services Reflects adjustments related to computer equipment replacement program contributions (0.4)$ (0.4)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 3.0$ 0.4$ 2.6$ ‐$ COMMUNITY DEVELOPMENT BLOCK GRANT (19) FUND Housing & Economic Development Reflects reappropriation of unspent CDBG funds for the residential rehab program 179.2$ ‐$ 179.2$ ‐$ WATER (25) FUND Public Works Reflects adjustments related to computer equipment replacement program contributions (0.3)$ (0.3)$ Non‐Departmental Reflects transfer from the Water Fund (25) to the General Fund (01) to support 1.0 FTE Civil Engineer position 160.5$ 163.3$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 3.5$ 0.3$ 163.7$ 163.3$ TOTAL SPECIAL REVENUE SOURCE FUND EXPENDITURE ADJUSTMENTS TOTAL WATER FUND EXPENDITURE ADJUSTMENTS TOTAL BEACH FUND EXPENDITURE ADJUSTMENTS NON‐GENERAL FUNDS NET GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT FUND EXPENDITURE ADJUSTMENTS October 24, 2017 3 of 5 ATTACHMENT B Fund/Department Description FY 2017‐18 Increase / (Decrease) FY 2018‐19 Increase / (Decrease) REVISIONS TO FY 2017‐18 AND FY 2018‐19 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS RESOURCE RECOVERY AND RECYCLING (27) FUND Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 0.1$ ‐$ 0.1$ ‐$ PIER (30) FUND Public Works Reflects adjustments related to computer equipment replacement program contributions (0.4)$ (0.4)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 0.8$ 0.4$ 0.4$ ‐$ WASTEWATER (31) FUND Public Works Reflects adjustments related to computer equipment replacement program contributions (0.2)$ (0.2)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 4.6$ 0.2$ 4.4$ ‐$ AIRPORT (33) FUND Public Works Reflects staffing adjustments and adjustments related to computer equipment replacement program contributions (57.6)$ (86.6)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 3.9$ 1.3$ (53.7)$ (85.3)$ BIG BLUE BUS (41) Big Blue Bus Reflects staffing adjustments 19.8$ 25.4$ 19.8$ 25.4$ GAS TAX (43) FUND Capital Improvement Program Reflects allocation of SB‐1 Gas Tax funding to Annual Paving and Sidewalk Repair Program 529.1$ ‐$ 529.1$ ‐$ LOCAL RETURN (45) FUND Capital Improvement Program Reflects the allocation of Local Return Prop C funding to the Montana Avenue Signal Synchronization project 1,540.0$ ‐$ 1,540.0$ ‐$ VEHICLE MANAGEMENT (54) FUND Public Works Reflects adjustments related to computer equipment replacement program contributions (1.3)$ (1.3)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 2.9$ 1.3$ 1.6$ ‐$ TOTAL BIG BLUE BUS FUND EXPENDITURE ADJUSTMENTS TOTAL WASTEWATER FUND EXPENDITURE ADJUSTMENTS TOTAL AIRPORT FUND EXPENDITURE ADJUSTMENTS TOTAL RESOURCE RECOVERY AND RECYCLING FUND EXPENDITURE ADJUSTMENTS TOTAL LOCAL RETURN FUND EXPENDITURE ADJUSTMENTS TOTAL VEHICLE MANAGEMENT FUND EXPENDITURE ADJUSTMENTS TOTAL PIER FUND EXPENDITURE ADJUSTMENTS TOTAL GAS TAX FUND EXPENDITURE ADJUSTMENTS October 24, 2017 4 of 5 ATTACHMENT B Fund/Department Description FY 2017‐18 Increase / (Decrease) FY 2018‐19 Increase / (Decrease) REVISIONS TO FY 2017‐18 AND FY 2018‐19 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS RISK MANAGEMENT ‐ ADMIN (58) FUND Finance Reflects adjustments related to computer equipment replacement program contributions (2.1)$ (2.1)$ Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 2.1$ 2.1$ ‐$ ‐$ SELF‐INSURANCE, WORKER'S COMP (59) FUND Capital Improvement Program Reflects adjustments related to computer equipment replacement program contributions 0.7$ ‐$ 0.7$ ‐$ 2,787.9$ 217.9$ TOTAL GENERAL FUND REVENUE ADJUSTMENTS ‐$ ‐$ TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS (282.3)$ (95.7)$ GRAND TOTAL ALL FUNDS REVENUE ADJUSTMENTS (282.3)$ (95.7)$ TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS 6,056.7$ (20.5)$ TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS 2,787.8$ 217.9$ GRAND TOTAL ALL FUNDS EXPENDITURE ADJUSTMENTS 8,844.5$ 197.5$ TOTAL RISK MANAGEMENT ‐ ADMIN FUND EXPENDITURE ADJUSTMENTS TOTAL SELF‐INSURANCE, WORKER'S COMP FUND EXPENDITURE ADJUSTMENTS TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS October 24, 2017 5 of 5 ATTACHMENT D RE A S O N Fu n d D e p t F T E P o s i t i o n T i t l e F u n d D e p t F T E P o s i t i o n T i t l e P r i m a r y R e a s o n Net FTE ChangeNet $ Change 41 B B B 1 . 