SR 06-05-2019 4A
City Council
Report
City Council Meeting: June 5, 2019
Agenda Item: 4.A
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To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Budget
Subject: Financial Status Update, Fiscal Year 2019 -21 Proposed Biennial Budget, and
Fiscal Year 2019-20 Proposed Capital Improvement Program Budget
Recommended Actions
Staff recommends that the City Council:
1. Receive the FY 2019-20 through FY 2028-29 Financial Status Update, the FY
2019-21 Proposed Biennial Budget, the FY 2019 -20 Proposed Capital
Improvement Program (CIP) Budget and the Framework (Attachment A);
2. Review and provide direction to staff regarding Pier-related matters which
discussion and direction shall not include Councilmember Morena: the Pier Fund;
Proposed Capital Improvement Program (CIP) Pier-related projects; and Pier-
related efficiencies;
3. Approve the six-year strategy outlined in this report and 13-year paydown of the
City’s current unfunded liability with California Public Employees Retirement
System (CalPERS);
4. Approve the revised Framework to achieve a Sustainable City of Wellbeing and
the Action Plans associated with the Council adopted Framework Priorities;
5. Provide direction to staff on the FY 2019 -21 Proposed Biennial Budget and FY
2019-20 CIP Budget (Attachment A);
6. Receive an update from the City Manager about the methodology to be used for
analyzing and making recommendations on mid - and long-term program
changes (attached to April 30, 2019 staff report), including the convening of a
Budget Task Force reporting to the City Manager; and
7. Review and comment on the grant funding recommendati ons included in the
attached Cultural/Art Organizational Support Program (OSP) for the FY2019 -21
funding cycle.
Executive Summary
This report formally presents the FY 2019-21 Proposed Biennial Budget and Capital
Improvement Program Budget for FY 2019-20 for City Council discussion and direction
in anticipation of final adoption at the June 25th Council meeting.
As outlined in the City Manager’s Message transmitting the proposed budget, “the next
three biennial budgets represent an important inflection point for Santa Monica’s future.”
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This Biennial Budget marks the beginning of a six-year effort to shift from traditional
“maintenance of effort” budgeting to performance-based, outcome-driven budgeting that
will allow us to maintain fiscal balance in a changing economy, eliminate the threat of
our unfunded pension liability, sustain our ability to recruit and retain the best available
talent, and invest in a 21st Century government that works better and costs less.
The Biennial Budget, consistent with previous Council guidance, implements a 13-year
paydown of the City’s existing $448 million unfunded pension liability. While this action
requires additional expenditures for the next 13 years, this prudent proactive measure
will save the City more than $100 million over the next 30 years.
The FY 2019-21 Proposed Biennial Budget (Attachment A) is balanced, with resources
reallocated to invest in achieving key Council and community priorities and maintaining
the City’s core services, as well as budget reductions and investments that will slow the
growth of future year shortfalls during a fiscally challenging period. The Proposed
Biennial Budget is $712.1 million in FY 2019-20 and $755.9 million in FY 2020-21. The
significant increase is due to the inclusion of major capital improvement projects funded
in part through bond proceeds. The FY 2019-21 Proposed Budget includes efficiencies,
eliminations and investments which are detailed in the budget document. In addition,
the Efficiencies, Eliminations and Investments list (Attachment B) shows the dollar value
associated with each proposed change.
With significant input from the community in January 2019 the Council identified six
budget priorities: Affordability; Climate Change; Engaged and Thriving Community;
Keeping Neighborhoods Safe; Mobility and Access; and Reduce Homelessness. These
priorities are part of the Framework as sub-outcomes, dedicated work streams
organized by outcome area. Staff has developed a Plan of Action for all six of these
Framework Priorities, included in the budget, which detail current and new investments
designed to achieve key outcomes. During the next two years, through the City’s active
performance management process, known as SaMoStat, staff will drive and monitor the
progress of both new and existing investments to meet targets and achieve outcomes.
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The Proposed Budget also includes fee changes, most of which are to reflect automatic
cost of living adjustments, that are being presented to Council for consideration and will
be brought for adoption as a fee resolution along with the budget on June 25.
Staff has updated the Ten-Year Forecast that was presented to Council on
January 22, 2019 to reflect the Proposed Budget as well as the elements of the City’s
proposed six-year plan, which include additional budget reductions in the second and
third biennial budgets. If the budget plan is approved, the General Fund updated
forecast, called the Financial Status Update, shows three years of positive General
Fund balances reducing by nearly half the shortfall anticipated in FY 2028-29.
The financial status of other funds remains relatively stable. However, the Housing
Authority Fund is projected to require subsidies throughout the forecast period. The
Pier Fund is also projected to require subsidies as the combination of operating and
large capital expenditures are outpacing the growth of revenues during the forecast
period.
Prior to taking formal action on June 25, 2019, staff also recommends that the City
Council review and comment on the grant funding recommendations included in the
Organizational Support Program (OSP) for Arts and Culture Nonprofits for the FY 2019-
21 funding cycle.
Discussion
Six Year Strategy
On January 22, 2019 (Attachment C), Council reviewed the Ten-Year Financial
Forecast for the period FY 2019-20 through FY 2028-29. The Forecast’s best, baseline
and worst case scenarios provided a range of impacts that the General Fund could be
required to withstand. In the baseline scenario, General Fund expenditures would
exceed projected revenues in FY 2020-21. On January 26, 2019, the City Council held
a retreat at which time they identified Framework Priorities to help inform the budget
process.
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On April 30, 2019 (Attachment D), Council received staff’s high level preview of the FY
2019-21 Proposed Biennial Budget and the six-year strategy for shaping a government
that works better and costs less. As noted in the January 22 and April 30 reports, while
Santa Monica’s financial health remains strong, traditional revenue streams are growing
at a slower rate due to changes in the modern economy. Pension costs are projected to
increase significantly to address statewide unfunded public pension liabilities. The threat
of a recession looms ahead after the longest sustained economic expansion in our
nation’s modern history. Finally, profound technological, economic and demographic
changes are reshaping our lives, affecting both the public and private sectors and
rendering old ways of doing business and delivering services in creasingly obsolete.
Based on the April forecast, if no adjustments were made to the budget we would
expect the General Fund shortfall to grow to between $34 and $47 million over the next
ten years. A projection of the proposed efficiencies and eliminations, offset by
additional pension pay-downs, pushed the initial shortfall from FY 2020-21 to
FY 2023-24 and lowered the projected shortfall by 50% over the 10-year period.
The FY 2019-21 Proposed Biennial Budget includes the foundation for a longer-term
effort to reduce the budget in order to close the projected shortfalls that would otherwise
begin in FY 2020-21 and to reallocate limited resources to outcome areas, and
particularly Framework Priorities, that may require greater investment.
Economic Update
In July, the continued growth of the national economy is expected to set the record as
the longest expansion in modern times. Consumer spending continues to be strong,
reflecting job growth and wage increases. However, the stock market, after showing
strong growth for most of the period since the November 2016 election, has shown
recent signs of volatility and the bond market is signaling a future recession. The policy
impacts of the new administration, particularly in the area of trade, adds to the economic
uncertainty in the world economy. History would indicate that the U.S. economy is likely
to head into a recession sometime within the next four years.
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The California economy has been following the same basic pattern as the national
economy with strong job growth and increased economic activity. The Governor’s
proposed budget noted that State revenues are now tracking higher than expectations,
but most of the increase is from personal income taxes, while sales taxes are trailing
projections. While the budget does project a continuation of moderate revenue growth
for at least the next three years, even a moderate recession could result in significant
revenue declines and challenge the ability of the State to maintain a balanced budget.
At the local level, taxes, which represent nearly 70% of General Fund revenues, are
projected to have mild growth over the next two years. Over the next ten years, tax
revenue growth is also projected to be moderate. A recession would likely have a
significant negative impact on City tax revenues. The following is a summary of the
three largest tax revenue sources:
• Assessed value increases, on which the City’s property tax revenue is based,
have been strong the last three years and moderate increases are expected f or
at least the next two years.
• Sales tax growth is expected to be modest going forward reflecting the continuing
shift of sales to on-line platforms as well as the departure of several large
retailers. While sales tax is now being collected on all out-of-state purchases due
to recent court decision, much of these new taxes will go into State or County
pools, and the City receives a lower share than from actual point-of-sale activity.
• Tourism, which provides a strong stimulus to the local economy by creati ng jobs
and generating revenues, continues to be one of the best performing
components of the local economy. Transient Occupancy Tax revenue growth has
averaged nearly 10% annually over the last seven years. Moderate growth is
expected over the budget period as average room rates continue to increase and
a new luxury hotel will open in early FY 2019-20.
Non-tax revenues reflect a parking rate adjustment that is within the administrative
authority of the City Manager. A detailed description of revenue ass umptions can be
found on pages 128-150 of the Proposed Budget. Overall annual General Fund
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revenue growth is anticipated to be 2.7% during this period but will decrease to almost
2.3% over the 10-year period.
General Fund Financial Status Update
The General Fund Forecast shown in this report includes the efficiencies and
eliminations as well as the pension pay-downs included in the April 30 report. It also
incorporates the one-time and ongoing enhancements included in the FY 2019-21
Proposed Biennial Budget, as well as some adjustments made to longer term revenue
projections. Specifically, revenue estimates have been fine-tuned to reflect higher
Transient Occupancy Tax revenues due to higher room rate growth, partially offset by
lower assumptions related to development, buildings requiring seismic retrofitting,
non-recurrence of one-time revenues and a flattening of revenues from other sources.
With these changes, an initial shortfall of $0.8 million is projected to occur in
FY 2022-23, with an ultimate shortfall of $20 million a decade from now (with future
action needed in later years to eliminate it altogether). Key elements included in the
FY 2019-21 Proposed Budget are included in the Proposed FY 2019-21 Biennial
Budget section below.
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Other Fund Status
In other funds, similar to the General Fund, the impact of increasing pensions, the cost
of significant initiatives such as water self -sufficiency and zero waste (in the Water and
RRR Funds, respectively), capital costs (in the Pier and Beach Funds) and flattening
revenues (as is the case with Big Blue Bus) are also putting greater stress on fund
balances and/or will drive greater rate increases.
As the Water and Wastewater Funds make progress on numerous projects that will
help achieve water self-sufficiency by 2023, including the Arcadia Water Treatment
Plant Expansion Project in the Water Fund and the Sustainable Water Infrastructure
Project (SWIP) in the Wastewater Fund, additional funding is required in the short term
to complete capital projects while also maintaining current operations and ensuring that
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water and wastewater fund reserve levels remain healthy. To address the funds’ ability
to meet these needs, a water and wastewater rate study is currently underway. The
results from the rate study will set water and sewer bill rates for calendar years 2020 to
2024.
Resource Recovery and Recycling (RRR) Fund will maintain a positive but
decreasing fund balance until FY 2025-26 as the global market for recyclable materials
is expected to worsen due to the China Waste Ban and RRR’s fund position is
adversely impacted by the global domino effect. To address the projected shortfall, an
operational study and solid waste rate study will explore ways to find expenditure
efficiencies and identify additional cost recovery. Staff will likely recommend an increase
to solid waste rates to respond to higher recycling costs, potentially new zero waste
programming in order to achieve the goal of “Zero Waste by 2030” as outlined in the
Council-approved Zero Waste Plan, and to ensure that the RRR Fund is self -sufficient.
The Big Blue Bus (BBB) Fund will maintain a positive fund balance over the next eight
years. Despite the challenges associated with the decline in county-wide ridership, the
department remains committed to making the necessary service improvements,
investments and operational efficiencies to achieve greater service delivery while
maintaining a balanced budget. The Big Blue Bus fund includes a small increase in
operating revenue due to the increase in State Transit Assistance (STA) funding as a
result of state legislation which provides public transportation funding through the use of
gasoline tax and vehicle registration fees. BBB’s fund balance also reflects the
department’s effort to identify operational efficiencies to mitigate rising budgetary cost
associated with workers’ compensation, overtime, and supplies and expenses. In
alignment with the City’s Vision for zero-emissions by 2030, BBB will introduce its first
zero-emission battery electric bus (BEB) during the first year of the biennial budget.
BBB will take delivery of 19 BEBs in the second year of the biennial. BBB continues to
make strides to close the gap between expenditures and revenues and expects to
achieve a balanced budget over the ten-year-forecast.
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The Airport Fund five-year forecast indicates that the fund will generate adequate
revenues to sustain its operations throughout the next five years. The Airport Fund is
expected to fulfill its loan obligation to the General Fund by FY 2020-21. Airport closure
is scheduled for January 2029.
The Community Broadband Fund will maintain a positive fund balance throughout the
next ten years. Community Broadband operations focuses on providing high quality
services at an exceptional value to the Santa Monica community. Community
Broadband also monitors the changing telecommunications environment to advocate for
sound, sustainable state and federal policies in support of community broadband.
Beginning in FY 2019-20, surplus revenues from the Community Broadband fund are
moved to the General Fund to support citywide infrastructure and operations.
The Beach Fund will not be able to fully sustain both operating and capital
expenditures in the last two years of the forecast. The projection ref lects conservative
parking revenue growth due to the recent declining trend in the number of cars parked
at the beach. Staff will continue to monitor fund performance and plan to identify other
sources of revenues and/or consider other ways to capture reve nue from beach visitors
for use of the beach. Beach visitors are expected to increase so there will be demand
for increased services in maintenance, security and recreational programming.
The Cemetery Fund will maintain a positive fund balance until FY 2028-29, although
beginning in FY 2026-27 lot sale revenues are expected to decrease significantly due to
depletion of adult plot inventory. Staff is in the process of assessing overall Cemetery
operations, its staffing model and projected plot sales includ ing green burial plots. Staff
will explore options to reduce ongoing administrative costs at the Cemetery, including
the possibility of the City maintaining the property while contracting out service
operations, with the goal of keeping a positive fund balance.
The Housing Authority Fund has a projected operating shortfall of approximately
$0.9 million to $1.5 million annually throughout the next ten years. This assumes a
continuation of the current funding levels and no reductions to U.S. Department of
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Housing and Urban Development (HUD) funding to housing authorities. The Housing
Authority will continue to require an operating subsidy from Successor Agency residual
payments set aside in the Special Revenue Source Fund.
The Pier Fund is not able to sustain an adequate balance to cover both its operating
costs and large capital expenditures. Capital needs that cannot be funded by the Pier
Fund must compete with General Fund-supported capital needs. General Fund
subsidies to support Pier Fund capital needs are projected to total $14 million over the
ten-year forecast period. It has been Council practice to subsidize the Pier as a public
space rather than create a loan receivable to the General Fund. Additionally, the Pier
Fund has a projected operating structural deficit of $0.5 million in FY 2021-22 that
increases to $1.1 million in FY 2022-23 due to an anticipated decrease in lease
revenues from construction impacts of the Pier Bridge Replacement Project. The Pier
Fund will require an operating subsidy from the General Fund in FY 2021-23 (this is
included in the General Fund forecast).
FY 2019-21 Proposed Biennial Budget and the Framework for a Sustainable
City of Wellbeing
The Proposed Biennial Budget for the City of Santa Monica, including both operating
and capital spending, is balanced and totals $712.1 million in FY 2019 -20 and
$755.9 million in FY 2020-21. The largest part of the budget is the General Fund,
where most municipal services are funded. The proposed General Fund budget is
$418.9 million in FY 2019-20 and $503.3 million in FY 2020-21. The FY 2019-21
Proposed Budget marks the beginning of a six-year transition from maintenance of
effort budgeting to one based on our Framework Priorities and focusing on a
government that works better and costs less and includes the following elements:
• The first step in the transition to a performance-based budget built on a new
Framework for a Sustainable City of Wellbeing (“Framework”). The Framework
organizes work around the achievement of seven major outcomes. Each outcome
is further broken into sub-outcomes, work streams which define specific areas of
focus. Each of these uses outcome metrics to assist in determining whether
outcomes are achieved. For the first time as part of the budget process,
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department work is mapped to and organized around the achievement of these
outcomes. Over the next two years, these activities will each be measured in terms
of how they contribute to the outcome, and the resources they require, to determine
their value.
• A plan to proactively achieve the repayment of the City’s existing unfunded pension
liability, estimated at $448 million. As recommended by the Pension Advisory
Committee and directed by City Council on January 22, 2019, staff is proposing an
accelerated 13-year pay down of the unfunded liability. This would result in
$106 million in savings over 30 years and better position the City to weather
significant upcoming pension contribution increases and other fiscal challenges. The
recommended pay-down would require payments to be made over and above the
annual required contribution. The payment would be $9.3 million citywide in the first
year of the biennial budget (approximately $8 million above the $1.3 million currently
set aside for additional unfunded liability pay downs) and $7.3 million in the second
year (approximately $6 million above what is currently set aside). In the General
Fund, the amounts are $6.2 million in FY 2019-20 and $5.6 million in FY 2020-21.
Staff proposes using $4.5 million in one-time General Fund savings to offset the
payments in addition to incremental and ongoing budget reallocations of $3.1 million
over two years. This dedicated source would continue throughout the 13 -year period
and would grow (through consumer price index increases) to cover later year
increases. In years where the additional payments are lower and therefore require
less than the identified dedicated funding amount, unused funds would be available
to cover other one-time needs.
• A multi-phased effort to close the projected shortfalls and reallocate limited
resources to outcome areas that may require greater investment (including the
pension pay-downs noted above):
o In the FY 2019-21 Proposed Budget, a reduction of $10.9 million and
8.5 FTEs in the General Fund and $6.4 million and 19.5 FTEs in other funds,
reflecting streamlining, historical savings and belt tightening; adjustments to
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fully capture the cost of doing business or to leverage funding from alternative
sources; and in some small cases, a realignment of programs and services to
follow industry best practices or adjust to lower participation levels. These
changes, which will have limited impact on the community, are within our
current contractual obligations, and require little or no policy change . These
changes are detailed in each Department Budget Summary within the budget
book as well as combined in one list in the Appendix section. In addition,
Efficiencies, Eliminations and Investments List (Attachment B) shows the
dollar value associated with each proposed change.
o Staff has identified more impactful program changes that may result in
restructuring, discontinuation or shifting to another public, non -profit or private
entity for service delivery. These will require additional analysis and outreach
to determine feasibility, plan of action and impacts to the community, our
partners, or specific vulnerable populations. While the April 30, 2019 staff
report contemplated Council review of the items on this list during the June 5,
2019 study session, the process has been updated to anticipate that the
Council will consider the items once analysis has been completed. This will
allow the scope and impact of each change to be defined before Council
consideration. There are various timelines for these changes:
▪ Proposed changes slated for analysis during the upcoming year, to be
incorporated into the FY 2020-21 Budget. A $1.5 million General Fund
reduction target for these changes has already been incorporated into
the Proposed Budget Plan for FY 2020-21.
▪ Proposed changes slated for analysis during FY 2020-21, to be
incorporated into the FY 2021-25 budgets. These are anticipated to
result in a $2.5 million General Fund budget reduction .
▪ In addition, staff is working on additional restructuring and streamlining
that is anticipated to ultimately yield $2 million in General Fund savings
before the third biennial cycle.
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• A strategy to look at potential new revenue sources as well as promote a strong
local economy and sustained business investment. Staff will research and
recommend options for new or enhanced revenue sources, including one or more
revenue measures to be included on the 2020 ballot if feasible and new revenue
streams that Council could adopt in the next budget cycle.