0 T r a n s i t M a i n t e n a n c e T r a i n i n g C o o r d i n a t o r 4 1 B B B 1 . 0 T r a n s i t M a i n t e n a n c e S a f e t y T r a i n i n g C o o r d i n a t o r T i t l e c h a n g e - n o s a l a r y change - - 41 B B B 1 . 0 T r a n s i t M a i n t e n a n c e M a n a g e r 4 1 B B B 1 . 0 T r a n s i t M a i n t e n a n c e M a n a g e r S a l a r y r e d u c t i o n - ( 2 8 , 2 0 4 ) 41 B B B 1 . 0 T r a n s i t M a i n t e n a n c e O f f i c e r Op e r a t i o n a l C h a n g e ( 1 . 0 ) ( 1 2 9 , 0 3 8 ) 41 B B B 1 . 0 T r a n s i t M a i n t e n a n c e Q u a l i t y A s s u r a n c e C o o r d i n a t o r N e w p o s i t i o n 1 . 0 8 4 , 4 3 1 41 B B B 1 . 0 T r a n s i t S a f e t y a n d S e c u r i t y O f f i c e r N e w p o s i t i o n 1 . 0 9 2 , 5 8 0 41 B B B 1 . 0 S e n i o r A d m i n i s t r a t i v e A n a l y s t 4 1 B B B 1 . 0 S e n i o r T r a n s i t O p e r a t i on s A n a l y s t T i t l e c h a n g e - n o s a l a r y c h a n g e - - 41 B B B 1 . 0 T r a n s i t C o m m u n i t y a n d G o v e r n m e n t R e l a t i o n s M a n a g e r 4 1 B B B 1 . 0 T r a n s i t C o m m u n i t y a n d G o v e r n m e n t E n g a g e m e n t M a n a g e r T i t l e c h a n ge - n o s a l a r y c h a n g e - - 01 C C S 1 . 0 S e n i o r A d m i n i s t r a t i v e A n a l y s t 0 1 C C S 1 . 0 S e n i o r P a r k P l a n n e r T i t l e c h a n g e - n o s a l a r y c h a n g e - - 01 C C S 1 . 0 A ss i s t a n t P a r k P l a n n e r ( l i m i t e d - t e r m ) 2 Ne w p o s i t i o n - L i m i t e d T e r m 1 . 0 7 8 , 9 9 9 01 C M O 1 . 0 S t a f f A s s i s t a n t I I 0 1 C M O 1 . 0 A ss i s t a n t A d m i n i s t r a t i v e A n a l y s t O p e r a t i o n a l C h a n g e - 1 6 , 5 6 9 01 C M O 1 . 0 C o m m u n i c a t i o n s C e n t e r A d m i n i s t r a t o r 0 1 C M O 1 . 0 P u b l i c S a f e t y A d m i nis t r a t o r T i t l e c h a n g e - n o s a l a r y c h a n g e - - 01 C M O 2 4 . 0 P u b l i c S a f e t y D i s p a t c h e r 0 1 C M O 2 4 . 0 P u b l i c S a f e t y D i s p a t c h e r E q u i t y A d j u s t m e n t - 5 8 , 5 9 3 01 C M O 5 . 0 C o m m u n i c a t i o n s C e n t e r S u p e r v i s o r 0 1 C M O 5 . 0 P u b l i c S a f e t y S u p e r v i s o r T i t le c h a n g e - s a l a r y i n c r e a s e - 14,277 01 C M O 1 . 0 S e n i o r A d v i s o r t o t h e C i t y M a n a g e r o n H o m e l e s s n e s s 0 1 C M O 1 . 0 S e n i o r A d v i s o r t o t h e C i t y M a n a g e r o n H o m e l e s s n e s s E q u i t y A d j u st m e n t - 9 , 2 4 2 01 C M O 1 . 0 S e n i o r A d v i s o r t o t h e C i t y M a n a g e r o n A i r p o r t A f f a i r s 0 1 C M O 1 . 0 S e n i o r A d v i s o r t o t h e C i t y M a n a g e r o n A i r p o r t A f f a i r s E q u i t y A d j u s t m e n t - 5 , 5 5 0 01 C o u n c i l 1 . 0 C o u n c i l O f f i c e C o o r d i n a t i o r 0 1 C o u n c i l 1 . 0 C o u n c i l O f f i c e C o o r d i n a t i o r E q u i t y A d j u s t m e n t - 4 , 2 03 01 H R 1 . 0 F i s c a l S t a f f I I I 0 1 H R 1 . 0 H u m a n R e s o u r c e s F i s c a l T e c h n i c i a n T i t l e c h a n g e - n o s a lary change - - 01 I S D 1 . 0 S y s t e m s A d m i n i s t r a t o r 0 1 I S D 1 . 