Applying Performance Management and the Framework
The City is embarking on a performance management strategy designed to create a
culture of using data to drive decision making. In order to do this, the City is developing
a system of measuring three different types of information:
• Divisions will internally track input metrics to help understand what it is we are
doing and how much we are doing of it;
• As part of the budget process, departments will track output metrics to
understand how effectively and efficiently we are doing activities. The se metrics
(Attachment E) will be incorporated into the FY 2019-21 Adopted Budget book,
and data towards them will be reported annually through the budget; and
• The Framework, through the Citywide Dashboard, will track outcome metrics
The performance management structure connects these three metrics to understand
how the programs we run are tied to the achievement of key outcomes for members of
the community. The SaMoStat process is an internal management tool that will allow us
to monitor and track our progress on this work.
Over time, as part of the six-year implementation of performance based budgeting, we
will use performance data to understand which programs are working, and which are in
need to process improvement. In the next year, the Office of Performance Management
will begin the development of a performance improvement strategy to use performance
data to identify programs in need of process improvement and implement and track the
progress of process improvement strategies.
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Investments to Help Achieve Framework Priorities and Values
Staff is proposing to make additional investments using one-time savings and
reallocated funds made available through budget efficiencies. Without adding additional
staff overall, these new one-time as well as ongoing investments would cover program
extensions and enhancements that further the Framework Priorities and Values shown
below.
A total of $200,000 in one-time General Funds and $4 million of Housing Trust Funds
over two years is allocated to initiatives furthering the goals of the Affordability
Framework Priority, including a new pilot program to help people who live or work in
Santa Monica meet credit requirements for City-funded affordable housing, and the
expansion of the Preserving Our Diversity (POD) pilot program, which provides low-
income seniors with cash-based financial assistance and care management from
22 households to a range of 200 to 400 households.
Supporting the Climate Change Framework Priority, $500,000 in General Funds over
two years, with ongoing costs of $450,000 in future years, is allocated to new operations
and maintenance costs associated with the new City Services Building, and a
restructuring of Water Resources staffing to implement and maintain new and existing
infrastructure (such as the Olympic Well Field Restoration and the Arcadia Water
Treatment Plan expansion) that is helping the City reach water self -sufficiency by 2023.
Additionally, six capital projects are furthering the goals of the Climate Change priority,
through an expansion of our EV charging ports, the development of a Groundwater
Sustainability Plan and Urban Water Management Plan, expansion of the non -potable
water system, and equipment updates at the City’s water facilities.
Beginning in 2014, the City of Santa Monica pioneered a focus on defining and
measuring the wellbeing of our City’s residents. The goal was to use the results to
harness government and community efforts to improve community and individual
wellbeing. In 2019, the City will hold a Wellbeing Summit to broaden involvement by
residents and community institutions in this effort. Wellbeing work is at the heart of the
Council’s Engaged and Thriving Community Framework Priority, under the
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Community Outcome Area. This Priority focuses on Santa Monica being a city that
engages community members with opportunities to effectively partner with local
government to promote a thriving community. It emphasizes investing in our human
capital, particularly in preventative programs that allow people to flourish. Activities
included in this plan are designed to ensure that every member of the Santa Monica
community can participate in democratic decision-making and shared efforts to improve
community and individual quality of life.
Continued efforts to implement enhancements adopted in past budgets are supporting
Santa Monica’s ongoing commitment to fighting crime and Keeping Neighborhoods
Safe. We have reached full staffing in our police officer ranks through a concerted
recruitment process, combined with the ability to “over-hire” up to 9 additional officers to
ensure attrition does not put us back below the budgeted baseline. In the upcoming
budget cycle, we will continue our successful efforts to deploy ne w hires to directly
impact crime and safety, as well as to maintain strong misdemeanor prosecution in
support of law enforcement efforts. As a result of SMPD’s increased staffing and
deployment strategies, we are seeing a trend of falling Part One Crime in Santa Monica.
We are also focused on other threats to life safety. The new Fire Station #1 will replace
a seismically unstable facility with an expanded modern structure capable of housing
multiple apparatus and up to 20 personnel.
Changes to two existing positions in the Mobility Division will further the City’s
Framework Priority of Mobility and Access and facilitate more effective inter-
departmental collaboration and strategic project implementation, as well as provide
divisional leadership and supervision, and a study focused on traffic engineering, traffic
management and curb management to improve Big Blue Bus travel time and reduce
delays for buses travelling in the city, with a goal of making the bus service more
attractive and useful. Additionally, eleven capital projects are added in FY 2019-20 to
further Mobility and Access goals. These include the design or construction of safer
bike and pedestrian amenities, replacement of bus equipment and new technologies to
enhance the BBB customer experience, and improving our streets, sidewalks and
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crosswalks. Altogether, these investments total, on an ongoing basis, $80,000 in the
General Fund and $250,000 in the Big Blue Bus Fund.
A total of $3 million in General Funds over two years is allocated to extend and enhance
intensive initiatives supporting the Reduce Homelessness Framework Priority for
another two years. This funding will maintain the Homeless Multidisciplinary Street
Team (HMST) and C3 (City + County + Community) homeless engagement team at
their current levels and extend the limited-term Senior Advisor to the City Manager on
Homelessness position, Library Services Officers at the Library and as -needed social
worker, while enhancing the C3 team presence during this time to engage a greater
share of the City’s homeless population by expanding the team’s coverage to other
impacted areas, such as the beach and parks outside of the Downtown area. It is
anticipated that the upcoming reimagining of the Human Services Grants Program will
be in line with the City’s Framework and will consider the need to focus efforts on
Reducing Homelessness in the years following the FY 2019-21 Biennial Budget. There
will be continued work to identify and leverage non-City resources and partnerships to
support ongoing costs.
Supporting the Resilience and Accountability Values, $2.8 million in General Funds
over two years, with ongoing costs of $1.6 million in future years, is allocated to
operations and maintenance costs related to new capital projects supporting c ontract
management software, cyber security systems, and process automation, as well as
additional staffing capacity in the Human Resources Department to facilitate the shift
from transactional to strategic and value-added customer service. This position will be
responsible for key strategic administrative initiatives as well as special projects such as
Civil Service, Municipal Code and classification reform.
Finally, supporting the Stewardship Value, $14 million in ongoing and reserve funds
from all City operating funds is allocated towards the 13 -year pay-down of the City’s
current unfunded pension liability.
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In addition, funds are reallocated to programs and activities supporting the Connected
Community, Physical Health, and Built Environment sub-outcomes. These
investments total up to $280,000 in ongoing costs by the second year of the Biennial
Budget.
Fees and Charges
City user fees subject to annual administrative cost of living adjustments (COLA) will
increase by 4.2% on July 1, 2019, reflecting the projected FY 2019-20 increase in total
City compensation, which includes salary and benefit costs. In addition, several new
fees or modifications to existing fees are proposed:
• New fees for wireless facility permits
• Conversion of existing water neutrality per fixture retrofit fees to one composite
fee of $.18 per gallon saved from a suite of indoor water fixture retrofits and City
landscape projects. The proposed fee was formulated using existing Water
Neutrality fixture fees, input from the City’s Public Landscape Division, CA
plumbing and building codes, industry standard water usage studies, and
projected retrofits over five years. The rate is simpler and a more efficient method
of determining the in-lieu offset fee.
• There will also be other minor modifications to the fee and fine schedules for
clean-up items such as description changes, deletion of program fees that are no
longer being charged, and consistency with State law.
A list of the new fees and modifications are included (Attachment F). Staff will return to
Council with any necessary implementing ordinances and resolutions at the time of
Budget Adoption.
Proposed FY2019-21 Cultural Art Organizational Support Program
The Cultural Affairs Division’s Organizational Support Program (OSP) provi des stable
support for the City’s resident arts and culture nonprofits. OSP funding helps secure
Santa Monicans’ access to world-class cultural opportunities by providing multi-year
support for our organizations’ operational expenses, up to 10% of the orga nization’s
operating budget. The OSP application process re-opened this year to solicit proposals
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for the grant period FY2019-21. A request for applications was distributed broadly on
February 13, 2019. The City received 22 eligible submittals by the March 25 deadline.
Applications were reviewed by a diverse group of arts professionals, including regional
experts in each of the artistic/cultural disciplines represented in the applicant pool.
In addition, a Community Needs Grant Program Assessment was commissioned by the
Cultural Affairs Division in the Fall of 2018 to make recommendations regarding cultural
grant programs. The report identified issues of equity and inclusion as well as the high
cost of rent in Santa Monica as issues of concern to the commun ity. The report’s
recommendations and the staff actions taken in response are provided in the
Organizational Support Program (OSP) Grants for Arts and Culture Nonprofits 2019 -21
(Attachment G).
Twenty organizations are being recommended for funding, a significant increase from
the thirteen approved in the previous round. Opening the OSP program to a greater
number of small organizations that serve diverse constituencies helps address equity
issues that arose in the Community Needs Assessment. The total recommended
funding level for FY2019-21 is $401,887. This amount is similar to the funding level
Cultural Affairs had proposed four years ago for the previous grant period, prior to the
departure from the City of the Santa Monica Museum of Art and the closure of Virginia
Avenue Project.
Capital Improvement Program (CIP) Budget
On June 12, 2018 (Attachment H), Council adopted the first year and approved the
second year of the FY 2018-20 Biennial Capital Improvement Program Budget. The
changes outlined in the CIP Addendum portion of the Proposed Budget are revisions to
the second year of the approved Biennial CIP Budget, FY 2019 -20. These changes are
limited to needs that have arisen during the first year of the Biennial CIP Budget and
cannot be deferred until the next biennial CIP budget process. Budget plan numbers for
FY 2020-21 through FY 2022-23 are included as a planning tool to demonstrate total
anticipated capital funding needs.
19 of 23
The revised FY 2019-20 CIP Budget totals $136.4 million. This represents an increase
of $21 million from the originally proposed FY 2019 -20 CIP Budget and a decrease of
$49.8 million compared to the FY 2018-19 Adopted Budget of $186.2 million. The
capital program primarily advances the Place & Planet outcome area by developing,
protecting, and maintaining City-owned infrastructure. The FY 2019-20 CIP Budget
represents major project support to water projects that advance the City’s efforts to
achieve water self-sufficiency by 2023.
General Fund CIP Budget Changes
General Fund capital projects total $25.4 million, or 19% of the total CIP budget.
Approximately $11 million of this amount represents new exception year projects funded
using released budget from prior-year project savings, canceled projects or alternative
resources that replaced General Funds. Budget changes are outlined in detail in the
CIP Addendum section of the FY 2019-21 Proposed Biennial Budget (Attachment A).
Approximately 70% of the new General Fund capital funding is allocated to the Place &
Planet Outcome Area for projects including the Demolition of Parking Structure 3,
Network Infrastructure Replacement, Rooftop Fall Protection and Access Retrofits, and
Civic Parking Garage Glass Replacement projects.
Non-General Fund Budget Changes
The total net increase proposed for Non-General Fund budgets is approximately
$9.8 million. All of the proposed budget increases can be fully supported by existing
fund balance or dedicated alternative funding sources. A significant portion of the Non-
General Fund budget increases are due to $3.4 million in net budget increases for
water, wastewater and stormwater runoff projects. The remaining significant Non-
General Fund increases are from an appropriation of $2.4 million in Child Care Linkage
Fee funding that will relieve currently appropriated General Fund monies for the
construction of the Early Childhood Lab School, $0.8 million in Transportation Impact
Fee revenues for the Bergamot Station Connectivity Improvements Project and
$1.3 million in the CDBG Funds toward the 19th Street Land Acquisition Project. These
20 of 23
budget increases as well as smaller changes are outlined in detail in the CIP Addendum
section of the 2019-21 Proposed Biennial Budget (Attachment A).
Updated Fiscal Policies
The Proposed Budget includes updated Fiscal Policies that incorporate the following:
• On May 5, 2018, Council received the Compensation and Staffing Report
prepared by Moss Adams, LLP, the City’s internal auditor. One of the key
recommendations of the study was for the City to adopt a Fiscal Sustainability
Philosophy. This philosophy is included on pages 376-377 of the budget book,
as part of the City’s Fiscal Policies.
• On October 9, 2018, the Council approved a performance management policy to
formally commit to create a data-driven culture in Santa Monica. The policy
states that the Council supports the use of data to inform decision making
processes and deliver responsive results to create a model 21st Century
government. The Office of Performance Management, within the City Manager’s
Office, is responsible for carrying out this policy by developing an organization-
wide approach to the development, tracking, monitoring, and reporting of
performance data. This policy is now included in the Fiscal Policies on page 380.
• On January 22, 2019, Council received a report from the City Manager regarding
a set of principles, developed by the City Manager’s Pension Advisory
Committee, on handling the City’s unfunded pension liability. These principles
are also included in the fiscal policy on page 380.
• Finally, on page 383 of the Fiscal Policies, staff has changed the guidelines for
fund reserve requirements for the Water, Wastewater and RRR Funds. These
funds are currently undergoing rate studies. As part of the studies, our
consultants have been tasked with providing guidelines for best industry
practices regarding the reserve levels required in these specific areas,
understanding specific challenges and needs, in order to best protect ratepayers,
operations and assets. Staff will return to Council with updated policies for these
funds along with the results of the rate studies.
21 of 23
Community Engagement
Throughout the budget process that began in late summer 2018, staff has conducted a
varied outreach effort with stakeholders on the new budget process, to determine
Framework Priorities, and to inform them of the potential impacts of proposed
efficiencies. The process began with a one-day workshop in July 2018, at which
members of the City’s leadership team and program experts began understanding and
developing the process of performance-based budgeting. Leading up to the
January 26, 2019 Council Retreat, more than 3000 community members (primarily
residents, but also respondents who work in Santa Monica, business owners, and
property owners) participated in the SamoSays survey to identify Framework Priorities.
Staff also held community “pop-up” events at Farmer’s Markets and other community
events to ask for input on the process. Finally, the City Manager met with
43 community members who signed up online to participate in five informal briefings on
the new budget process. Since January, staff has conducted several All -Hands
meetings on the budget process and department leadership has been communicating
proposed program changes to their staff as well as to stakeholders, including program
participants, vendors and partners. A list of the outreach (Attachment I) conducted with
members of the public, commissions and boards, and other City partners in the past two
months is attached.
Engagement will continue through the City Manager’s Budget Task Force deliberations
to ensure that those potentially affected by future program changes, in the community
and among our workforce, are consulted for their input into the Task Force’s
discussions and recommendations.
Next Steps
Staff will embark on a longer term effort to review a set of potential program changes
that may result in restructuring, discontinuation or shifting to another service delivery
model. The first set of changes will be assessed during the upcom ing year, with final
proposals to be incorporated into the FY 2020-21 budget approved by Council. The
second set of changes will be assessed during the second year of the Biennial and
proposed for the FY 2021-25 budget years.
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As the goal of these changes is to better focus our limited resources on the most
important needs of the community, the City Manager will appoint 11 individuals (six
community members and five staff members) to serve as a Budget Task Force to
analyze budget efficiency/reduction measures developed by city staff. These
evaluations will include plans for program and service changes that would cut costs
and/or improve performance. The Budget Task Force will conduct its deliberations
consistent with the Brown Act. The Budget Task Force would bring its recommendations
to the City Manager to aid in the preparation of future budget recommendations to the
City Council. The Budget Task Force will evaluate ideas generated by City
Departments in two phases:
1. In FY 2019-20 for implementation in FY 2020-21 (also called “Mid-term Program
Changes”) with a goal of identifying at least $1.5 million of reduced
expenses; and
2. During FY 2020-21 to be implemented over the following two biennial budget
cycles (called “Long-term Program Changes” for FY 2021-25) with a goal of
identifying at least $2.5 million of reduced expenses.
Financial Impacts and Budget Actions
Staff will return to Council on June 25, 2019 to recommend adoption of the first year and
approval of the second year of the FY 2019-21 Biennial Budget, as well as the adoption
of the second year of the FY 2018-20 Capital Improvement Program Biennial Budget.