0 I n f r a s t r u c t u r e a n d C l o u d S e r v i c e s A d m i n i s t r a t o r T i t l e c h a n g e - s a l a r y i n c r e a s e - 1,977 01 P C D 1 . 0 L e a d C o m b i n a t i o n B u i l d i n g I n s p e c t o r 0 1 P C D 1 . 0 L e a d C o m b i n a t i o n B u i l d i n g I n sp e c t o r E q u i t y A d j u s t m e n t - 20 01 P C D 1 . 0 T r a n s p o r t a t i o n M a n a g e m e n t S p e c i a l i s t ( l i m i t e d - t e r m ) 0 1 P C D 1 . 0 T r a n s p o r t a t i o n M a n a g e m e n t S p e c i a l i s t O p e r a t i o n a l C h a n g e - - 01 P o l i c e 2 . 0 L e a d J a i l e r 0 1 P o l i c e 2 . 0 L e a d J a i l e r E q u i t y A d j u s t m e n t - 2 , 9 7 6 01 P o l i c e 1 . 0 L e a d C o m m u n i t y S e r v i c e s O f f i c e r I I 0 1 P o l i c e 1 . 0 L e a d C o m m u n i t y Se r v i c e s O f f i c e r T i t l e c h a n g e - s a l a r y i n c r e a s e - 61 01 P W 4 . 0 E l e c t r i c i a n I I 0 1 P W 4 . 0 E l e c t r i c i a n I I E q u i t y A d j u s t m e n t - 2 , 5 7 6 01 P W 2 . 0 E l e c t r i c i a n I I 0 1 P W 2 . 0 E l e c t r i c i a n I I E q u i t y A d j u s t m e n t - 1 , 2 3 8 01 P W 1 . 0 C i v i l E n g i n e e r 3 01 P W 1 . 0 C i v i l E n g i n e e r O p e r a t i o n a l C h a n g e - - 01 P W 1 . 0 C I P P r o j e c t M a n a g e r 0 1 P W 1 . 0 C I P P r o j e c t M a n a g e r 3 Op e r a t i o n a l C h a n g e - - 01 P W 1 . 0 S u p e r v i s i n g C i v i l E n g i n e e r 0 1 P W 1 . 0 S e n i o r C o n s t r u c t i o n M a n a g e r O p e r a t i o n a l C h a n g e - - 01 P W 1 . 0 P u b l i c L a n d s c a p e S u p e r i n t e n d e n t 0 1 P W 1 . 0 P u b l i c L a n d s c a p e A d m i n i s t r a t o r R e c l a s s i fic a t i o n - 4 , 4 1 3 01 P W 1 . 0 U r b a n F o r e s t e r 0 1 P W 1 . 0 U r b a n F o r e s t A d m i n i s t r a t o r R e c l a s s i f i c a t i o n - 5 , 4 1 1 33 P W 2 . 0 A ir p o r t G u e s t S e r v i c e R e p r e s e n t a t i v e 3 3 P W 1 . 0 C I P P r o j e c t M a n a g e r ( l i m i t e d - t e r m ) 4 Op e r a t i o n a l C h a n g e ( 1 . 0 ) 2 , 1 7 0 33 P W 1 . 0 A ir p o r t L i n e S e r v i c e W o r k e r Op e r a t i o n a l C h a n g e ( 1 . 0 ) ( 5 8 , 5 0 1 ) 0.0 FTE 169,543 GR A N D T O T A L 0 . 0 F T E 1 6 9 , 5 4 3 4. F i v e - y e a r l i m i t e d - t e r m p o s i t i o n e x p i r i n g J u n e 3 0 , 2 0 2 2 . PO S I T I O N A N D C L A S S I F I C A T I O N C H A N G E S DE L E T E A D D SUBTOTALS 1 1. S a l a r y t o t a l s i n c l u d e f r i n g e c o s t s a n d a r e p r o r a t e d f o r t h e r e m a i n i n g 8 m o n t h s o f F Y 2 0 1 7 - 1 8 . PE R M A N E N T E M P L O Y E E S T O T A L 3. P o s i t i o n f u n d e d b y W a t e r F u n d . 2. O n e a n d o n e - h a l f y e a r l i m i t e d - t e r m p o s t i o n e x p i r i n g A p r i l 3 0 , 2 0 1 9 . P o s i t i o n f u n d e d w i t h G e n e r a l F u n d s a l a r y s a v i n g s . October 24, 2017 October 20, 2017 Mayor Ted Winterer and Members of the City Council City of Santa Monica 1685 Main Street Santa Monica, CA 90401 RE: Request for Additional Funding for Destination Brand Assessment Research to Support a Strategy to Address Santa Monica’s Long-Term Economic Sustainability Dear Mayor Winterer and Members of the City Council, As the city staff report from September 26, 2017 reflects, “Santa Monica has enjoyed sustained economic prosperity over the past three decades, resulting in both a strong fiscal balance sheet for City government and strong ongoing revenue to support City services for residents”. Santa Monica Travel & Tourism (SMTT) is proud to have served under contract with the City of Santa Monica for 35 years as an economic partner while helping to increase local employment opportunities. Equally it has been our pleasure to define and play a major role in monitoring, enhancing and protecting Santa Monica’s destination brand. This is not simply about communicating to the world that our city is great or well positioned in rankings. Instead, it is about working with staff and city leadership in planning and managing the city to continually better itself and letting the world know that city authorities are trying to improve it and solve social and economic constraints. Protecting our brand image has become more challenging in recent years. Internet and social media channels have made word of mouth a megaphone. Travelers can now create content that can influence future visits to our destination and user-generated content affects how our destination brand and experiences are communicated, making reputation management more difficult. Our residents are particularly relevant considering they have different, simultaneous relationships with the destination/places they inhabit. Not only are they residents, but they can also be tourists, visiting many sites within the destination. It is important that we continually build ties with local stakeholders in order to encourage them to become actively involved in changing conditions that affect the quality of their lives and potentially the visit of a tourist in the way of friends and family. SMTT was one of the first destination marketing organizations in the United States to fully embrace the emerging idea that destination brands are products to be purchased. A successful destination brand clearly defines the community’s unique and distinctive attributes that have both emotional and functional benefits to its visitors. It is not enough to have a beautiful beach or a world-famous pier, as in the case of Santa Monica. The destination must convey a certain feeling to the visitor that transcends the city’s physical attributes. Over the last three decades we have realized that a positive image of Santa Monica as a destination, combined with successful marketing, is a powerful tool in competing for resources and revenues. Unfortunately, we’ve also learned that unattractive or negative images are more harmful than ever and there is a need to invest a great deal of effort to change negative perceptions/sentiments. As the City of Santa Monica evaluates its long term economic sustainability, perceptions/sentiments of Santa Monica, whether as a place to visit, live, work or play, must be taken into account. We have received an impressive proposal from Portland-based firm Coraggio Group, in partnership with Sparkloft, to conduct a comprehensive destination perception/sentiment study. This project seeks to not only understand the evolution of the destination’s brand perception/sentiments over time, but also the trajectory it’s taking given the range of complex challenges the city is facing. Global competition for tourism and investment has always existed. Knowing this, we must be proactive in enhancing the attractiveness of Santa Monica and improving its competitive edge in order to continue to attract investors, entrepreneurs and a sustainable work force. This study will serve as a barometer for what work may lie ahead. It is important to note that this is a community-wide initiative that will involve city leaders and residents, the business community, and all others that depend on a vibrant and healthy economic flow to Santa Monica. While SMTT spearheaded this brand initiative, it is the community as a whole that delivers the distinctive Santa Monica experience. On behalf of the Board of Directors for Santa Monica Travel & Tourism, I hope you will continue to support and approve additional funding to conduct this study as part of the October 24th year- end reconciliation. Thank you, Raphael Lunetta Chair Santa Monica Travel & Tourism Board of Directors CC: Rick Cole, City Manager Andy Agle, Director