Prepared By: Susan Lai, Budget Manager
Approved
Forwarded to Council
23 of 23
Attachments:
A. FY 2019-21 Proposed Biennial Budget
B. Efficiencies Eliminations and Investments
C. January 22, 2019 Staff Report (Web Link)
D. April 30, 2019 Staff Report (Web Link)
E. Draft Metrics by Department
F. Proposed Fee and Rate Adjustments
G. FY 2019-21 Proposed OSP Grants
H. June 12, 2018 Staff Report (Web Link)
I. FY 2019-21 Budget Outreach
J. Written Comments
K. Powerpoint Presentation
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
City Council
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (13,116)$ (13,431)$
Reduce Council Discretionary funds based on historic savings (100,000)$ (100,000)$
City Manager's Office
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (42,796)$ (43,823)$
Eliminate the broadcast of Council meetings by KCRW and reduce
coverage and video archiving of City events (74,500)$ (81,500)$
Modify Federal Lobbyist contract to focus on legislative advocacy
and internal audit contract to shift from 6 to 4 high impact audits per
year (80,000)$ (80,000)$
Reduce supplies and maintenance costs based on streamlining and
historical spending; rebid mass notification and web‐based incident
management contracts ‐$ (49,275)$
Reduce overtime, office supplies and conference attendance costs (35,363)$ (35,363)$
Reduce publication and distribution of Seascape from 10 issues to 6
8‐page issues per year to reflect community usage ‐$ (57,073)$
Delete 1.0 FTE limited‐term Senior Advisor to the City Manager on
Airport Affairs (225,330)$ (228,280)$
Extend 1.0 FTE limited‐term Senior Advisor to the City Manager on
Homelessness for two years 204,901$ 204,901$
Delete 1.0 FTE vacant Senior Administrative Analyst in the Office of
Civic Wellbeing resulting in loss of program capacity such as grant
writing, community engagement and data analysis (142,645)$ (144,402)$
Delete 0.75 FTE City Hall Receptionist and increase as‐needed
vacation coverage in the City Manager's Office. Existing Public
Service Officer will provide service in City Hall Lobby (43,821)$ (44,711)$
Allocate funds to support ongoing maintenance of the City's new
website 441,000$ 454,000$
Allocate funds to support ongoing maintenance of the City Hall
workplace security project 75,000$ 75,000$
FY 2019‐21 Proposed Biennial Budget
Efficiencies/Eliminations and Investments
June 5, 2019 1
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
City Attorney's Office
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (9,076)$ (9,294)$
The City Attorney’s Office has combined its Code Enforcement and
Consumer Protection Divisions to maximize litigation strength and
promote efficiency in securing compliance with a wide range of
regulatory laws that seek to protect the quality of life in Santa
Monica ‐$ ‐$
As a result of the Consumer Protection Division’s successes in recent
litigation, Consumer Protection revenues derived from litigation
settlements are available and are being used to support Consumer
Protection services (249,499)$ (252,798)$
The City Attorney’s Office is moving to a paper‐on‐demand
environment, including converting from print to electronic legal
research resources, to reduce costs and increase efficiency ‐$ (10,000)$
By increasing efficiencies, including through a streamlined electronic
contract review process, the City Attorney’s Office has been able to
reduce costs by deleting 0.23 FTE vacant position (33,180)$ (34,346)$
To more efficiently coordinate with the Police Department and
comply with new e‐filing requirements, funds are being allocated to
support a new criminal prosecution case management system ‐$ 155,000$
To ensure that attorneys and staff are most efficiently able to handle
the wide range of matters presented, funds are being allocated to
support additional legal training not available through the City’s in‐
house training program 30,000$ 30,000$
Records and Election Services
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (30,505)$ (31,237)$
Eliminate food purchases for Council meetings in Chambers (500)$ (500)$
Big Blue Bus
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (423,669)$ (433,838)$
Delete 13.0 FTE vacant positions through natural attrition to align
staffing with planned service adjustments and efficiencies in FY 2019‐
20 (1,100,343)$ (1,112,278)$
Delete 1.0 FTE vacant position through natural attrition to align
staffing with planned service adjustments and efficiencies in FY 2020‐
21 ‐$ (107,866)$
June 5, 2019 2
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Reduce workers' compensation costs through the use of a third‐
party administrator and the direct oversight by BBB administration (2,894,693)$ (2,894,693)$
Consolidate management functions by adding 1.0 FTE Transit
Operations Manager and 1.0 FTE Administrative Staff Assistant,
offset by the deletion of 1.0 FTE Transit Operations Superintendent
and 1.0 FTE Motor Coach Operator Supervisor (3,680)$ (3,734)$
Allocate one‐time funds to support a study on traffic engineering,
traffic management, and curb management study to improve bus
travel time 250,000$ ‐$
Community and Cultural Services
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (491,833)$ (503,637)$
Eliminate CREST AM Care, Late Start and PM Extended Care and
redirect participants to other City or SMMUSD programming options 12,923$ 12,653$
Eliminate Saturday programming at PAL Youth Center and Fitness
Center and Virginia Avenue Park (KidZone), which have low
participation levels, and redirect participants to any area Saturday
morning City and non‐City sponsored programs (29,611)$ (29,611)$
Eliminate Lincoln Pool lap pool swim hours due to low participation,
reduce as‐needed hours (1.83 FTE) and shift regular employees to
the Swim Center. This would affect approximately 2,600 annual visits (82,286)$ (82,286)$
Extend Santa Monica Swim Center winter closure by 3 weeks to a
standard 6‐week closure and reduce as‐needed hours (0.9 FTE). This
would affect approximately 6,142 visits.(25,019)$ (25,019)$
Reduce the number of summer camp programs due to low
participation and/or redundancy in department programming and
redirect participants to other City and non‐City summer camp
programming options ‐$ 2,740$
Reduce as‐needed hours (0.41 FTE) at the Swim Center and
Memorial Park as the result of streamlining and combining similar
work efforts (18,249)$ (18,249)$
Reduce as‐needed field monitor hours (0.13 FTE) at Clover and
Marine Parks (5,700)$ (5,700)$
Allocate one‐time funds to maintain the Homeless Multidisciplinary
Street Team (HMST) and C3 (City + County + Community) homeless
engagement team at their current levels 600,000$ 693,103$
Allocate one‐time funds to enhance the C3 team presence to engage
about 20% of the City's homeless population by expanding the
team's coverage to other impacted areas, such as the beach and
parks outside of the Downtown area 400,000$ 400,000$
June 5, 2019 3
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Allocate one‐time funds to extend a social worker at the Library to
address the needs of patrons experiencing homelessness and
connecting people to services 131,958$ 131,958$
Extend 1.0 FTE limited‐term Assistant Park Planner for one year,
offset by utilizing the 0.25 FTE vacant Beach Manager position, to
assist with the completion of the Parks Master Plan 79,968$ ‐$
Allocate development agreement funds for community park
activations 25,000$ 25,000$
Allocate development agreement funds to expand community
gardens program to Marine Park and other parks 45,000$ ‐$
Finance
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (230,778)$ (236,317)$
Merge Payroll Unit with Financial Operations Division to streamline
tasks and supervision (41,949)$ (42,379)$
Delete as‐needed hours (0.26 FTE) and reduce general supplies and
expenses costs based on streamlining and historical spending (26,853)$ (26,862)$
Reduce professional services based on historical spending and
prioritization of tasks (60,000)$ (60,000)$
Allocate funds to improve process management for signatures,
contracts, and proposals through technology 300,000$ 200,000$
Fire
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (56,652)$ (58,012)$
Provide in‐house paramedic internships to reduce overtime costs
associated with backfill overtime for paramedic students completing
their internship with an outside agency. Paramedic students will now
complete their required 20 shifts in‐the‐field training with a SMFD
preceptor (80,352)$ ‐$
Allocate one‐time funds to support replacement of staffing software
system 20,000$ ‐$
Allocate funds to expand capacity of the emergency reporting
records management system to improve efficiencies and update
outdated business practices 31,719$ 29,211$
Allocate funds to support ongoing maintenance of the station
alerting system ‐$ 10,000$
June 5, 2019 4
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Housing and Economic Development
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (541,031)$ (554,018)$
Eliminate funds previously used to operate Mountain View Mobile
Home Park, which has been sold (566,000)$ (579,584)$
Allocate Housing Trust Funds to add 0.5 FTE as‐needed Staff
Assistant III and extend 1.0 FTE limited‐term Housing Specialist for
two years, to support expansion of the Preserving Our Diversity
(POD) Program and development of a broader and more robust City‐
administered housing waitlist 157,305$ 158,886$
Reallocate funds from the Housing Opportunities Utilizing Subsidy
Enhancements (HOUSE) pilot program to a new pilot program that is
intended to help people who live or work in Santa Monica to
overcome credit barriers for City‐funded affordable housing 245,000$ ‐$
Allocate Housing Trust Funds to expand the Preserving Our Diversity
(POD) Program 2,000,000$ 2,000,000$
Allocate Housing Authority funds to support an accelerated 13‐year
pay down of the unfunded pension liability 36,935$ 27,554$
Human Resources
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (16,932)$ (17,338)$
Reduce supplies and contractual spending based on historical
savings and streamlining (81,000)$ (104,063)$
Add 1.0 FTE Deputy Director‐Special Projects to facilitate the shift
from transactional to strategic and value‐added customer service 192,325$ 194,798$
Add 1.0 FTE Human Resources Analyst, offset by the deletion of a 1.0
FTE Administrative Staff Assistant, to provide succession planning for
essential HR functions 29,727$ 30,157$
Extend the Management Fellow Program for 18 months ‐$ ‐$
Extend 1.0 FTE limited‐term Human Resources Information System
Analyst for one year until completion of the Enterprise Resource
Planning (ERP) system implementation ‐$ ‐$
June 5, 2019 5
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Information Services
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (50,382)$ (51,595)$
Eliminate City‐issued email service for seasonal employees (15,000)$ (15,000)$
Consolidate the Network Operations Center (NOC) support services
functions for Community Broadband and City operations to achieve
economies of scale (27,008)$ (27,008)$
Allocate funds to support ongoing maintenance of cyber security
systems 200,000$ 359,000$
Add 1.0 FTE Business Process Technology Analyst, offset by the
deletion of a 1.0 FTE Computer Support Specialist, to help enable
technology use and innovation in support of 21st Century
government objectives 35,573$ 36,082$
Add 1.0 FTE Project Portfolio Coordinator, offset by the deletion of a
1.0 FTE Communications Engineer, to address the changing needs of
the department and manage a large portfolio of systems, network
and communications infrastructure projects (4,202)$ (4,263)$
Add 1.0 FTE Systems Engineer, offset by the deletion of a 1.0 FTE
Systems Policy Engineer, to address the increased demand for
administering complex cloud‐hosted systems 12,299$ 12,475$
Allocate funds to support process improvement, modernization and
digitization ‐$ 68,000$
Library
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (63,694)$ (65,223)$
Consolidate and combine public service desk points for improved
customer service and to reduce as‐needed hours (1.52 FTE) (48,758)$ (53,930)$
Extend 2.0 FTE limited‐term Library Services Officers for two years as
part of the City's commitment to reduce the impact of the region's
homeless crisis on high impact public spaces 121,523$ 123,408$
Planning and Community Development
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (311,631)$ (319,110)$
Increase parking rates to reflect changes in parking use (1,966,000)$ (4,091,000)$
Correction to reimbursement for parking structure use by Macerich (37,500)$ (37,500)$
Eliminate food purchases, handouts and posters for meetings and
reduce outreach costs (6,463)$ (6,463)$
Eliminate leaf blower ordinance enforcement and redirect resources
to other areas 151,600$ 151,600$
June 5, 2019 6
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Delete 1.0 FTE vacant Principal Planner (179,361)$ (181,647)$
Reduce overtime related to Conditional Use Permit violations (8,613)$ (8,613)$
Require digital design application submission and distribution to
reviewers and board members ‐$ (3,600)$
Add 1.0 FTE Mobility Manager and 1.0 FTE Senior Transportation
Planner, offset by the deletion of 1.0 FTE Mobility Administrator and
1.0 FTE Bikeshare Coordinator 66,138$ 67,084$
Add 1.0 FTE Historic Preservation Officer, offset by the deletion of a
1.0 FTE Senior Planner ‐$ ‐$
Move Street Signs and Markings and Parking Meter Repairs groups
from Public Works to Planning and Community Development to
consolidate traffic‐related functions within the Mobility Division,
creating efficiencies and allowing for faster response to mobility‐
related issues 1,346,613$ 1,391,081$
Police
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (108,558)$ (111,163)$
Fully capture the cost of providing Police services to support Airport
operations (793,366)$ (793,366)$
Eliminate LA County Sr. Criminalist Agreement ‐$ (186,894)$
Implement department reorganization that aligns units to be able to
more quickly and effectively address crime and safety issues ‐$ ‐$
Public Works
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (1,604,180)$ (1,642,698)$
Reduce supplies and contractual costs to reflect streamlining and
historical spending (474,441)$ (474,441)$
Reduce professional services budget to discontinue Civic Spark
Program and reduce Climate Action SM scope (55,000)$ (55,000)$
Reduce AltCar event from two days to one and various other special
events (15,000)$ (15,000)$
Add 1.0 FTE Public Works Inspector, offset by the deletion of a 1.0
FTE Street Services Crew Leader based on changing department
need and resulting in a net cost decrease (1,698)$ (1,724)$
Add 2.0 FTE HVAC Assistants, offset by the deletion of 2.0 FTE HVAC
Technicians, based on changing department need and resulting in a
net cost decrease (9,418)$ (9,554)$
June 5, 2019 7
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Allocate funds to support landscape maintenance costs for approved
General Fund and Beach Fund Capital Improvement Program
projects 36,420$ 83,271$
Allocate funds to support mandated prevailing wage cost increases
in landscape maintenance contracts 150,000$ 150,000$
Add 2.0 FTE Building Systems Technicians and 0.5 FTE Custodian I
positions, offset by the deletion of 2.0 FTE Custodian I positions, to
support operational and maintenance costs associated with
upcoming Capital Improvement Program projects 401,696$ 585,678$
Move Street Signs and Markings and Parking Meter Repairs groups
from Public Works to Planning and Community Development to
consolidate traffic‐related functions within the Mobility Division,
creating efficiencies and allowing for faster response to mobility‐
related issues (1,346,613)$ (1,391,081)$
Add 1.0 FTE Chief Sustainability Officer, offset by the deletion of 1.0
FTE Sustainability Administrator to provide for management
oversight within the Division of Office of Sustainability and the
Environment 31,456$ 31,910$
Extend 4.0 FTE limited‐term positions in the Water Conservation
Unit to June 30, 2023 to coincide with Water Self‐Sufficiency target
and provide flexibility in ongoing operating needs to maintain self
sufficiency ‐$ ‐$
Reduce beach maintenance budget in the Beach Fund due to historic
savings (59,000)$ (59,000)$
Add 1.0 FTE Beach Maintenance Supervisor in the Beach Fund, offset
by the deletion of 1.0 FTE Parks Maintenance Supervisor in the
General Fund 119,520$ 120,941$
Reduce contractual services budget in the Clean Beaches/Ocean
Parcel Tax Fund due to historic savings (70,000)$ (70,000)$
Allocate funds to support operational and maintenance costs
associated with upcoming Water‐Funded and Airport‐Funded Capital
Improvement Program projects*98,750$ 194,580$
Add 1.0 FTE Process Engineer funded by the Water and Wastewater
Funds in FY 2020‐21 to support Water Self Sufficiency project
construction and maintenance ‐$ 169,570$
Adjust staffing to reflect engineering needs of the Water Resources
Division, by adding 1.0 FTE Water Resources Protection Program
Coordinator and 1.0 FTE Senior Water Resources Protection
Specialist, offset by the deletion of 2.0 FTE Water Resources
Protection Specialists, resulting in a net cost decrease (3,785)$ (326)$
June 5, 2019 8
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Defund the Fixed Based Operator (FBO) and delete 3.0 FTE vacant
FBO positions in the Airport Fund 1,295,387$ 1,124,288$
Reduce aviation maintenance and custodial budget in the Airport
Fund based on historic savings (112,000)$ (112,000)$
Allocate funds to cover the full cost of Police services to support
Airport operations 793,366$ 793,366$
Add 1.0 FTE Building Systems Technician and 1.0 FTE Airport
Operations Administrator, offset by the deletion of four FBO
positions (2.0 FTE Airport Guest Services Representatives and 2.0
FTE FBO Airport Service Line Workers) to maintain adequate staffing
aligned to improving responsiveness to tenants, efficiencies, and
oversight of the Airport Division 234,079$ 235,328$
Delete 1.0 FTE vacant Motor Sweeper Operator and 1.0 FTE vacant
Customer Services Assistant, and eliminate eight vehicles from RRR
fleet to reflect current operational needs (188,213)$ (405,049)$
Eliminate Residential Household Hazardous Waste Door‐to‐Door
Collections Program contract ‐$ (110,000)$
Adjust Main Street sidewalk cleaning service level to align with
revenue collected from Main Street Business Improvement
Association ‐$ (68,860)$
Add 4.0 FTE full‐time RRR Equipment Operators, offset by the
deletion of 3.2 FTE part‐time RRR Equipment Operator position and
as‐needed hours (1.05 FTE) to increase retention and therefore
effectiveness and efficiency of staffing (8)$ (8)$
Allocate funds for recyclable materials processing services to reflect
changing market trends 1,140,000$ 1,240,320$
Non‐Departmental
Eliminate 2.4% CPI annual increase from department's supplies and
expenses budget (290,205)$ (297,170)$
Transfer funds from Community Broadband Fund to General Fund
for Network Operations Center (NOC) services ‐$ ‐$
Transfer funds from Special Revenue Source (TDM funds) to General
Fund for staffing costs ‐$ ‐$
Fully capture costs associated with planning for the LA Marathon (50,000)$ (50,000)$
Delete transfer of Airport Funds to the General Fund to support a 1.0
FTE limited‐term Senior Advisor to the City Manager on Airport
Affairs ‐$ ‐$
Transfer funds from the Beach Fund to the General Fund to support
the extension of a 1.0 FTE Limited term Assistant Park Planner ‐$ ‐$
June 5, 2019 9
ATTACHMENT B
Efficiencies/Eliminations and Investments FY 2019‐20 FY 2020‐21
Transfer funds from the Housing Trust Fund to the General Fund to
support a 0.5 FTE as‐needed Staff Assistant III and the extension of a
1.0 FTE limited term Housing Specialist that will support expansion
of the preserving OUr Diversity (POD) Program and development of a
broader and more robust City‐administered housing waitlist ‐$ ‐$
Transfer funds from the Pier Fund to the Beach Fund to support a 1.0
FTE Beach Maintenance Supervisor ‐$ ‐$
Allocate General Fund, Beach Fund, Clean Beaches/Ocean Parcel Tax
Fund, Water Fund, Wastewater Fund, Pier Fund, Resource Recovery
and Recycling Fund, Community Broadband Fund, Airport Fund,
Cemetery Fund, Big Blue Bus Fund, Vehicle Management Fund and
Risk Management Administrative Fund funds to support an
accelerated 13 year pay down of the unfunded pension liability 7,893,123$ 5,887,740$
Fully capture cost of non‐parking credit card fees in the General
Fund, Cemetery Fund and Airport Fund in FY 2020‐21 ‐$ (935,000)$
Additional $1.5 million FY 2020‐21 savings recommended by the
Task Force ‐$ (1,500,000)$
Transfer funds from the Wastewater Fund to the Water Fund to
support a 1.0 FTE Process Engineer in FY 2020‐21 ‐$ ‐$
*The Airport Fund allocated funds to cover the costs of the removal of prior runway and taxiway pavement put out of use
by the shortening of the runway, and the ongoing maintenance costs for the hydroseeded areas that will replace the
removed pavement. The City believes that use of the Airport Fund to cover these costs is appropriate. Aviation industry
groups have submitted a complaint to the FAA challenging the use of the Airport Fund to cover these costs. On April 19,
2019, the FAA issued an order precluding the City from using the Airport Fund to cover these costs pending the FAA’s
June 5, 2019 10
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
1
Governance Accountability City Council City Council Support to Mayor
and Council
Engagement % of meeting/event
requests reviewed
and responded to
within three business
days
The City Council office receives several requests
for attendance by the Mayor and
Councilmembers at various meetings and events.
This metric tracks the efficiency of responding to
these requests.
Governance Accountability City Council City Council Support to Mayor
and Council
Intergovernmental
Relations
# of new and
sustained
professional
relationships with
other elected
officials and their
offices
The City of Santa Monica maintains active
relationships with other elected officials at the
municipal, state, and local levels. The City hopes
to continue to develop mutually beneficial
relationships with other officials such as State
Assemblymen and Senators; elected statewide
officials; Los Angeles County officials; and federal
congress people and U.S. Senators.
Governance Accountability City Council City Council Support to Mayor
and Council
Legislative Affairs % of state legislative
bills that relate to
Framework Priorities
which are analyzed
and a decision is
made whether to
support or not to
weigh in on within a
six month period
The City contracts with a government relations
firm which advocates for our interests at the state
level. The Council sets legislative priorities and,
for the first time, these priorities are now aligned
with the Framework for a Sustainable City of
Wellbeing. This metric measures how successful
the City is in monitoring our contractual efforts to
advocate for legislation which advances the
outcomes articulated in the Framework. Accountability City Council City Council Support to Mayor
and Council
Mayor and Council
Support
No metric required
for this activity
N/A
Community Connected
Community
City Manager Office of
Communications
CityTV Event Coverage Number of Online
Views
Number of views of events streamed and
packages produced from footage
Community Connected
Community
City Manager Office of
Communications
CityTV Public Service Video
Development
Number of Online
Views
Number of views of videos sharing information on
topics of import to community
Community Connected
Community
City Manager Office of
Communications
Outreach Campaigns and
Special Projects
Number of people
reached
Overall reach of high priority, citywide education,
and outreach efforts
Community Connected
Community
City Manager Office of
Communications
Outreach Scheduled Outreach Number of People
Reached
Percentage of issues completed on time and on
budget.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
2
Community Connected
Community
City Manager Office of
Communications
Outreach Website Number of online
website views
Increase awareness of citywide programs and
initiatives by driving increased website page
views
Community Connected
Community
City Manager
Office of
Communications
Public Information Communications
Special Projects and
Departmental
Support
Number of projects
worked on by City
public information
staff
Number of communications special projects that
are worked on by public information staff without
assistance by outside agencies.
Community Engaged and
Thriving
Community
City Manager Administration
(City Mgr)
Citywide
Leadership
Community and
Council Strategic
Leadership
Metric not required
for this activity
N/A
Community Engaged and
Thriving
Community
City Manager Office of Civic
Wellbeing
Civic Wellbeing Engagement % of microgrant
recipients achieving
their goals
All recipients must submit application, provide
data on use, and complete pre and post surveys
Community Engaged and
Thriving
Community
City Manager Office of
Emergency
Management
Emergency
Services and
Preparedness
Engagement Total number of
attendees at
community
presentations
Each year, the Office of Emergency Management
offers several community presentations and
trainings designed to provide information and
engage the community in preparing for disasters.
Community Engaged and
Thriving
Community
City Manager Office of
Emergency
Management
Public Safety
Communications
Communications # of 911 education
events attended per
year
Slated for deletion
Governance Accountability City Manager Administration
(City Mgr)
Performance
Management
Citywide
Performance
Reporting
% of metrics with
data updated on a
monthly basis
In the spring of 2019, the City launched a
Citywide Dashboard designed to provide data
towards key outcome metrics included in the
Framework for a Sustainable City of Wellbeing.
This metric tracks the monitoring and updating of
data sets for each of the approximately 50
metrics included on the dashboard.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
3
Governance Accountability City Manager Administration
(City Mgr)
Performance
Management
SamoStat % of SaMoStat
reports made
avvailable to the
public within two
days of a meeting.
SaMoStat is a management tool, based on best
practices from other municipalities across the
world, designed to monitor and manage towards
the achievement of stated goals and outcomes.
Meetings occur on a monthly basis, and this
measure tracks the efficiency of how quickly staff
is able to develop and post meeting reports,
making information available to the public.
Governance Accountability City Manager Administration
(City Mgr)
Policy Intergovernmental
Relations
# of new and
sustained
professional
relationships with
other elected
officials and their
offices
See description of "Intergovernmental Affairs"
under City Council
Governance Accountability City Manager Administration
(City Mgr)
Policy Legislative Affairs % of state legislative
bills that relate to
Framework Priorities
which are analyzed
and a decision is
made whether to
support or not to
weigh in on within a
six month period
See description of "Legislative Affairs" under City
Council
Governance Accountability City Manager Office of
Communications
CityTV Government
Meetings
Number of Online
Views
Number of views of City government meetings
Governance Accountability City Manager Office of
Communications
Public Information Media Engagement Percent of articles
published from press
releases
The percent of articles published regarding City of
Santa Monica activities that are associated with a
press release issued by the City.
Governance Accountability City Manager Office of
Communications
Public Information Public Information
Resource
Social Engagements
per Total Number of
Posts
Posts from the City of Santa Monica's main social
media channels, compared to the views, shares,
comments, reactions as captured by each social
media platform
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
4
Governance Accountability City Manager Office of
Emergency
Management
Public Safety
Communications
Audio Recording
Records
Management
100% of all public
audio requests
responded to within
10 days
Often, audio tapes for dispatch calls will be
requested. This metric tracks the division's
efficiency in responding to such requests.
Governance Equity City Manager Office of Civic
Wellbeing
Civic Wellbeing Initiatives and
Policies to Advance
Equity
% of City staff
participating in
equity training
course through the
Santa Monica
Institute (SMI)
New SMI course on racial equity being added to
SMI (19/20)
Governance Innovation City Manager Administration
(City Mgr)
Administration Total Workplace
Project
% of City employees
who, through a
survey, report that
they have the ability
to work away from
their primary
workspace
The City's Total Workplace Initiative is designed to
provide City employees with the tools, resources,
and technology to effectively perform roles
consistent with a 21st Century Government. As
part of this process, employees will be provided
with the tools to work remotely and in co-working
spaces. This metric, based on a survey, will allow
us to track the % of employees who take the
survey who feel they have the ability to work away
from their primary workspace.
Governance Innovation City Manager Administration
(City Mgr)
Citywide
Leadership
Citywide Strategic
Vision and Priorities
Metric not required
for this activity
N/A
Governance Innovation City Manager Administration
(City Mgr)
Policy Policy Development,
Management and
Monitoring
% of new policy
initiatives with an
identified scope of
work that are on
track to meet defined
milestones.
Each year, the City of Santa Monica identifies,
through a variety of processes, policy initiatives to
implement. This metric tracks progress on
implementing policy initiatives with leadership
approval to move forward, as well as defined
scopes of work and implementation milestones.
Governance Innovation City Manager Office of Civic
Wellbeing
Civic Wellbeing Initiatives and
Policies to Advance
Wellbeing
% of identified City
policies, programs,
budgets, or reports
informed by the
Wellbeing Index
Track City departments that use the Wellbeing
Index to inform City policies, programs, budgets,
or reports
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
5
Governance Innovation City Manager Office of Civic
Wellbeing
Civic Wellbeing Wellbeing Index and
Platform
# of wellbeing index
data visualizations
integrated on
santamonica.gov
site
The redesigned platform for the wellbeing index
will include a catalog of visualizations. The OCW
will provide access to this catalog to all city staff
for use on their content pages, blogs, etc
Governance Innovation City Manager Office of
Communications
Outreach Graphic
Design/Production
On Time and On
Budget
Overall reach of high priority, citywide education,
and outreach efforts
Governance Stewardship City Manager Administration
(City Mgr)
Administration Administrative
Support to Other
Divisions
Metric not required
for this activity
N/A
Governance Stewardship City Manager Administration
(City Mgr)
Administration Department
Leadership and
Strategic Planning
Metric not required
for this activity.
N/A
Governance Stewardship City Manager Administration
(City Mgr)
Performance
Management
Framework
Development
% increase in
stakeholder groups
receiving formal
opportunities to
provide feedback on
the Framework.
The Framework for a Sustainable City of
Wellbeing is the City's strategic visioning
document. This metric tracks our effectiveness in
engaging stakeholder groups, such as nonprofits,
neighborhood associations, and boards and
commissions in the development and revision
process.
Governance Stewardship City Manager Administration
(City Mgr)
Performance
Management
Training and Support 15% of City staff
complete
Introduction to
Performance
Management
Training
In the spring of 2017, the Office of Performance
Management launched a training program through
the Human Resource Department's Santa Monica
Institute (SMI). The introductory course is
intended to provide all City employees with a
basic overview of performance management.
Going into the 2019-2021 budget, 9% of City
employees participated in this training.
Health Reduce
Homelessness
City Manager Administration
(City Mgr)
Policy Homelessness -
Interdepartmental
and Regional
Leadership and
Coordination
# of Homelessness
Goal Action Plan
activities
implemented
The Homelessness Goal Action Plan was created
by an interdisciplinary team of staff to identify key
projects and actions designed to mitigate
homelessness in the City of Santa Monica. The
Homelessness Action Team meets on a monthly
basis to track progress in implementing these
initiatives.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
6
Learning Community
Learning
City Manager Office of
Communications
CityTV Original
Programming
Number of Online
Views
Number of views of entire episodes and segments
of original programs
Safety Disaster
Preparedness
City Manager Office of
Emergency
Management
Emergency
Services and
Preparedness
Citywide Emergency
Response Plans and
Drills
Two emergency
exercises/ drills
conducted each year
Each year, the Office of Emergency Management
manages drills and exercises to prepare for
emergencies.
Safety Disaster
Preparedness
City Manager Office of
Emergency
Management
Emergency
Services and
Preparedness
Community
Resilience Strategy
& Initiatives
# of memorandum of
Understanding
(MOU) agreements
signed by SMOAID
disaster coalition
participants
A minimum of three Memorandums of
Understanding for emergency supplies/services
produced by SMOAID disaster coalition
participants
Safety Keeping
Neighborhoods
Safe
City Manager Office of
Emergency
Management
Public Safety
Communications
Public Safety
Communications
Center Operations
% of 911 calls
answered within 15
seconds
Answering 911 calls within 15 seconds is a
statewide standard created by the California
Office of Emergency Services. Sometimes there
are unpredictable spikes in calls which can cause
longer wait times. This standard ensures that
most calls will always get through to an operator.
The current Santa Monica average is 4.62.
Safety Responding to
Emergencies
City Manager Office of
Emergency
Management
Emergency
Services and
Preparedness
Incident Emergency
Response
Coordination
80% of all EOC
Teams responding
to EOC activation
drills or events
This metric tracks the percentage of emergency
operations center teams that respond to activation
drills or events.
Safety Responding to
Emergencies
City Manager Office of
Emergency
Management
Emergency
Services and
Preparedness
Workplace Disaster
Preparedness
90% of identified
City staff completed
required FEMA
emergency
management
courses
This metric tracks the percentage of identified City
staff members who take the required Federal
Emergency Management Agency's emergency
management courses.
Safety Responding to
Emergencies
City Manager Office of
Emergency
Management
Public Safety
Communications
Dispatcher
Development &
Education
% dispatchers
completed POST
and EMD training
requirements
This metric tracks the percentage of dispatchers
who complete the Public Safety Dispatcher's
training provided by the State of California
Commission on Peace Officer Standards and
Training (POST) and the Emergency Medical
Dispatch (EMD) training.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
7
Economic
Opportunity
Affordability City Attorney City Attorney Code Enforcement-
Tenant Protection
Hearings % of administrative
actions relating to
tenant protection
upheld by hearing
officer in hearing
staffed by CAO
The CAO staffs many administrative hearings to
defend Code Enforcement administrative actions
relating to tenant protection. Success in
upholding these actions provides a measure of
both the accuracy of the CAO's assessment of the
validity of the actions and the success of the
CAO's approach at the hearings.
Economic
Opportunity
Affordability City Attorney City Attorney Code Enforcement-
Tenant Protection
Legal Advice &
Support
% of referrals
relating to tenant
protection on which
review is completed
within 30 days
The CAO reviews Code Enforcement referrals
relating to tenant protection to provide advice on
whether, and if so, what type of enforcement
action should be pursued. Completion of this
review within 30 days ensures that enforcement
actions are timely pursued.
Economic
Opportunity
Affordability City Attorney City Attorney Code Enforcement-
Tenant Protection
Litigation % of filed matters
relating to tenant
protection that are
resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce Municipal Code provisions relating to
tenant protection and defends against judicial
challenges to Code Enforcement actions.
Success in these actions provides a measure of
both the accuracy of the CAO's assessment of the
validity of those actions and the success of the
CAO's litigation efforts.
Economic
Opportunity
Affordability City Attorney City Attorney Consumer-Tenant
Protection
Advice/Dispute
Resolution
% of complaints on
which initial review is
completed within 30
days
The CAO receives and reviews tenant complaints
to determine whether, and if so, what type of
action should be taken to address them.
Completion of this review within 30 days ensures
that available actions, if justified, are timely
pursued.
Economic
Opportunity
Affordability City Attorney City Attorney Consumer-Tenant
Protection
Engagement % of tenant
calls/emails
responded to within
3 days
The CAO receives large numbers of calls from
tenants making a wide range of inquiries.
Responding to these calls within no more than 3
days ensures both that tenants understand that
their inquiries are taken seriously and that any
appropriate action to address those inquiries is
timely pursued.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
8
Economic
Opportunity
Affordability City Attorney City Attorney Consumer-Tenant
Protection
Litigation % of completed
tenant protection
investigations on
which action
decision is made
within 30 days
The CAO reviews the results of completed tenant
protection investigations to determine whether
enforcement actions should be pursued.
Completion of this review within 30 days ensures
that enforcement actions, if justified, are timely
pursued.
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Code Enforcement-
Permitting &
Licensing/Wage
Hearings % of administrative
actions relating to
Permitting &
Licensing and Wage
violations upheld by
hearing officer in
hearing staffed by
CAO
The CAO staffs many administrative hearings to
defend Code Enforcement administrative actions
relating to Permitting & Licensing and Wage
violations. Success in upholding these actions
provides a measure of both the accuracy of the
CAO's assessment of the validity of the actions
and the success of the CAO's approach at the
hearings.
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Code Enforcement-
Permitting &
Licensing/Wage
Legal Advice &
Support
% of referrals
relating to Permitting
& Licensing and
Wage violations on
which review is
completed within 30
days
The CAO reviews Code Enforcement referrals
relating to Permitting & Licensing and Wage
violations to provide advice on whether, and if so,
what type of enforcement action should be
pursued. Completion of this review within 30 days
ensures that enforcement actions are timely
pursued.
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Code Enforcement-
Permitting &
Licensing/Wage
Litigation % of filed matters
relating to Permitting
& Licensing and
Wage violations that
are resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce the City's Municipal Code provisions
relating to Permitting & Licensing and Wage
violations and defends against judicial challenges
to Code Enforcement actions. Success in these
actions provides a measure of both the accuracy
of the CAO's assessment of the validity of those
actions and the success of the CAO's litigation
efforts.
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Consumer-
Consumer
Protection
Advice/Dispute
Resolution
% of complaints on
which initial review is
completed within 30
days
The CAO receives and reviews tenant complaints
to determine whether, and if so, what type of
action should be taken to address them.
Completion of this review within 30 days ensures
that available actions, if justified, are timely
pursued.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
9
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Consumer-
Consumer
Protection
Engagement % of tenant
calls/emails
responded to within
3 days
The CAO receives large numbers of calls from
tenants making a wide range of inquiries.
Responding to these calls within no more than 3
days ensures both that tenants understand that
their inquiries are taken seriously and that any
appropriate action to address those inquiries is
timely pursued.
Economic
Opportunity
Financial
Wellbeing
City Attorney City Attorney Consumer-
Consumer
Protection
Litigation % of completed
investigations on
which action
decision is made
within 30 days
The CAO reviews the results of completed
investigations to determine whether enforcement
actions should be pursued. Completion of this
review within 30 days ensures that enforcement
actions, if justified, are timely pursued.
Governance Accountability City Attorney City Attorney Administration Customer Service % of citizen calls
referred or
responded to within
3 days
The CAO receives large numbers of calls from
residents and others making a wide range of
inquiries. Responding to these calls, or referring
them to the appropriate person for response,
within no more than 3 days ensures both that
callers understand that their inquiries are taken
seriously and that any appropriate action to
address those inquiries is timely pursued.
Governance Accountability City Attorney City Attorney Administration Department
Leadership &
Strategic Planning
No metric required
for this activity
N/A
Governance Accountability City Attorney City Attorney Municipal Public Record
Requests
% of public records
requests processed
within 10 days of
initial request
The CAO works with City Departments to respond
to public records requests. Processing those
requests and providing an initial response
(whether production of records or an explanation
of why an extension is needed) within 10 days is a
statutory requirement and contributes to
transparency of government operations
Governance Stewardship City Attorney City Attorney Administration Administrative
Support to Divisions
No metric required
for this activity
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
10
Governance Stewardship City Attorney City Attorney Administration Training & Support % of staff who
participated in a
training/professional
development
session who feel that
they are adequately
trained through a
post-training survey
Ensuring the professional development of CAO
staff both maintains and improves staff skills
required for the CAO to provide necessary
services and provides staff with opportunities to
develop skills necessary to professional
advancement.
Governance Stewardship City Attorney City Attorney Civil Liability Advice/Dispute
Resolution
% of cases settled at
50% or more below
initial demand
The CAO defends the City in cases seeking
monetary damages. In instances where cases
settle, settlements at 50% or more below a
plaintiff's initial demand provide a measure of both
the accuracy of the CAO's assessment of the
value of the case and the CAO's success in
decreasing the City's costs.
Governance Stewardship City Attorney City Attorney Civil Liability Litigation (a) % of cases
resolved through
mechanism other
than settlement
without payment by
City; (b) % of cases
tried with verdict
20% or more below
final demand.
The CAO defends the City in cases seeking
monetary damages. In instances where cases do
not settle: (a) the CAO's resolution of cases
without payment by the City, whether by demurrer,
motion for summary judgment, or other
mechanism, provides a measure of the CAO's
success in litigation; and (b) if cases are tried to
verdict, verdicts at 20% or below a plaintiff's final
demand before trial provide a measure of both the
accuracy of the CAO's assessment of the value of
the case and the success of the CAO's trial work.
Governance Stewardship City Attorney City Attorney Municipal Legal Advice &
Support
% of contracts
processed within 14
days of receipt
The CAO reviews and approves most contracts
executed by the City for goods and services.
Completing this review and approval process
within 14 days ensures that contracts continue to
timely progress to execution.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
11
Governance Stewardship City Attorney City Attorney Municipal Litigation % of litigated cases
resolved in City's
favor
The CAO defends against judicial challenges to
Municipal Code provisions. Success in these
actions provides a measure of both the accuracy
of the CAO's assessment of the validity of those
provisions and the success of the CAO's litigation
efforts.
Health Environmental
Health
City Attorney City Attorney Code Enforcement-
Food/Health
Hearings % of administrative
actions relating to
Food and Health
upheld by hearing
officer in hearing
staffed by CAO
The CAO staffs many administrative hearings to
defend Code Enforcement administrative actions
relating to Food and Health. Success in upholding
these actions provides a measure of both the
accuracy of the CAO's assessment of the validity
of the actions and the success of the CAO's
approach at the hearings.
Health Environmental
Health
City Attorney City Attorney Code Enforcement-
Food/Health
Legal Advice &
Support
Health Environmental
Health
City Attorney City Attorney Code Enforcement-
Food/Health
Litigation % of matters filed to
enforce Municipal
Code provisions
relating to Food and
Heath that are
resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce the City's Municipal Code and defends
against judicial challenges to Code Enforcement
actions. Success in these actions provides a
measure of both the accuracy of the CAO's
assessment of the validity of those actions and the
success of the CAO's litigation efforts.
Health Environmental
Health
City Attorney City Attorney Consumer-
Environmental
Protection
Advice/Dispute
Resolution
% of environmental
protection
complaints on which
initial review is
completed within 30
days
The CAO receives and reviews environmental
protection complaints to determine whether, and if
so, what type of action should be taken to address
them. Completion of this review within 30 days
ensures that available actions, if justified, are
timely pursued.
Health Environmental
Health
City Attorney City Attorney Consumer-
Environmental
Protection
Engagement % of calls/emails
relating to
environmental
protection
responded to within
3 days
The CAO receives calls from residents and others
making a wide range of inquiries relating to
environmental protection. Responding to these
calls within no more than 3 days ensures both that
callers understand that their inquiries are taken
seriously and that any appropriate action to
address those inquiries is timely pursued.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
12
Health Environmental
Health
City Attorney City Attorney Consumer-
Environmental
Protection
Litigation % of completed
environmental
protection
investigations on
which action
decision is made
within 30 days
The CAO reviews the results of completed
environmental protection investigations to
determine whether enforcement actions should be
pursued. Completion of this review within 30 days
ensures that enforcement actions, if justified, are
timely pursued.
Health Mental Health City Attorney City Attorney Criminal Mental Health
Diversion Programs
% of individuals
granted mental
health diversion who
successfully
complete program
Mental health diversion programs seek to divert
certain defendants out of the criminal justice
system into mental health care that will address
the mental health issues that are an underlying
cause of their criminal conduct. Completion of the
required mental health treatment provides a
measure of the diversion programs' success.