of Housing and Economic Development Misti Kerns, SMTT October 20, 2017 Mayor Ted Winterer and Members of the City Council City of Santa Monica 1685 Main Street Santa Monica, CA 90401 RE: Request for Additional Funding for Destination Brand Assessment Research to Support a Strategy to Address Santa Monica’s Long-Term Economic Sustainability Dear Mayor Winterer and Members of the City Council, As the city staff report from September 26, 2017 reflects, “Santa Monica has enjoyed sustained economic prosperity over the past three decades, resulting in both a strong fiscal balance sheet for City government and strong ongoing revenue to support City services for residents”. Santa Monica Travel & Tourism (SMTT) is proud to have served under contract with the City of Santa Monica for 35 years as an economic partner while helping to increase local employment opportunities. Equally it has been our pleasure to define and play a major role in monitoring, enhancing and protecting Santa Monica’s destination brand. This is not simply about communicating to the world that our city is great or well positioned in rankings. Instead, it is about working with staff and city leadership in planning and managing the city to continually better itself and letting the world know that city authorities are trying to improve it and solve social and economic constraints. Protecting our brand image has become more challenging in recent years. Internet and social media channels have made word of mouth a megaphone. Travelers can now create content that can influence future visits to our destination and user-generated content affects how our destination brand and experiences are communicated, making reputation management more difficult. Our residents are particularly relevant considering they have different, simultaneous relationships with the destination/places they inhabit. Not only are they residents, but they can also be tourists, visiting many sites within the destination. It is important that we continually build ties with local stakeholders in order to encourage them to become actively involved in changing conditions that affect the quality of their lives and potentially the visit of a tourist in the way of friends and family. SMTT was one of the first destination marketing organizations in the United States to fully embrace the emerging idea that destination brands are products to be purchased. A successful destination brand clearly defines the community’s unique and distinctive attributes that have both emotional and functional benefits to its visitors. It is not enough to have a beautiful beach or a world-famous pier, as in the case of Santa Monica. The destination must convey a certain feeling to the visitor that transcends the city’s physical attributes. Over the last three decades we have realized that a positive image of Santa Monica as a destination, combined with successful marketing, is a powerful tool in competing for resources and revenues. Unfortunately, we’ve also learned that unattractive or negative images are more harmful than ever and there is a need to invest a great deal of effort to change negative perceptions/sentiments. As the City of Santa Monica evaluates its long term economic sustainability, perceptions/sentiments of Santa Monica, whether as a place to visit, live, work or play, must be taken into account. We have received an impressive proposal from Portland-based firm Coraggio Group, in partnership with Sparkloft, to conduct a comprehensive destination perception/sentiment study. This project seeks to not only understand the evolution of the Item 8-A 10/24/17 1 of 6 Item 8-A 10/24/17 destination’s brand perception/sentiments over time, but also the trajectory it’s taking given the range of complex challenges the city is facing. Global competition