Health Physical Health City Attorney City Attorney Criminal Drug Diversion
Programs
% of individuals
granted drug
diversion who
successfully
complete program
Drug diversion programs seek to divert certain
defendants out of the criminal justice system into
drug treatment that will address the drug use that
is an underlying cause of their criminal conduct.
Completion of the required drug treatment
provides a measure of the diversion programs'
success.
Health Reduce
Homelessness
City Attorney City Attorney Criminal Homeless Court % of homeless court
participants
transitioned to
temporary/
permanent housing
within 6 months
The goal of homeless court is to divert certain
defendants for whom homelessness is an
underlying cause of their criminal activity out of
the criminal justice system. Transition into
temporary/permanent housing provides a
measure of the program's success.
Place &
Planet
Built
Environment
City Attorney City Attorney Code Enforcement-
Building & Safety
Hearings % of administrative
actions upheld by
hearing officer in
hearing staffed by
CAO
The CAO staffs many administrative hearings to
defend Code Enforcement administrative actions.
Success in upholding these actions provides a
measure of both the accuracy of the CAO's
assessment of the validity of the actions and the
success of the CAO's approach at the hearings.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
13
Place &
Planet
Built
Environment
City Attorney City Attorney Code Enforcement-
Building & Safety
Legal Advice &
Support
% of referrals on
which review is
completed within 30
days
The CAO reviews Code Enforcement referrals to
provide advice on whether, and if so, what type of
enforcement action should be pursued.
Completion of this review within 30 days ensures
that enforcement actions are timely pursued.
Place &
Planet
Built
Environment
City Attorney City Attorney Code Enforcement-
Building & Safety
Litigation % of matters filed to
enforce Municipal
Code Building &
Safety provisions
that are resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce the Municipal Code's Building & Safety
provisions, and defends against judicial
challenges to such enforcement actions. Success
in these actions provides a measure of both the
accuracy of the CAO's assessment of the validity
of those actions and the success of the CAO's
litigation efforts.
Safety Keeping
Neighborhoods
Safe
City Attorney City Attorney Code Enforcement-
Police
Hearings % of Police
Department
administrative
actions upheld by
hearing officer in
hearing staffed by
CAO
The CAO staffs many administrative hearings to
defend Code Enforcement administrative actions
by the Police Department. Success in upholding
these actions provides a measure of both the
accuracy of the CAO's assessment of the validity
of the actions and the success of the CAO's
approach at the hearings.
Safety Keeping
Neighborhoods
Safe
City Attorney City Attorney Code Enforcement-
Police
Legal Advice &
Support
% of Police
Department referrals
on which review is
completed within 30
days
The CAO reviews Police Department Code
Enforcement referrals to provide advice on
whether, and if so, what type of enforcement
action should be pursued. Completion of this
review within 30 days ensures that enforcement
actions are timely pursued.
Safety Keeping
Neighborhoods
Safe
City Attorney City Attorney Code Enforcement-
Police
Litigation % of matters filed
based on Police
Department referrals
that are resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce the City's Municipal Code provisions
based on Police Department referrals and defends
against judicial challenges to Code Enforcement
actions. Success in these actions provides a
measure of both the accuracy of the CAO's
assessment of the validity of those actions and the
success of the CAO's litigation efforts.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
14
Safety Keeping
Neighborhoods
Safe
City Attorney City Attorney Criminal Prosecution % of filed
misdemeanor cases
resulting in
conviction
The CAO files misdemeanor cases based on
referrals from SMPD and other law enforcement
agencies; the percentage that result in conviction
provides a rough measure of the quality of the
filings.
Safety Safe Driving,
Walking, Biking,
and Transit
City Attorney City Attorney Code Enforcement-
General & Fire
Hearings % of general and
Fire-related
administrative
actions upheld by
hearing officer in
hearing staffed by
CAO
The CAO staffs many administrative hearings to
defend general and Fire-related Code
Enforcement administrative actions. Success in
upholding these actions provides a measure of
both the accuracy of the CAO's assessment of the
validity of the actions and the success of the
CAO's approach at the hearings.
Safety Safe Driving,
Walking, Biking,
and Transit
City Attorney City Attorney Code Enforcement-
General & Fire
Legal Advice &
Support
% of general and
Fire-related
enforcement
referrals on which
review is completed
within 30 days
The CAO reviews general and Fire-related Code
Enforcement referrals to provide advice on
whether, and if so, what type of enforcement
action should be pursued. Completion of this
review within 30 days ensures that enforcement
actions are timely pursued.
Safety Safe Driving,
Walking, Biking,
and Transit
City Attorney City Attorney Code Enforcement-
General & Fire
Litigation % of filed general
and Fire-related
enforcement matters
that are resolved in
People's/City's favor
The CAO files actions (both criminal and civil) to
enforce general and Fire-related Municipal Code
provisions and defends against judicial challenges
to Code Enforcement actions. Success in these
actions provides a measure of both the accuracy
of the CAO's assessment of the validity of those
actions and the success of the CAO's litigation
efforts. City Attorney City Attorney Code Enforcement-
Food/Health
Legal Advice &
Support
% of enforcement
referrals relating to
Food and Health on
which review is
completed within 30
days
The CAO reviews Code Enforcement referrals
relating to Food and Health to provide advice on
whether, and if so, what type of enforcement
action should be pursued. Completion of this
review within 30 days ensures that enforcement
actions are timely pursued.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
15
Community Connected
Community
Records &
Elections
Services
Administration
(R&ES)
Passport Services Passport Services Percentage of
incomplete passport
appointments
The City Clerk's Office serves as a Passport
Application Acceptance Facility for the U.S.
Department of State-Bureau of Consular Affairs.
Since its inception in 2014, the service raised over
$300,000 in passport processing/photo fees, and
averages to 1,865 applications and 975 photos
per year. The Office services the community by
providing efficient services in under 20 minutes,
and strives to minimize the number of incomplete
appointments due to mail-in renewals, insufficient
documentation/payment or no-shows.
Community Connected
Community
Records &
Elections
Services
Elections Elections Outreach
Community Engaged and
Thriving
Community
Records &
Elections
Services
Administration
(R&ES)
Boards,
Commissions &
Advisory Bodies
Appointments to
Boards,
Commissions &
Advisory Bodies
Percentage of
vacant
board/commissions
positions filled within
90 days of declaring
an
unexpected/annual
vacancy.
The City Clerk's Office complies with the Maddy
Act by preparing the Local Appointments List and
fills vacancies in City Council-appointed Boards &
Commissions. The City has over 24 Boards,
Commissions, Task Forces and Committees with
over 140 Council-appointed positions. The
Office: processes resignations and annual
vacancies for the next available City Council
meeting; maintains an updated list of qualified
applicants; and strives to fill positions at 100%.
Community Engaged and
Thriving
Community
Records &
Elections
Services
Administration
(R&ES)
Support to Mayor
and Council
City Council Meeting
Operations
Percentage of City
Council agendas,
initially made
available to the
public, one week
before a meeting.
The City Clerk is a City Charter Officer appointed
by to the City Council. The Clerk's duties include
but are not limited to: preparing/posting the
Council meeting agenda and packet; registering
public speakers; preparing Council minutes and
maintaining the Council's legislative records. The
City Clerk publishes/distributes the agenda per the
Brown Act, and strives to make Council
documents available within 1 week before a
meeting.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
16
Community Engaged and
Thriving
Community
Records &
Elections
Services
Elections Elections Election Operations Percentage of
potential candidates
and measure
information
processed within 30
minutes.
The City Clerk serves as the City Elections
Official. The Office conducts biennial municipal
elections for the City Council, Rent Control Board,
Santa Monica Community College, and Santa
Monica-Malibu Unified School, in consolidation
with the LA County Registrar-Recorder/County
Clerk's Office. Since 2010, an average of 24
candidates and 4 measures are processed per
election, and the office provides candidate and
measure information to voters of the City.
Candidate Filings consist of: Nomination Petitions,
Ballot Designation(s), various Fair Political
Practices Commission (FPPC) forms, a Candidate
Statement, and Authorization Form. Measures
may consist of: Notice of Intention to Circulate a
Petition, a Ballot Title & Summary, Impartial
Analysis, Arguments, and Rebuttals.
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Boards,
Commissions &
Advisory Bodies
Brown Act
Compliance
Number of meeting
agendas reviewed
and made available
to the public by the
close of business.
The City Clerk's Office complies with the Brown
Act by providing the community with adequate
notice of public meetings and physically posting
transparent agendas at designated locations in
City Hall and the Public Safety Facility. Twenty-
nine internal and external Boards & Commissions
post agendas with the office, and staff reviews
and posts an average of 35 agendas per month.
The office is looking to replace and upgrade its
posting locations with an electronic posting board
in front of City Hall.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
17
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Boards,
Commissions &
Advisory Bodies
Training and Support Percentage of
Board/ Commission
members completing
mandatory training.
Along with the City Attorney's Office, the City
Clerk's Office organizes/conducts annual and
biennial trainings for Board & Commission
members and Staff Liaisons. Trainings include but
are not limited to New Member Orientation
(annual) and AB1234 Ethics Trainings (biennial)
that also provide Brown Act and Email Security
Training. The Office strives to have 100% of
members complete mandatory trainings.
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Election Support Political Reform Act
Filing Officer Duties
Percentage of
statements
processed within 1
month after deadline
The City Clerk serves as the City's Political
Reform Filing Officer for Statements of Economic
Interest (Form 700) and Campaign Disclosure
Statements. On average, the City has 600 Form
700 filers and 40 campaign filers. The City Clerk
is charged with: notifying filers of their filing duties;
reviewing statements for completeness (20% of
timely Form 700s, 100% of campaign statements
and 100% of late statements); and following-up on
amendments or with late filers. The Office strives
to conduct its mandatory review within a month of
the filing deadline.
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Lobbyist
Registration
Lobbyist Registration Percentage of
lobbyist forms
processed and
available to the
public by the next
business day.
The City Clerk serves as the City's Political
Reform Filing Officer for Statements of Economic
Interest (Form 700) and Campaign Disclosure
Statements. On average, the City has 600 Form
700 filers and 40 campaign filers. The City Clerk
is charged with: notifying filers of their filing duties;
reviewing statements for completeness (20% of
timely Form 700s, 100% of campaign statements
and 100% of late statements); and following-up on
amendments or with late filers. The Office strives
to conduct its mandatory review within a month of
the filing deadline.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
18
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Records
Management
Public Records
Requests
Number of Public
Records Request
Activities completed
in 10 days or less.
Along with the City Attorney, the City Clerk is a
compliance officer for the Public Records Act
(PRA). Since GovQA’s launch in 2018, the City’s
online Records Request Center received over
1800 requests which consists of over 2000
activities (a request that is sent to multiple
divisions). State law requires the City to respond
to requests within 10 calendar days of receipt and
staff strives to fill simple requests within this
period. Requests completed in 10 days or more
are more complex: requesting a voluminous
amount of documents which we will produce on a
rolling basis over a specified period of time,
consult with a field facility or consultant for the
requested documents or waiting for a payment.
Governance Stewardship Records &
Elections
Services
Administration
(R&ES)
Administration Administrative
Support to Divisions
Metric not required. N/A
Governance Stewardship Records &
Elections
Services
Administration
(R&ES)
Records
Management
City Records
Maintenance
Percentage of file
retrievals and new
file box creation
requests processed.
The Records Section of the City Clerk's Office
manages the City's records by: conducting the
annual review of the Records Retention Schedule;
overseeing the annual records destruction
process; and coordinating the storage/retrieval of
off-site City records. On average, Records
creates 600 new file boxes and retrieves/re-files
600 files/boxes for City staff. The Records section
will be assisting with: the establishment of an
electronic records retention policy, and an inter-
Departmental scanning project that is expected to
reduce off-site storage costs.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
19
Governance Stewardship Records &
Elections
Services
Support Services
(R&ES)
Mail Services Internal Mail
Services
Average delivery
time per mail route
(4 routes)
The City Clerk's Office runs the City's Mailroom
that delivers mail to 33 Drop-Off Locations, and
processes an average of 300,000+ pieces of
outgoing mail a year. The Mailroom strives to sort,
deliver and/process all incoming/outgoing mail by
the close of business, and is looking to reduce
mail delivery time.
Governance Stewardship Records &
Elections
Services
Support Services
(R&ES)
Printing Services Internal Printing
Services
Percentage of
routine print jobs
completed
REQUESTING TO REPORT METRIC UNTIL
NEW WEB-TO-PRINT SYSTEM IS
IMPLEMENTED.
The City Clerk's Office runs the City's Print Shop
and prints an average of 2,664,000 pages a year.
The Print Shop is looking to upgrade their
electronic storefront system which will allow them
to report on other metrics, and establish a List of
Approved External Vendors for special and after-
hours print jobs.
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Boards,
Commissions &
Advisory Bodies
Brown Act
Compliance
Number of meeting
agendas reviewed
and made available
to the public by the
close of business.
The City Clerk's Office complies with the Brown
Act by providing the community with adequate
notice of public meetings and physically posting
transparent agendas at designated locations in
City Hall and the Public Safety Facility. Twenty-
nine internal and external Boards & Commissions
post agendas with the office, and staff reviews
and posts an average of 35 agendas per month.
The office is looking to replace and upgrade its
posting locations with an electronic posting board
in front of City Hall.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
20
Governance Accountability Records &
Elections
Services
Administration
(R&ES)
Election Support Political Reform Act
Filing Officer Duties
Percentage of
statements
processed within 1
month after deadline
The City Clerk serves as the City's Political
Reform Filing Officer for Statements of Economic
Interest (Form 700) and Campaign Disclosure
Statements. On average, the City has 600 Form
700 filers and 40 campaign filers. The City Clerk
is charged with: notifying filers of their filing duties;
reviewing statements for completeness (20% of
timely Form 700s, 100% of campaign statements
and 100% of late statements); and following-up on
amendments or with late filers. The Office strives
to conduct its mandatory review within a month of
the filing deadline.
Community Engaged and
Thriving
Community
Records &
Elections
Services
Elections Elections Outreach Percentage of voter
registration forms
processed within 72
hours.
In partnership with the LA County Registrar-
Recorder/County Clerk, the City Clerk's Office
was deputized to provide registration
forms/assistance to eligible voters. The office
conducts annual and biennial registration events
at local high schools/colleges (annual), Farmers'
Markets (biennial), and City-sponsored events or
community events as requested.
Place &
Planet
Mobility and
Access
Big Blue Bus Special Service Mobility On
Demand Everyday
(MODE)
Mobility On Demand
Everyday (MODE)
Resident rides per
quarter.
Mobility on Demand Every Daye (MODE) is a
transportation service for resident seniors and
disabled persons.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Fin &
Admin Service
Administration Administrative
Support to Divisions
Metric not required
for this activity
N/A
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Fin &
Admin Service
Administration Customer Service Percent of phone
calls answered by a
person.
Calls answered from public.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Fin &
Admin Service
Administration Department
Leadership and
Strategic Planning
Metric not required
for this activity.
N/A
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Fin &
Admin Service
Administration Intergovernmental
Relations
Grant awards
received
Identify, submit and secure state, local and/or
federal grants
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
21
Place &
Planet
Mobility and
Access
Big Blue Bus Transit
Maintenance
Transit Facilities
Maintenance
Facilities
Maintenance
Facility Condition
Assessment
Assessment of age, design, construction and
materials of the infrastructure. This information is
reportable to the National Transit Database
annually.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit
Maintenance
Transit
Maintenance
Management
Fleet Maintenance Maintenance
Operating cost per
vehicle revenue
service hour
Review of maintenance expense per vehicle
revenue hour
Place &
Planet
Mobility and
Access
Big Blue Bus Transit
Maintenance
Transit Mechanics Fleet Maintenance Total annual
breakdowns
Total minor breakdowns which is reportable to the
National Transit Database
Place &
Planet
Mobility and
Access
Big Blue Bus Transit
Maintenance
Transit Motor
Coach Cleaners
Fleet Maintenance Buses in service
fueled daily
Buses in revenue vehicle service are to be fueled
and daily to avoid service interruptions
Place &
Planet
Mobility and
Access
Big Blue Bus Transit
Operations
Transit Motor
Coach Operators
Safe Bus Service Percent of buses
that successfully
adheres to published
bus schedule
Department tracks bus travel/location through a
transit GPS software.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Planning
& Performance
Performance
Management
Schedule and Route
Development
Percent change in
ridership
BBB continues to identify ways to increase
ridership by the implementation of various
strategies aimed to improve customer experience.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Planning
& Performance
Planning Special projects Passengers per
revenue vehicle hour
Average number of passengers for each hour of
revenue bus service
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Planning
& Performance
Planning Strategic Planning Percent change in
actual weekday
travel speed.
Average actual speed while in service including
dwell time at stops.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Safety &
Training
Safety Policies and
Procedures
Preventable
Accidents
Fiscal Year End Average Monthly Preventable
accidents per 100,000 miles which is reported to
the National Transit Database.
Place &
Planet
Mobility and
Access
Big Blue Bus Transit Safety &
Training
Training Training and Support Percent of drivers
that completed all
quarterly safety
meetings.
Training in order to provide Motor Coach
Operators with mandatory training on various
safety topics.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
22
Place &
Planet
Mobility and
Access
Big Blue Bus Trnst Comm
Engagemt & Cust
Exp
Community
Engagement
Engagement Community
Engagement
Percent of engagement efforts that result in a
measurable action.
Community Connected
Community
Community &
Cultural
Services
Administration &
Planning Svcs
Administration Administrative
support to divisions
No metric required
for this activity
N/A
Community Connected
Community
Community &
Cultural
Services
Administration &
Planning Svcs
Administration Communications % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Administration &
Planning Svcs
Administration Departmental
leadership and
strategic planning
No metric required
for this activity
N/A
Community Connected
Community
Community &
Cultural
Services
Community
Recreation
Community
Services
Communications % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Art Spaces Civic Auditorium
Operations/Rentals
Minimize %
decrease in Civic
Auditorium rental
revenues due to
parking lot closure
Ensure revenues lost as a result of the parking lot
closure are avoided and mitigated as much as
possible
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Art Spaces Miles Memorial
Playhouse
Programming
5% increase in
number of people
served by Miles
Playhouse/Reed
Park Cultural
programming
Attendees of Fireside series, Meet Me at Reed
outdoor concerts, and venue rentals
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Beach House
Operations
Communications % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Beach House
Operations
Private Event
Rentals
5% increase in
revenue
Event rentals, film & photo shoots, catering
license fees, event & film-related parking
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
23
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Beach House
Operations
Community &
Cultural
Programming
5% increase in
revenue
Pool day use, court & canopy rentals, public
parking, Guest House tours, cultural
programming, and public events
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Cultural Policy Strategic Planning No metric required
for this activity
N/A
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Events Communications % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Events Event Programming
and Production
5% increase in
number of people
served by
community events
Track audiences served by City-produced Cultural
events
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Grants Engagement % increase in
participation in
defined engagement
events
% increase in participation in defined engagement
events
Community Connected
Community
Community &
Cultural
Services
Cultural Affairs Grants Grants Program
Management
Number of
individuals Served
by Grantees
Grantees provide the audiences/numbers served
for their programs
Community Connected
Community
Community &
Cultural
Services
Human Services Homeless/ Seniors Communication % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Human Services Homeless/ Seniors Engagement % increase in
participation in
defined engagement
events
% increase in participation in defined engagement
events
Community Connected
Community
Community &
Cultural
Services
Human Services Police Activities
League
Community Events Percent change in
number of attendees
at PAL events
Community members who attend Best Gift Ever,
Back to School, Spooktacular, and/ or
Thanksgiving Dinner
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
24
Community Connected
Community
Community &
Cultural
Services
Human Services Virginia Avenue
Park
Community Events Percent increase in
number of people
served by
community events
People served are attendees of Arts& Literacy,
Ethiopian Festival, Mexican Independence Day,
Posada, Day of the Dead, Greens Festivals, Our
Girls Rock, Juneteenth, Veterans Day, and/or
Men's Day
Community Connected
Community
Community &
Cultural
Services
Human Services Youth & Families Communications % change in website
visits
% change in website visits
Community Connected
Community
Community &
Cultural
Services
Human Services Youth & Families Engagement % increase in
participation in
defined engagement
events
% increase in participation in defined engagement
events
Community Engaged and
Thriving
Community
Community &
Cultural
Services
Administration &
Planning Svcs
Administration Support to boards,
commissions, task
forces and
committees
% of board and
commission
members who miss
fewer than three
meetings
% of board and commission members who miss
fewer than three meetings
Community Engaged and
Thriving
Community
Community &
Cultural
Services
Cultural Affairs Cultural Policy Support to Boards,
Commissions, Task
Forces and
Committees
% of board and
commission
members who miss
fewer than three
meetings
% of board and commission members who miss
fewer than three meetings
Community Engaged and
Thriving
Community
Community &
Cultural
Services
Human Services Boards,
Commissions &
Advisory Bodies
Support to Boards,
Commissions, Task
Forces and
Committees
% of board and
commission
members who miss
fewer than three
meetings
% of board and commission members who miss
fewer than three meetings
Governance Accountability Community &
Cultural
Services
Beach
Administration
Beach
Administration
Intergovernmental
Relations
% of city
governments in Los
Angeles County that
we partner with on a
defined project
% of city governments in Los Angeles County that
we partner with on a defined project
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
25
Governance Accountability Community &
Cultural
Services
Human Services Homeless/ Seniors Intergovernmental
Relations
% of city
governments in Los
Angeles County that
we partner with on a
defined project
% of city governments in Los Angeles County that
we partner with on a defined project
Governance Accountability Community &
Cultural
Services
Human Services Youth & Families Intergovernmental
Relations
% of city
governments in Los
Angeles County that
we partner with on a
defined project
% of city governments in Los Angeles County that
we partner with on a defined project
Health Mental Health Community &
Cultural
Services
Human Services Homeless/ Seniors Direct Client
Services - Seniors,
People with
Disabilities
Percentage of HSGP
Projects Serving
90% or more of their
Santa Monica
Program Participants
(SMPP) Targets
Participants Served for HSGP, other HSD Safety
Net Programs
Health Mental Health Community &
Cultural
Services
Human Services Youth & Families Direct Client
Services -
Social/Emotional
Wellbeing
Percentage of HSGP
Projects Serving
90% or more of their
Santa Monica
Program Participants
(SMPP) Targets
Participants Served for HSGP, other HSD Safety
Net Programs
Health Mental Health Community &
Cultural
Services
Human Services Youth & Families Grants Program
Management
Percentage of HSGP
Projects Meeting
Cash Match
Requirement
Total $ Amount of Grants/Contracts Associated w/
Activity
Health Physical Health Community &
Cultural
Services
Community
Recreation
Aquatics Classes and Camps 5% reduction of
swim lesson waitlist
Historically, demand for swim lessons far exceeds
our capacity.
Health Physical Health Community &
Cultural
Services
Community
Recreation
Aquatics Permit Services 70% of surveyed
permittees who rank
the permit process
as satisfactory or
above
Design, distribute and analyze permittee survey
results
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
26
Health Physical Health Community &
Cultural
Services
Community
Recreation
Aquatics Recreation: Drop-in
and Membership
5% increase in
number of
participants
Increase in drop-in visits at Santa Monica Swim
Center.
Health Physical Health Community &
Cultural
Services
Community
Recreation
Community
Services
Classes and Camps 5% increase in
number of
participants
Increase in both resident and non-resident
participants
Health Physical Health Community &
Cultural
Services
Community
Recreation
Community
Services
Community Gardens 10% increase in
community garden
plots
Expand individual community garden plots by 10%
Health Physical Health Community &
Cultural
Services
Community
Recreation
Community
Services
Permit Services 70% of surveyed
permittees who rank
the permit process
as satisfactory or
above
Design, distribute and analyze permittee survey
results
Health Physical Health Community &
Cultural
Services
Community
Recreation
Community
Services
Santa Monica
Adaptive Recreation
Services (SMARS)
2.5% resident in
resident SMARS
social club
participants
Increase number of resident SMARS Social Club
participants by 2.5%
Health Physical Health Community &
Cultural
Services
Community
Recreation
Sports Adult Sports
Leagues
70% of surveyed
participants who
rank the program as
satisfactory or above
Design, distribute and analyze participant survey
results
Health Physical Health Community &
Cultural
Services
Community
Recreation
Sports Permit Services 70% of surveyed
permittees who rank
the permit process
as satisfactory or
above
Design, distribute and analyze permittee survey
results
Health Physical Health Community &
Cultural
Services
Community
Recreation
Sports Recreation: Drop-in
and Membership
5% increase in
number of
participants
Drop-in visits for gym, skate park, tennis, drop-in
soccer and pickleball
Health Physical Health Community &
Cultural
Services
Cultural Affairs Beach House
Operations
Classes and Camps Number of classes
and camps that
reach capacity of
75% or greater
Stand-up paddle boarding, yoga, bogafit, semi-
private swim, beach volleyball classes and camps
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
27
Health Reduce
Homelessness
Community &
Cultural
Services
Human Services Homeless/ Seniors Direct Client
Services- Homeless
Percentage of HSGP
Projects Serving
90% or more of their
Santa Monica
Program Participants
(SMPP) Targets
Participants Served for HSGP, other HSD Safety
Net Programs
Health Reduce
Homelessness
Community &
Cultural
Services
Human Services Homeless/ Seniors Grants Program
Management
Percentage of HSGP
Projects Meeting
Cash Match
Requirement
Total $ Amount of Grants/Contracts Associated w/
Activity
Learning Community
Learning
Community &
Cultural
Services
Cultural Affairs Art Spaces Camera Obscura
Programming
5% increase
numbers of people
served by Camera
Obscura Classes
Attendees of art-making classes, visits to the
Camera Obscura and other events
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services CREST Out of School Time-
Enrichment
Percent increase in
program participants
(resident and non-
resident)
Participants served are Santa Monica elementary
school students enrolled in the CREST
Enrichment program
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services CREST Out of School Time
Programming-
General
Percent increase in
program participants
(resident and non-
resident)
Participants served are Santa Monica elementary
school students enrolled in CREST Club,
Homework Club, and/or Playground Access
programs
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services CREST Out of School Time-
Sports
Percent increase in
program participants
(resident and non-
resident)
Participants served are Santa Monica elementary
school and middle school students enrolled in
Elementary Sports or Middle School Sports
programs
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services CREST School Break
Programming-
Camps
Percent increase in
program participants
(resident and non-
resident)
Participants served are children ages 8-14
enrolled in any one of the following camp
programs: Camp Santa Monica, Santa Monica
Sports Experience, Wrap Around Camp, Water
Adventures and girls ages 11-14 enrolled in
Rosie's Girls
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
28
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services CREST Special Needs
Training and
Accommodations
Percent change in
accommodation
hours provided in a
fiscal year
Participants served are enrolled in any CREST
program and request accommodations
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services Police Activities
League
Out of School Time
Programming -
Elementary/Middle
School
Percent increase in
unduplicated
participants (resident
and non-resident)
Participants served are ages 6-17, reside in
and/or attend school in Santa Monica, and
enrolled in PAL Education, Fitness/Sports,
Leadership programs
Learning Early Childhood
Learning
Community &
Cultural
Services
Human Services Youth & Families Direct Client
Services- Early
Education
Percentage of HSGP
Projects Serving
90% or more of their
Santa Monica
Program Participants
(SMPP) Targets
Participants Served for HSGP, other HSD Safety
Net Programs
Learning School-Aged
Learning
Community &
Cultural
Services
Human Services Police Activities
League
Out of School Time
Programming - High
School/Early Adults
Percent increase in
unduplicated
participants (resident
and non-resident)
Participants served are ages 6-17, reside in
and/or attend school in Santa Monica, and
enrolled in PAL Education, Fitness/Sports,
Leadership programs
Learning School-Aged
Learning
Community &
Cultural
Services
Human Services Virginia Avenue
Park
Out of School Time
Programming -
Elementary/Middle
School
Percent increase in
unduplicated
participants (resident
and non-resident)
Participants served are park patrons, grades 1st-
8th, who attend VAP Homework Assistance, Artist
in Residence, summer camp programs
Learning School-Aged
Learning
Community &
Cultural
Services
Human Services Virginia Avenue
Park
Out of School Time
Programming - High
School/Early Adults
Percent increase in
unduplicated
participants (resident
and non-resident)
Participants served are park patrons, grades 9th-
college, who attend VAP College Bound, Teen
Center, Artist in Residence programs
Place &
Planet
Built
Environment
Community &
Cultural
Services
Administration &
Planning Svcs
Parks Capital Improvement
Program (CIP)
Management
% of CIP projects
that are on track to
meet timeline and
budget contractual
work requirements
CIP projects have defined project schedules and
budgets and this metric measures the percentage
of those that are completed on schedule and
within the approved budget.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
29
Place &
Planet
Built
Environment
Community &
Cultural
Services
Administration &
Planning Svcs
Parks Park operations and
planning
% increase of the
community within a
10 minute walk of a
park or the beach
Track the % of the community who live within a 10
minute walk of a park or the beach
Place &
Planet
Built
Environment
Community &
Cultural
Services
Beach
Administration
Beach
Administration
Capital Improvement
Program (CIP)
Management
% of CIP projects
that are on track to
meet timeline and
budget contractual
work requirements
CIP projects have defined project schedules and
budgets and this metric measures the percentage
of those that are completed on schedule and
within the approved budget.
Place &
Planet
Built
Environment
Community &
Cultural
Services
Community
Recreation
Sports Playground
Partnership
2.5% increase in
community usage at
the Playground
Partnership sites
Develop statistically valid method to measure
usage at Playground Partnership sites
Place &
Planet
Built
Environment
Community &
Cultural
Services
Cultural Affairs Beach House
Operations
Beach House
Management
Metric in
development
N/A
Place &
Planet
Built
Environment
Community &
Cultural
Services
Cultural Affairs Public Art Placemaking
Initiatives
Number of artists
selected for Artist
Roster.
Creation of a pre-qualified list of artists to engage
in placemaking projects
Place &
Planet
Built
Environment
Community &
Cultural
Services
Cultural Affairs Public Art Public Art Collection
Management
% of art collection
pieces scheduled for
maintenance per
year that have
maintenance
completed.
Public art collection pieces scheduled for
maintenance per year that have maintenance
completed.
Place &
Planet
Climate Change Community &
Cultural
Services
Beach
Administration
Beach
Administration
Beach Operations
and Fund
Management
% increase in
separated beach
bike/pedestrian trail
Track the % of pre- post- construction bike and
ped trail mileage and/or linear feet
Community Connected
Community
Finance Administration
(Finance)
Administration Communications Percent change in
website visits
The Finance Department can track page visits
through google analytics. Percent change in new
users can indicate how successful the Department
is at creating and sharing information in a way that
the public can access.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
30
Community Engaged and
Thriving
Community
Finance Budget Division Budget
Development
Engagement Percent change in
visits to webpages
and data sites
sharing budget
information.
The City maintains budget data on both Open Gov
and Open Data tools. This metric reflects two-way
engagement as both services encourage
interaction with the user (downloading/
manipulating data or further research into data
sets). This metric will also include visits to the
City's webpages showing other budget information
(reports, etc.)
Economic
Opportunity
Financial
Wellbeing
Finance Administration
(Finance)
Administration Minimum Wage Law
Communications
and Enforcement
Percent of valid
claims concluded
successfully
The City's minimum wage communication and
enforcement goals are that workers are aware of
their rights under the law, businesses know how to
follow the law, and the City appropriately
investigates claims and successfully prosecutes
any business not in compliance. A successful
conclusion to a claim results in the business
taking corrective action, which could include back
wages and/ or paid sick leave hours restored to
workers. The City receives monthly reports
detailing claims received and follow up action
taken. Some claims do not constitute violations
and result in counseling. Valid claims result in
further investigation and enforcement action up to
criminal prosecution. This measure identifies to
what extent the City is effective in acting on valid
complaints and therefore effectively enforcing its
law.
Economic
Opportunity
Financial
Wellbeing
Finance Procurement Procurement Vendor Engagement Average Number of
Proposals Received
per Solicitation
Procurement's goal is to increase the average
number of proposals received per solicitation.
Governance Accountability Finance Administration
(Finance)
Administration Support to Boards,
Commissions, Task
Forces and
Committees
% meetings where
relevant documents
are posted and
available within one
week of the meeting
date.
The Finance Department supports different
boards, commissions, and task forces such as the
Audit Sub-Committee and Pension Advisory
Committee.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
31
Governance Accountability Finance Financial
Operations
Payroll Customer Service Average response
times
Recommended citywide metric. Captures the time
it takes to respond to a request from an external
customer involving the delivery of city services.
Governance Accountability Finance Procurement Procurement Surplus Property
Disposition
Revenue generated
by disposition
How much revenue has been generated due to
Procurement's facilitation of surplus property
disposition (i.e. obtaining an auction company with
the lowest fee for highest return to the City, etc.)
Governance Accountability Finance Revenue Revenue Budget
Development
Fee Management Percent of fee
updates completed
on schedule
The city updates its fee schedule every five years.
The city must update fees to ensure that the city
retains all funds due.
Governance Accountability Finance Revenue Treasury Local Tax
Administration
Percentage of tax
payments received
on time.
The City manages tax payment and expects to
receive on time payment. This ensures the City
receives all funds due.
Governance Innovation Finance Procurement Procurement Strategic Sourcing Number of
consolidated
solicitations
How many solicitations were consolidated through
strategic sourcing between divisions and across
departments.
Governance Resilience Finance Risk
Management‐
Admin
Insurance Program Insurance Program
Management
No meaningful
metric available
This activity is to purchase insurance, which the
City does regularly, based solely on having funds
available to purchase the insurance.
Governance Resilience Finance Risk
Management‐
Admin
Liability Program Insurance Certificate
Management
Percentage of
liability
claims/lawsuits
successfully
tendered to the
appropriate party
Tracks the effectiveness of the City's contractual
risk transfer efforts.
Governance Safety Finance Risk
Management‐
Admin
Safety Program Mandated Safety
Training
Percentage of
preventable injuries
that receive follow
up safety
intervention
Tracks the Safety Officer's efforts to avoid
preventable injuries from reoccurring.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
32
Governance Safety Finance Risk
Management‐
Admin
Safety Program Policies and
Procedures
Percent of relevant
staff trained on Risk
Management
Administration
Administrative
Instructions
This is a recommended metric to use for common
activities citywide.
Governance Safety Finance Risk
Management‐
Admin
Safety Program Training and Support Percentage of
preventable injuries
that receive follow
up safety
intervention
Tracks the Safety Officer's efforts to avoid
preventable injuries from reoccurring.
Governance Stewardship Finance Administration
(Finance)
Administration Administrative
Support to Divisions
No metric required
for this activity
N/A
Governance Stewardship Finance Administration
(Finance)
Administration Department
Leadership and
Strategic Planning
No metric required
for this activity
N/A
Governance Stewardship Finance Administration
(Finance)
Administration Internal Audit
Program
Percent of
recommendations
implemented within
the implementation
plan's specified time
frame
The City works contracts with an independent firm
for internal auditing services. The City Manager's
Office/ Audit Subcommittee/ City Council/ other
commission audits annually based on need/ focus
areas. Staff receives recommendations and
reports on implementation. This metric would look
at total # of recommendations and associated time
frames, and report on progress.
Governance Stewardship Finance Budget Division Budget
Development
Budget Budget vs. Actual
Spending (%) in the
General Fund
Comparing actual spending to the revised budget
indicates budgeting accuracy.
Governance Stewardship Finance Budget Division Budget
Development
Financial Forecast Forecast vs. actual
spending for
personnel costs in
the General Fund
(%)
Staff provides a 10-year forecast. We revise the
forecast every six months, and rerun numbers
annually. Regular, significant revisions to the
budget may indicate errors in forecasting.
Salaries and wages make up about 75% of GF/
66% all funds and reflect benefits and staffing
assumption. Large discrepancies could indicate a
need to change budgeting methodology.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
33
Governance Stewardship Finance Budget Division Budget
Development
Labor Negotiations Average time from
costing request to
completion
Budget staff costs scenarios based on the Human
Resource team's request. These are often tight
turnaround times. Measurement will provide a
better sense of overall workload in this area and
improve planning.
Governance Stewardship Finance Budget Division Budget
Management
Financial Status
Update
Forecast vs. actual
spending for
personnel costs in
the General Fund
(%)
Staff revises the 10-year forecast every six
months. This measure could track changes to the
salaries & wages budget required midway through
the year.
Governance Stewardship Finance Budget Division Budget
Management
Policies and
Procedures
Percent of relevant
staff trained on
budget process
This is a recommended metric to use for common
activities citywide.
Governance Stewardship Finance Budget Division Budget
Management
Training and Support Percent relevant
staff trained on Tyler
Munis, Budget
procedures
Financial system training (Tyler Munis) is the main
training focus for the next two year budget. This
metric will demonstrate how effectively budget
staff train end users on the budget processes in
the new financial system.
Governance Stewardship Finance Financial
Operations
Accounts Payable Accounts Payable Percent of invoices /
contracts / travel
reimbursements
processed for
payment within one
week
Suppliers or vendors are the businesses from
whom the City gets its goods and services. It is
crucial for the City’s operations to maintain good
relationships with their suppliers. The single most
important thing the City can do to maintain good
supplier relationships is to accurately pay its bills
on time. Any invoice / contract / travel
reimbursement that has completed the
departmental approval process by 11:59 pm on
Friday will be process for payment by
Accounts Payable staff the following week.
Governance Stewardship Finance Financial
Operations
Accounts Payable Policies and
Procedures
Percent of relevant
staff trained on the
Travel and Meeting
Expense
Administrative
Instruction
Accounts Payable staff will introduce a new
administrative instruction with fairly significant
changes in travel and meeting expenses. This will
be the focus of the next two years. Percent of
relevant staff trained will indicate success in
optimizing internal policies and procedures.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
34
Governance Stewardship Finance Financial
Operations
Accounts Payable Training and Support Percent relevant
staff trained on Tyler
Munis accounts
payable procedures
Finance staff will focus on financial system
training (Tyler Munis) for the next two years. This
measure will indicate success in training end
users throughout the city.
Governance Stewardship Finance Financial
Operations
Financial Reporting Accounting Dollar
value associated
with findings, passed
adjustments, materia
l weaknesses, and
significant
deficiencies
recommended by
auditor
Accuracy is critical to the integrity of the general
ledger and the financial statements. Strong
internal control must be in place to
ensure accuracy; they decrease the number of
errors and the chance for fraud.