for tourism and investment has always existed. Knowing this, we must be proactive in enhancing the attractiveness of Santa Monica and improving its competitive edge in order to continue to attract investors, entrepreneurs and a sustainable work force. This study will serve as a barometer for what work may lie ahead. It is important to note that this is a community-wide initiative that will involve city leaders and residents, the business community, and all others that depend on a vibrant and healthy economic flow to Santa Monica. While SMTT spearheaded this brand initiative, it is the community as a whole that delivers the distinctive Santa Monica experience. On behalf of the Board of Directors for Santa Monica Travel & Tourism, I hope you will continue to support and approve additional funding to conduct this study as part of the October 24th year- end reconciliation. Thank you, Raphael Lunetta Chair Santa Monica Travel & Tourism Board of Directors CC: Rick Cole, City Manager Andy Agle, Director of Housing and Economic Development Misti Kerns, SMTT Item 8-A 10/24/17 2 of 6 Item 8-A 10/24/17 Item 8-A 10/24/17 3 of 6 Item 8-A 10/24/17 1 Vernice Hankins From:Nikki Kolhoff <nhkolhoff@yahoo.com> Sent:Tuesday, October 24, 2017 12:43 PM To:Council Mailbox; councilmtgitems; Kevin McKeown Fwd; Tony Vazquez; Gleam Davis; Sue Himmelrich; Pam OConnor; Terry O’Day; Ted Winterer Subject:City Council 10/24/17 Item 8-A Civic Center Field Budget Attachments:soccer_field_diagram_-2014-15.pdf Follow Up Flag:Follow up Flag Status:Completed Dear City Council - Fully Fund the Field In an attempt to discredit his critics, Rick Cole stood before the Coastal Commission and said, "with all due respect the folks who have said that the city is secretly plotting to undermine the building of the sports field that we have set aside $8 million to build, is really not a Coastal issue." It turns out that was not an accurate statement. As he spoke, only $3.3 million had actually been funded and tonight staff is asking you to fund only up to $7 million. This means the field is not fully funded and continues to be at risk. And while you may attempt to rationalize the statement as "technically not a lie" because funds are reserved, we all know the intended implication to the Coastal Commission was that the residents must be crazy not to trust the city because actually money is sitting there waiting to build the field. And since we all know that is not true, we also know that Rick Cole's statement was then purposefully misleading and unethical. So you can either continue that narrative or demand that staff fully fund the field to the $8 million represented to the Coastal Commission last month. And before any staff or council tries to argue that this is special upfront funding, let's not forget that the city immediately funded the ECLS with general funds years ago as soon as redevelopment funds were at risk. Funding for a field that benefits our high school and community deserves at least as much priority as a private day care for staff and an SMC satellite campus. Submit Application to Coastal Commission Now for the Field to Save Time and Money And on the topic of spending, please instruct staff to submit an application to the coastal commission immediately for the field. It is an irresponsible waste of taxpayer dollars to conduct a parking study if it's not necessary. As you all heard, the Coastal Commission staff and Chair, and Rick Cole, spoke in Chula Vista on October 12 about how much beach parking Santa Monica has and Rick Cole stated that bodes well for the field. In light of comments about ample parking made by Rick Cole and the Coastal Commission at the hearing, it does not seem justifiable to spend public funds on a broad parking study without first knowing what the Coastal