Governance Stewardship Finance Financial
Operations
Financial Reporting Grants Monitoring Percent of grant
monies lost
through grant
mismanagement.
Grant funds should be maximized and used in
accordance with the numerous regulations and
agreements. Consequences of mismanaged
grant funds include audit findings, returning
previously received grant funds, discontinued
projects, lapsed funds, jeopardizing future grant
awards, and the General Fund becomes liable for
expenses. Grant mismanagement includes:
Funds lost due to grant mismanagement:
a) Grant agreement lapsed and expenditures not
reimbursed. (in yr of closeout) #/total active grants
b) Grant Expenditures disallowed in audit. (in yr of
audit) $/total expenditure audited
Governance Stewardship Finance Financial
Operations
Financial Reporting Policies and
Procedures
Percent of relevant
staff trained on new
journal entry
policies.
This is a recommended metric to use for common
activities citywide. Financial Reporting intends to
implement changes to journal entry processes
over the next two years.
Governance Stewardship Finance Financial
Operations
Financial Reporting Training and Support Percent relevant
staff trained on Tyler
Munis/ Financial
Reporting
procedures
Financial Reporting will focus on financial system
(Tyler Munis) training over the next two years.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
35
Governance Stewardship Finance Financial
Operations
Financial Systems Enterprise Resource
Planning (ERP)
System
Management
Percent available
system updates
tested within four
weeks of availability.
The Financial Operations division is responsible
for coordinating testing of software updates for the
City's financial system. Keeping the system up to
date helps to manage errors, and ensure that the
system provides consistent functionality to
users. Prompt and seamless software upgrades
indicate good system management and provide
the best chance that the system functions at a
high level. This metric demonstrates Financial
Operations' contribution to making sure the
financial system continues to work at its highest
level for users.
Governance Stewardship Finance Financial
Operations
Financial Systems Training and Support Percent of Tyler
Munis Financials,
Tyler Cashiering,
and Kronos
timekeeping support
requests responded
to in a timely fashion
Finance Department staff will manage Tyler Munis
support requests through Compass starting July 1,
2019. Response to these requests indicates level
of support to internal staff.
Governance Stewardship Finance Financial
Operations
Payroll Payroll Services Number of off-cycle
checks requests.
This number, when compared to the number of
overall direct deposits and manual checks, shows
how many checks require correction and thus a
higher investment of staff time. The Payroll unit
processes biweekly pay for the City's over 2,000
employees. Errors lead to less efficient use of
time.
Governance Stewardship Finance Procurement Contract
Management
Contract
Coordination
Number of contracts
processed
The number of contracts that pass through
Procurement for review and/or approval.
Governance Stewardship Finance Procurement Contract
Management
Training and Support Number of training
opportunities
provided
How many opportunities for Contract Management
training were provided to end-users.
Governance Stewardship Finance Procurement Procurement Training and Support Number of training
opportunities
provided
How many opportunities for Procurement-related
training were provided to end-users.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
36
Governance Stewardship Finance Revenue Administration Department
Leadership and
Strategic Planning
No metric required
for this activity.
N/A
Governance Stewardship Finance Revenue Billing & Collections External Collections Percent of past due
accounts referred
that have been
concluded by the
external collection
agency
The Billing & Collections Unit (B&C Unit) refers
accounts to an external collections agency to
provide past due debt collections services on past
due accounts that the City B&C Unit doesn't
conclude. Services include making contact
attempts, locating contact info using skip tracing,
resolving disputed charges, executing payment
agreements, reporting to credit bureaus, and
partnering with the City B&C Unit.
Governance Stewardship Finance Revenue Billing & Collections Internal Collections Percent of past due
accounts that have
been concluded by
the City B&C Unit
The Billing & Collections Unit (B&C Unit) provides
past due debt collections services to all City
Departments. Services include issuing a final
notice, assessing late fees, making contact
attempts, resolving disputed charges, executing
payment agreements, and coordinating with
Departments.
Governance Stewardship Finance Revenue Billing & Collections Non-Utilities Billing Percent of non-
utilities accounts
billed that were paid
on time
The Billing & Collections Unit (B&C Unit) provides
revenue cycle services and infrastructure to
maximize on-time payments. The B&C Unit
manages receivables (i.e., billing, payments and
other account level transactions) for other
departments' goods and services, such as Police
Event Services, Swim Center Usage, Fire
Inspections, Affordable Housing and more.
Governance Stewardship Finance Revenue Billing & Collections Utilities Billing Percent of utilities
accounts billed that
were paid on time
The Billing & Collections Unit (B&C Unit) provides
revenue cycle services and infrastructure to
maximize on-time payments. The B&C Unit
manages receivables (i.e., billing, payments and
other account level transactions) for other Utilities,
i.e., Water, Sewer, and Resource Recovery &
Recycling.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
37
Governance Stewardship Finance Revenue Business License
Unit
Business License
Tax Administration
Percentage of active
business license
accounts renewed
by the August 31st
deadline
The Finance Department's Business License Unit
is responsible for the administration of this
program. This includes ensuring that businesses
operating in the City are compliant with local,
state, and federal regulations. Santa Monica
Municipal Code Article 6 provides for the City to
levy and collect business license taxes, business
improvement district assessments, and fees for
other regulatory permits. This measure identifies
how successful the Business License Unit is at
gaining compliance with Article 6. This metric will
assist staff with analyzing and evaluating the
effectiveness of communications sent by the unit
to existing license holders.
Governance Stewardship Finance Revenue Business License
Unit
Revenue
Enhancement and
Compliance
Programs
Percentage of
compliance files
brought to a
successful
resolution
The Finance Department's Business License Unit
administers several revenue enhancement and
compliance programs to identify businesses that
are unregistered, misreporting or delinquent. The
purpose of these programs is to ensure local law
is applied equitably and accurately for all
individuals and entities conducting business in the
City. The Business License Unit will identify the
number of accounts that are delinquent, under
audit, or unlicensed, and compare it to the number
of accounts brought to a successful resolution at
the end of each fiscal year. A successful
resolution will include compliance, account
closures and file closures. This metric allows staff
to draw conclusions regarding the effectiveness of
these programs.
Governance Stewardship Finance Revenue Counting Room Big Blue Bus Coin
Counting
Percent of days all
coins are counted by
the next business
day
The Unit is to count all coins collected by the next
business day.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
38
Governance Stewardship Finance Revenue Counting Room Big Blue Bus
Currency Counting
Percent of days all
currencies are
counted within 24
hours or by the next
business day
The Unit is to count all currency collected by next
business day.
Governance Stewardship Finance Revenue Counting Room Parking Meter Coin
Collection
Percent of weeks all
pre-assigned parking
meter routes are
collected on a
weekly basis
Complete all assigned routes on a weekly basis.
Governance Stewardship Finance Revenue Counting Room Parking Meters Coin
Counting
Amount of deposit
corrections vs. the
amount collected
The deposit correction notices issued by the
Bank. The Treasury is to track the deposit
corrections versus the total amount collected.
Governance Stewardship Finance Revenue Investment/Debt
Management
Continuing
Disclosure/Arbitrage
Rebate Reporting
Percent reporting
completed on time
The City must complete continuing disclosure
information and report on arbitrage at least once
every five years. The City reports annually on a
voluntary basis. This metric demonstrates the
city's compliance with reporting requirements.
Governance Stewardship Finance Revenue Investment/Debt
Management
Debt Issuance/On-
going Debt
Management
Total debt as a
percentage of debt
limit
The City’s indebtedness is limited by Article VI of
the City Charter, which states that the bonded
indebtedness of the City may not exceed the sum
of ten (10%) percent of the total assessed
valuation of property within the City, exclusive of
any indebtedness that has been or may hereafter
be incurred for the purpose of acquiring or
establishing a system of waterworks for the
supplying of water, or for the purpose of
constructing sewers or drains in the City, for which
purposes a further indebtedness may be incurred
by the issuance of bonds, subject only to the
provisions of the State Constitution and of this
Charter.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
39
Governance Stewardship Finance Revenue Investment/Debt
Management
Investment
Management
Median
Environmental,
Social, and
Governance (ESG)
score of corporate
investments
Santa Monica invests in a socially responsible
manner according to Council direction. This score
assesses Santa Monica investments.
Governance Stewardship Finance Revenue Revenue Budget
Development
Budget Budget vs. Actual
Revenue (%) in the
General Fund
Comparing actual spending to the revised budget
indicates budgeting accuracy.
Governance Stewardship Finance Revenue Revenue Budget
Development
Financial Forecast Forecast vs. Actual
Receipts for Tax
Revenue in the
General Fund (%)
Staff provides a 10-year forecast. We revise the
forecast every six months, and rerun numbers
annually. Regular, significant revisions to the
budget may indicate errors in forecasting. Tax
revenue makes up about 2/3 of total GF revenue
and depends on our assumptions. Large
discrepancies could indicate a need to change
budgeting methodology.
Governance Stewardship Finance Revenue Revenue Budget
Development
Financial Status
Updates
Forecast vs. Actual
Receipts for Tax
Revenue in the
General Fund (%)
Staff provides a 10-year forecast. We revise the
forecast every six months, and rerun numbers
annually. Regular, significant revisions to the
budget may indicate errors in forecasting. Tax
revenue makes up about 2/3 of total GF revenue
and depends on our assumptions. Large
discrepancies could indicate a need to change
budgeting methodology.
Governance Stewardship Finance Revenue Treasury Cash Management Percent of bank
deposits posted to
the City's account
within two business
days of receipt.
All bank deposits should be posted to the city's
account within two business days after it was
received by the Treasury.
Governance Stewardship Finance Revenue Treasury Payment
Accessibility and
Security
Number of batches
reviewed and locked
in Tyler Cashiering
system.
The Treasury is to review and perform "lock" on all
daily transaction batches in Tyler Cashiering.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
40
Governance Stewardship Finance Revenue Treasury Training and Support Percent of months in
which Treasury
meets its target for
training sessions
and/ or audits
Treasury aims to provide one departmental
training or audit/ month.
Governance Stewardship Finance Risk
Management‐
Admin
Insurance Program Training and Support Number of training
opportunities
provided
This tracks the number of insurance-related
training opportunities that Risk staff provides.
Governance Stewardship Finance Risk
Management‐
Admin
Liability Program Claims Management Percentage of
liability claims acted
on within 45 days of
receipt
Tracks the City's compliance with State law.
Governance Stewardship Finance Risk
Management‐
Admin
Liability Program Cost Containment
Projects
Number of disability
discrimination claims
filed
Tracks the effectiveness of the City's Occupational
Medical Testing Program's policies and
procedures
Governance Stewardship Finance Risk
Management‐
Admin
Liability Program Third-Party
Reimbursement
Ratio of subrogation
expenses to
subrogation receipts
Tracks the effectiveness of the City's subrogation
efforts (i.e., collecting money from third parties for
damaging City property like a street tree, light pole
or stop sign) by comparing the costs to collect the
money to the amount of money collected.
Governance Stewardship Finance Risk
Management‐
Admin
Workers'
Compensation
Program
Claims Management Percentage of
workers'
compensation claims
settled within two
years
Tracks the claim closing success of the Workers'
Compensation Unit.
Governance Stewardship Finance Risk
Management‐
Admin
Workers'
Compensation
Program
Cost Containment
Projects
Average cost per
claim for Wow,
That's Fast (WTF)
Program participants
vs Non-WTF
Participants
Tracks the success of WTF by comparing the
average workers' compensation claim cost for
participants versus non-participants.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
41
Governance Transparency Finance Procurement Procurement Competitive Bidding Number of
solicitations
processed
How many solicitations were processed by
Procurement.
Finance Revenue Business License
Unit
Performance Permit
Program
Administration
Percentage of permit
holders in
compliance
The Finance Department's Business License Unit
is responsible for the administration of the City’s
street performers permit program. Performers that
choose to perform on the Third Street Promenade,
the Pier or the Transit Mall are required to obtain a
performance permit prior to performing. This
measure illustrates how effective the unit's
messaging is regarding applicable regulations.
Community Engaged and
Thriving
Community
Fire Prevention Prevention Engagement Total number of
shares or reactions
on social media (i.e.:
Facebook, Twitter,
etc..)
To ensure community engagement SMFD will
track social media followers, responses and
reactions.
Governance Stewardship Fire Administration
(Fire)
Administration Program
Management and
Oversight
Number of hours lost
due to work- related
injury/illness
In an attempt to better manage lost time, SMFD
will track the number of hours lost due to work-
related injury or illness.
Governance Stewardship Fire Administration
(Fire)
Administration Special Projects Percentage of
special projects
meeting deliverable
milestones.
SMFD will measure special project deliverable
milestones to ensure best practices in project
management are being applied.
Governance Stewardship Fire Administration
(Fire)
Administration Training, Continuing
Education and
Professional
Development
Percentage of
Administrative
Division employees
attending at least
one training activity
during the fiscal
year.
To ensure ongoing continuous improvement and a
learning environment all Administrative Division
employees will attend at least one training
annually.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
42
Governance Stewardship Fire Administration
(Fire)
Administration Administrative
Support to Other
Divisions
Percentage of
accounts payable
transactions
processed under 30
calendar days.
SMFD wants to ensure vendors are paid in a
timely manner. This metric will measure the
timeliness of the department's accounts payable
functions.
Governance Stewardship Fire Administration
(Fire)
Administration Department
Leadership and
Strategic Planning
Percentage of
Strategic Plan
milestones that meet
their identified
deadline.
SMFD is embarking on a department strategic
plan and standard of cover process. This metric
will measure if milestones are achieved according
to their identified schedule.
Governance Stewardship Fire Administration
(Fire)
Operations Safety Equipment
Management &
Maintenance
Percentage of
Firefighters with a
second set of
personal protective
equipment (PPE).
SMFD will track the issuance of a second set of
PPE to ensure SMFD is complying with NFPA
recommendations regarding personal protective
equipment.
Governance Stewardship Fire Administration
(Fire)
Operations Apparatus
Management &
Maintenance
Percentage of front
line heavy apparatus
out of service due to
non-regular
prevention
SMFD will track the out of service time for all front-
line heavy apparatus to track availability of
apparatus and track maintenance to acquisition
costs.
Governance Stewardship Fire Administration
(Fire)
Operations Station Management
& Maintenance
Number of station
work order requests
and requests
completed.
To ensure SMFD's facilities are in the best
operating conditions; the department will track the
total number of work order requests and requests
completed
Governance Stewardship Fire Prevention Prevention Training, Continuing
Education and
Professional
Development
Percentage of
Prevention Division
employees attending
at least one training
activity during the
fiscal year.
To ensure ongoing continuous improvement and a
learning environment all Fire Preventive Division
employees will attend at least one training
annually.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
43
Governance Stewardship Fire Suppression and
Rescue
Operations Training, Continuing
Education and
Professional
Development
Percentage of
Suppression and
Rescue personnel
meeting their annual
continuing education
requirements on
time
This metric will measure training activities by
Suppression and Rescue personnel to ensure all
EMT and paramedics are meeting their required
continuing education requirements.
Governance Stewardship Fire Training Training Training, Continuing
Education and
Professional
Development
Percentage of
Training Division
employees attending
at least one training
activity during the
fiscal year.
To ensure ongoing continuous improvement and a
learning environment all Training Division
employees will attend at least one training
annually.
Safety Disaster
Preparedness
Fire Administration
(Fire)
Administration Apparatus
Management and
Maintenance
Percentage of time
front line heavy
apparatus is out of
service due to non-
regular preventive
maintenance
SMFD will track the out of service time for all front-
line heavy apparatus to track availability of
apparatus and track maintenance to acquisition
costs.
Safety Disaster
Preparedness
Fire Administration
(Fire)
Administration Planning and
Special Events
Percentage of
planned and special
events with an
Incident Action Plan
completed 48 hours
prior to event and
After Action Report
completed within 30
days of event.
SMFD participates in a number of planned events
and special events during the year. This metric
will ensure a timely plan and event action plan are
completed to ensure successful and safe events.
Safety Disaster
Preparedness
Fire Administration
(Fire)
Operations Station Management
and Maintenance
Number of station
work order requests
and requests
completed.
To ensure SMFD's facilities are in the best
operating conditions; the department will track the
total number of work order requests and requests
completed
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
44
Safety Disaster
Preparedness
Fire Prevention Prevention Commercial,
Residential and High
Rise Annual
Inspections
Number of
inspections and
reinspections
conducted to obtain
Fire and Life Safety
Compliance.
Fire Prevention will measure the number of
inspections and reinspections conducted to obtain
Fire and Life Safety Compliance.
Safety Disaster
Preparedness
Fire Prevention Prevention Plan Check and
Permits
Percentage of Plan
Check submittals
reviewed for fire
code compliance
within two weeks of
receipt
SMFD reviews plans to ensure compliance with
Fire and Health and Safety Codes.
Safety Disaster
Preparedness
Fire Prevention Prevention Program
Management and
Oversight
Percentage of pre-
fire drawings/pre-
incident plans
accessible on MDC
or other mobile
devices.
To ensure life safety, pre-fire drawings/pre-
incident plans accessible on MDC or other mobile
devices.
Safety Disaster
Preparedness
Fire Training Training Standard Operating
Procedures
Development and
Implementation
Percentage of
relevant staff trained
on newly
implemented
operating
procedures
This metric will measure department effectiveness
in disseminating changes to operating guidelines
and ensuring all SMFD staff are aware and trained
on the new procedures
Safety Disaster
Preparedness
Fire Training Training Training Program
Management
Measuring Training
Hours Year To Date
The Training Division will measure training hours
year to date to ensure they are effectively
managing the training calendar.
Safety Keeping
Neighborhoods
Safe
Fire Prevention Prevention Fire and Arson
Investigations
Average total time to
close an
investigation
SMFD will track open fire and arson
investigations.
Safety Responding to
Emergencies
Fire Suppression and
Rescue
Operations Mutual and
Automatic Aid
Percentage of time
SMFD is available
for Strike Team
Deployment
This metric measures unit availability of strike
team apparatus and specialty team members to
respond to mutual or automatic aid calls.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
45
Safety Responding to
Emergencies
Fire Suppression and
Rescue
Operations Respond to Calls for
Service
Engine company
turnout times will be
within 90 seconds
for fire calls for
service and 60
seconds for EMS
related calls for
service for 90% of
incidents
To ensure a timely response SMFD will measure
turnout times to determine if they are in line with
NFPA 1710 response time standards.
Safety Responding to
Emergencies
Fire Suppression and
Rescue
Operations Specialized
Responses (HazMat,
USAR, and ARFF)
Total SMFD
Specialty Unit
Responses
SMFD will track specialty unit responses to
determine unit availability and responses.
Community Engaged and
Thriving
Community
Housing &
Economic
Development
Economic
Development
Farmers' Market Engagement Agricultural sales at
the Santa Monica
Farmers Markets
The City is committed to protecting and enhancing
environmental health. As part of its mission, the
City recognizes the importance of supporting
California farming and providing access to fresh,
locally grown food, which has a much smaller
environmental impact than importing food from
other states or countries. The City operates and
manages four weekly certified farmers’ markets
throughout Santa Monica, providing an
opportunity for small California farms to sell fresh
and sustainably grown agricultural products
directly to an estimated 90,000 customers
annually.