Commission requires. The application is very short and does not have to be complete to submit. The field design is prescribed by CIF standards (see attached). The Commission is required to respond within 30 days to let the City know if there are any deficiencies. It should be noted that the Coastal Commission asked for parking studies for each of the ECLS and CSB (and dozens of other items not delivered by the City) and ultimately did not require one and we would expect the same advocacy by the City on behalf of the field. If you instruct staff to submit the Item 8-A 10/24/17 4 of 6 Item 8-A 10/24/17 2 application now, we could have a response back from the Coastal Commission prior to the 11/28 meeting relating to the parking study contract. We need an official response from the Commission and not a verbal response translated by staff who has been less than forthcoming on this topic. Please take action tonight so $250,000 of resident funds aren't wasted in November and we keep moving forward as quickly as possible on the field. Thanks, Nikki Kolhoff Resident Item 8-A 10/24/17 5 of 6 Item 8-A 10/24/17 SOCCER FIELD Do t t e d l i n e i s m i n i m u m b o u n d a r y f o r s p e c t a t o r s , f e n c i n g o r a n y o b j e c t s . If used on a football field, portable goals should be anchored at least 2 yards in front of the base of the existing football goalposts. *MEASUREMENTS are taken from outside to outside of the line. An engineered natural turf soccer field should have a minimum of one-and-one-half percent (1.5%) slope for fields which are surface drained. For natural turf fields with a sub-surface drain system the slope should be no less than one (1.0%) percent. For synthetic turf fields with a sub-surface drain system the slope should be no less than one half of one (0.5%) percent. Slope is measured from center to side. For consulting services, contact SportsPLAN Studio, 816-842-5200. Except as specifically stated in the rules, information on field diagrams in this book is suggestive only; it is not required by NFHS rules. The construction and layout of all courts and fields used for high school competition are sub- ject to any controlling laws and building codes, and to the sound judgment of the persons in charge of the facilities. Item 8-A 10/24/17 6 of 6 Item 8-A 10/24/17 October 24, 2017 FY 2016-17Year-End Budget Review FY 2016-17 Year-End Savings $10.9MGeneral Fund $4.5M Revenues–1.2% $1.0M on-going $3.5M one-time $6.4M Expenditures–1.7% $10.5M Vacancies $0.4M Program savings $4.5M Accounting adjustments/transfers FY 2016-17 Year-End Savings $54.6MOther Funds $28.6M Revenues–10.3% $11.2M BBB $4.6M Affordable Housing $6.2M Excess Insurance $26.0M Expenditures–10.9% $2.6M Vacancies $2.4M Grant timing $21.0M Savings/Deferred implementation Recommended Uses Econ Opportunity, Governance, Place & Planet: $1.9M Addressing Homelessness: $1.4M Set-Asides for Capital Projects: $7.5M $10.9MGeneral Fund Reserves Future CIP $54.6MOther Funds Budget Changes FY 2016-17: $13.9M Affordable housing State reimbursement Litigation expenses Airport loan write-off Tw ilight Concert Series FY 2017-18: $8.8M Staffing changes Expenditure control Reappropriation Framework projects SB-1 Gas Tax funds 6 Adopt Resolutions: •Set new classifications & salary rates •Incorporate funding by SB1: Road Repair and Accountability Act Approve: •Changes to FY 2016-17 Revised Budget •Changes to FY 2017-18 Adopted Budget and FY 2018-19 Budget Plan •Position and classification changes Review: •Year-end financial status Direct: •Staff to create new engagement models to address homelessness Authorize: •Santa Monica Travel and Tourism contract modification Recommended Actions REFERENCE: RESOLUTION NOS. 11086 & 11087 (CCS) AND FIRST MODIFICATION TO SERVICES AGREEMENT NO. 10391 (CCS)