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Authority Affordable Housing
Compliance
Monitoring
% of HCV and CoC
vouchers monitored
each year
The Housing Choice Voucher (HCV) Program
(also known as Section 8) assists low- and very
low-income households by subsidizing their rent
with vouchers. The Continuum of Care (CoC)
program helps individuals who are homeless
secure and sustain permanent supportive housing
through voucher assistance. The City reviews
income documentation annually, to ensure
households with vouchers meet the income
restrictions for the program.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
46
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Authority Affordable Housing
Voucher Provision -
Very-Low and Low
Income
# of Housing Choice
Voucher (HCV)
Program vouchers
maintained and
newly leased each
year
Housing Choice Voucher (HCV) Program (also
known as Section 8) assists low- and very low-
income households by subsidizing their rent with
vouchers. In the absence of housing vouchers,
many of the lowest-income members of the
community would be unable to afford to live in
Santa Monica.
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Authority Direct Cash Benefit
to Vulnerable
Seniors
# of seniors assisted
to meet basic needs
budget each year
Preserving Our Diversity (POD) is a pilot program
that provides financial assistance to extremely
low-income, long-term Santa Monica seniors who
live in rent-controlled apartments and whose
inability to pay rent may result in displacement
from Santa Monica. The program helps
participants live with greater dignity by providing a
monthly subsidy that assists them with meeting
their basic needs, such as rent, food, medical
care, and transportation.
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Authority Investment in
Production and
Preservation of
Affordable Housing
# of Housing Trust
Fund-assisted
apartments
committed to each
year
The City of Santa Monica provides Housing Trust
Fund (HTF) loans to nonprofit organizations to
build or rehabilitate affordable housing to preserve
and increase affordable rental housing
opportunities for lower income households.
Housing Trust Funds are committed following
review and approval of an application for a loan,
through the issuance of a commitment letter
stating the maximum amount of Housing Trust
Funds reserved for the development and outlining
the conditions for closing the loan. Creating long-
term affordable homes is critical to promoting
affordability and income diversity within Santa
Monica.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
47
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Production
and Preservation
Affordable Housing
Compliance
Monitoring
% of AHPP
apartments
monitored each year
The Affordable Housing Production Program
(AHPP) helps low- to moderate-income
households afford housing by requiring that a
subset of all new multi-family buildings in Santa
Monica be affordable. The City reviews income
documentation annually for households living in
AHPP apartments to ensure the household meets
the income restrictions for the apartment.
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Production
and Preservation
Affordable Housing
Voucher Provision -
Very-Low and Low
Income
# of Housing Choice
Voucher (HCV)
Program vouchers
maintained and
newly leased each
year
Housing Choice Voucher (HCV) Program (also
known as Section 8) assists low- and very low-
income households by subsidizing their rent with a
voucher.
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Production
and Preservation
Direct Cash Benefit
to Vulnerable
Seniors
# of seniors assisted
to meet basic needs
budget each year
Preserving Our Diversity (POD) is a pilot program
that provides financial assistance to extremely
low-income, long-term Santa Monica seniors who
live in rent-controlled apartments and whose
inability to pay rent may result in displacement
from Santa Monica. The program helps
participants live with greater dignity by providing a
monthly subsidy that assists them with meeting
their basic needs, such as rent, food, medical
care, and transportation.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
48
Economic
Opportunity
Affordability Housing &
Economic
Development
Housing Housing Production
and Preservation
Investment in
Production and
Preservation of
Affordable Housing
# of Housing Trust
Fund-assisted
apartments
committed to each
year
The City of Santa Monica provides Housing Trust
Fund (HTF) loans to nonprofit organizations to
build or rehabilitate affordable housing to preserve
and increase affordable rental housing
opportunities for lower income households.
Housing Trust Funds are committed following
review and approval of an application for a loan,
through the issuance of a commitment letter
stating the maximum amount of Housing Trust
Funds reserved for the development and outlining
the conditions for closing the loan. Creating long-
term affordable homes is critical to promoting
affordability and income diversity within Santa
Monica.
Economic
Opportunity
Business
Diversity
Housing &
Economic
Development
Economic
Development
Economic
Development
Business
Improvement District
(BIDS) Support
% of employees in
three largest sectors
Santa Monica is fortunate to have a diverse and
thriving economic base. The economic diversity
helps support a resilient local economy that is
better able to weather economic downturns. The
mix of business activity also generates a variety of
different revenue streams to support City
services. If Santa Monica becomes too reliant on
one type of business sector or employer, the City
and its economy can be more vulnerable to
recessions and disruptions that affect specific
market sectors.
Economic
Opportunity
Business
Diversity
Housing &
Economic
Development
Economic
Development
Economic
Development
Business Outreach
and Assistance
# of businesses
assisted
The Economic Development group assists
businesses to help them grow, thrive and support
community goals. Business assistance includes
direct staff engagement with a business as well as
presentations, other forms of outreach, and
printed or on-line materials.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
49
Economic
Opportunity
Business
Diversity
Housing &
Economic
Development
Economic
Development
Economic
Development
Buy Local Program # of coordinated
initiatives with local
business partners
Coordinated initiatives with local business
partners include staff efforts to establish business
improvement districts and to support our existing
business improvement districts and other
business organizations such as Santa Monica
Travel and Tourism, Chamber of Commerce, Pier
Corporation, and Bergamot Station. Business
improvement districts help leverage city resources
and support businesses in the district through
branding, events and marketing. Strong business
districts can help business thrive and provide
events, activities, and place-making opportunities
for the entire community.
Economic
Opportunity
Business
Diversity
Housing &
Economic
Development
Economic
Development
Economic
Development
Leasing of City
Owned Real Estate
Total $ amount of
General Fund
revenues generated
from leasing of City-
owned real estate
The Economic Development group has leasehold
management responsibility for a variety of City-
owned properties, including buildings and outdoor
dining in the public right of way, which generate
revenues for the City's General Fund (not
including revenues for Pier, Beach, Water or BBB
funds).
Economic
Opportunity
Business
Diversity
Housing &
Economic
Development
Economic
Development
Pier Management Leasing of City
Owned Real Estate
Total $ amount of
revenues generated
from leasing of Pier
real estate
The Economic Development group has leasehold
management responsibility for the City-owned
properties at the Santa Monica Pier, including
buildings, amusement park space, outdoor dining,
and kiosks, which generate revenues which
support the Pier fund.
Governance Stewardship Housing &
Economic
Development
Administration
(HED)
Administration Administrative
Support to Divisions
No metric required
for this activity
N/A
Governance Stewardship Housing &
Economic
Development
Administration
(HED)
Administration Department
Leadership and
Strategic Planning
No metric required
for this activity
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
50
Governance Stewardship Housing &
Economic
Development
Administration
(HED)
Administration Successor Agency
Administration
% of Successor
Agency Enforceable
Obligations funded
through Approved
ROPS
Each year the Successor Agency to the former
Santa Monica Redevelopment Agency submits a
Recognized Obligation Payment Schedule
(ROPS), to the State of California Department of
Finance, requesting Redevelopment Property Tax
Trust Funds in order to pay approved enforceable
obligations. Ensuring payment of all former
Agency obligations supports the City's fiscal
sustainability and credit rating.
Health Environmental
Health
Housing &
Economic
Development
Economic
Development
Farmers' Market Farmers Markets Agricultural sales at
the Santa Monica
Farmers Markets
The City is committed to protecting and enhancing
environmental health. As part of its mission, the
City recognizes the importance of supporting
California farming and providing access to fresh,
locally grown food, which has a much smaller
environmental impact than importing food from
other states or countries. The City operates and
manages four weekly certified farmers’ markets
throughout Santa Monica, providing an
opportunity for small California farms to sell fresh
and sustainably grown agricultural products
directly to an estimated 90,000 customers
annually.
Health Reduce
Homelessness
Housing &
Economic
Development
Housing (General
Fund)
Housing Authority Affordable Housing
Voucher Provision -
At Risk and
Homeless
# of homeless CoC
vouchers secured
and maintained each
year
The Continuum of Care (CoC) program helps
individuals who are homeless secure and sustain
permanent supportive housing through voucher
assistance. Empirical evidence has shown that
the most effective means to address chronic
homelessness is to help people experiencing
homelessness access permanent housing.
Health Reduce
Homelessness
Housing &
Economic
Development
Housing (General
Fund)
Housing Production
and Preservation
Affordable Housing
Voucher Provision -
At Risk and
Homeless
# of homeless CoC
vouchers secured
and maintained each
year
This program helps individuals who are homeless
find permanent housing and services through
voucher assistance.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
51
Place &
Planet
Civic
Infrastructure
Housing &
Economic
Development
Economic
Development
Pier Management Pier Management % of work completed
for 10-year Capital
Improvement Plan
The Santa Monica Pier is a renowned attraction
welcoming millions of visitors each year. The Pier
features fishing, carnival rides, arcade, interactive
attractions, gifts shops, restaurants, public events,
and places to simply enjoy the spectacular views
of the City and ocean. The wooden pier structure
and associated infrastructure require constant
upkeep and improvements due to the effects of
the ocean environment, heavy visitation by public,
and regular events and activities.
Governance Accountability Human
Resources
Administrative
Services (HR)
Administration Support to Boards,
Commissions, Task
Forces and
Committees
% of board and
commission
members who miss
less than three
meetings
This metrics tracks the attendance rate for
members of boards and commissions.
Governance Accountability Human
Resources
Administrative
Services (HR)
Cultivate a culture
of accountability,
empowerment and
leadership
Cultivate a culture of
accountability,
empowerment and
leadership
% of permanent City
employees
participating in a
Santa Monica
Institute (SMI)
sponsored
professional
development
opportunity
This metric measures the percent of permanent
City employees and Councilmembers who attend
at least one SMi sponsored professional
development opportunity in a fiscal year. Through
our training programs we know we are positively
influencing and enhancing organizational culture.
This metric allows the City to benchmark the
number of employees accessing this benefit. In
future representation, we would like to report on
how effective the training is in behavioral
modification.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
52
Governance Accountability Human
Resources
Employment and
Classification
Cultivate a culture
of accountability,
empowerment and
leadership
Cultivate a culture of
accountability,
empowerment and
leadership
% of permanent City
employees
participating in a
Santa Monica
Institute (SMI)
sponsored
professional
development
opportunity
This metric measures the percent of permanent
City employees and Councilmembers who attend
at least one SMi sponsored professional
development opportunity in a fiscal year. Through
our training programs we know we are positively
influencing and enhancing organizational culture.
This metric allows the City to benchmark the
number of employees accessing this benefit. In
future representation, we would like to report on
how effective the training is in behavioral
modification.
Governance Accountability Human
Resources
Labor and
Employee
Relations
Cultivate a culture
of accountability,
empowerment and
leadership
Cultivate a culture of
accountability,
empowerment and
leadership
% of permanent City
employees
participating in a
Santa Monica
Institute (SMI)
sponsored
professional
development
opportunity
This metric measures the percent of permanent
City employees and Councilmembers who attend
at least one SMi sponsored professional
development opportunity in a fiscal year. Through
our training programs we know we are positively
influencing and enhancing organizational culture.
This metric allows the City to benchmark the
number of employees accessing this benefit. In
future representation, we would like to report on
how effective the training is in behavioral
modification.
Governance Accountability Human
Resources
Org Develop and
Emp Benefits
Cultivate a culture
of accountability,
empowerment and
leadership
Cultivate a culture of
accountability,
empowerment and
leadership
% of permanent City
employees
participating in a
Santa Monica
Institute (SMI)
sponsored
professional
development
opportunity
This metric measures the percent of permanent
City employees and Councilmembers who attend
at least one SMi sponsored professional
development opportunity in a fiscal year. Through
our training programs we know we are positively
influencing and enhancing organizational culture.
This metric allows the City to benchmark the
number of employees accessing this benefit. In
future representation, we would like to report on
how effective the training is in behavioral
modification.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
53
Governance Equity Human
Resources
Administrative
Services (HR)
Reinforce a civil
and equitable
workplace
Reinforce a civil and
equitable workplace
% of the City
workforce who have
attended Employee
Relations training.
Continuous Employee Relations training is
necessary to reinforce a civil and equitable
workplace. Employees promote and hire into new
leadership roles, and need training in their new
roles. Employees also benefit from training as
MOUs change and applicable Federal, State, and
local laws evolve. This metric allows the City to
measure the effectiveness and reach of Employee
Relations.
Governance Equity Human
Resources
Employment and
Classification
Reinforce a civil
and equitable
workplace
Reinforce a civil and
equitable workplace
% of the City
workforce who have
attended Employee
Relations training.
Continuous Employee Relations training is
necessary to reinforce a civil and equitable
workplace. Employees promote and hire into new
leadership roles, and need training in their new
roles. Employees also benefit from training as
MOUs change and applicable Federal, State, and
local laws evolve. This metric allows the City to
measure the effectiveness and reach of
Employee Relations.
Governance Equity Human
Resources
Labor and
Employee
Relations
Reinforce a civil
and equitable
workplace
Reinforce a civil and
equitable workplace
% of the City
workforce who have
attended Employee
Relations training.
Continuous Employee Relations training is
necessary to reinforce a civil and equitable
workplace. Employees promote and hire into new
leadership roles, and need training in their new
roles. Employees also benefit from training as
MOUs change and applicable Federal, State, and
local laws evolve. This metric allows the City to
measure the effectiveness and reach of
Employee Relations.
Governance Equity Human
Resources
Org Develop and
Emp Benefits
Reinforce a civil
and equitable
workplace
Reinforce a civil and
equitable workplace
% of the City
workforce who have
attended Employee
Relations training.
Continuous Employee Relations training is
necessary to reinforce a civil and equitable
workplace. Employees promote and hire into new
leadership roles, and need training in their new
roles. Employees also benefit from training as
MOUs change and applicable Federal, State, and
local laws evolve. This metric allows the City to
measure the effectiveness and reach of
Employee Relations.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
54
Governance Stewardship Human
Resources
Administrative
Services (HR)
Administration Administrative
Support to Divisions
No metric required
for this activity.
N/A
Governance Stewardship Human
Resources
Administrative
Services (HR)
Administration Department
Leadership and
Strategic Planning
No metric required
for this activity.
N/A
Governance Stewardship Human
Resources
Administrative
Services (HR)
Attract and retain
the next generation
of leaders
Attract and retain the
next generation of
leaders
Employee retention
rate
The retention rate is based on the number of
unique individuals separated from the city and
includes both voluntary and involuntary
separations. Retirements and elected officials
are excluded from this metric, as their
separations are part of a normal employee
lifecycle and the electoral process.
Governance Stewardship Human
Resources
Employment and
Classification
Attract and retain
the next generation
of leaders
Attract and retain the
next generation of
leaders
Employee retention
rate
The retention rate is based on the number of
unique individuals separated from the city and
includes both voluntary and involuntary
separations. Retirements and elected officials
are excluded from this metric, as their
separations are part of a normal employee
lifecycle and the electoral process.
Governance Stewardship Human
Resources
Labor and
Employee
Relations
Attract and retain
the next generation
of leaders
Attract and retain the
next generation of
leaders
Employee retention
rate
The retention rate is based on the number of
unique individuals separated from the city and
includes both voluntary and involuntary
separations. Retirements and elected officials
are excluded from this metric, as their
separations are part of a normal employee
lifecycle and the electoral process.
Governance Stewardship Human
Resources
Org Develop and
Emp Benefits
Attract and retain
the next generation
of leaders
Attract and retain the
next generation of
leaders
Employee retention
rate
The retention rate is based on the number of
unique individuals separated from the city and
includes both voluntary and involuntary
separations. Retirements and elected officials
are excluded from this metric, as their
separations are part of a normal employee
lifecycle and the electoral process.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
55
Community Engaged and
Thriving
Community
Information
Services
Community
Broadband
Smart City
Research &
Development
Technology
Solutions
% of Research and
Development
projects that led to
solution (s) adoption
Measuring research and development is aligned
with appropriate resource allocation, skills set,
acceptable level of risk to generate value to
community. Too high of a target will result in a
focus on low risk/incremental innovation. Too low
of a target results in higher risk/higher returns, but
low rate of success. Setting initial target at 60%.
Economic
Opportunity
Financial
Wellbeing
Information
Services
Community
Broadband
Technology Policy
Advocacy
Intergovernmental
Relations
% of local
governments in
California that City of
Santa Monica
partners with on
broadband and
smart city public
policy issues
Measuring comprehensive approach to policy
advocacy. This approach ensures public policy
recommendations are supported from leading
local governments on broadband and smart city
issues and has the potential to initiate statewide
legislation changes in further support of City's
position. The City will track all advocacy
workflows and document legislative/policy
outcomes.
Governance Accountability Information
Services
Digital
Transformation
and Dev
Enterprise
Information
Management
Data Services % of open datasets
for which data is
automatically
updated
The City's open data portal, located at
data.smgov.net, houses a large number of open
datasets. The City endeavors to provide
fresh/recently updated open data with minimal
staff involvement to maximize efficiency and
transparency, respectively. This metric measures
the percentage of open data sets that are being
updated automatically.
Governance Innovation Information
Services
Community
Broadband
Enterprise
Managed Services
CityNet Operations % of new CityNet
circuit accounts
serviced
Percentage of new CityNet circuits (fiber optic
broadband services to Santa Monica businesses,
affordable housing residents, and Smart City
internet-of-things vendors) per fiscal year. This
metric demonstrates the City's broadband and
smart city initiatives are continuing to support the
evolving technological needs of the City.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
56
Governance Innovation Information
Services
Customer
Experience &
Support
Business
Technology
Efficiencies
Business Process
Improvements
% of completed
business-driven
projects in the
portfolio that have
identified efficiency
as the primary
strategic outcome
This metric will look at the overall number of
projects being done for each business
department and report the percentage of projects
expecting to deliver business efficiencies.
Governance Stewardship Information
Services
Customer
Experience &
Support
Business
Technology Service
Delivery
Technology
Solutions
% of business
projects delivered on
time and on budget
This metric will report performance results for
technology project delivery for each business
department.
Governance Stewardship Information
Services
Customer
Experience &
Support
End User
Computing
End User Computing % of customers
reporting as very
satisfied in Customer
Satisfaction Survey
This metric will identify overall customer
satisfaction with computers and mobile devices
used by City staff.
Governance Stewardship Information
Services
Customer
Experience &
Support
Technology Consult
ative Services
Technology
Solutions
% of departments
with a 1 to 3 year
strategic technology
roadmap
This metric will measure the number of
departments that have identified strategic
technology roadmaps as an outcome from
technology consultative services.
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Applications
Support
Technology
Solutions
Average time to fulfill
requests
Average time to fulfill requests for service.
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Software
Engineering
Data Services Number of data
pipelines in
production
This metric measures the total number of data
pipelines that move data between other
applications. The City of Santa Monica's
application portfolio is vast, and data pipelines
help to create insights by integrating disparate
data systems.
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Software
Engineering
Technology
Solutions
Number of features
and enhancements
released
The City of Santa Monica's application portfolio is
constantly evolving. This metric highlights the
number of new features and enhancements made
to the City's application portfolio.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
57
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Special Projects Special Projects Average time to
complete
unplanned/ad-hoc
projects
Time spent working towards unplanned projects.
Does not include time spent on break-
fix/emergency repairs.
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Special Projects Technology
Solutions
Number of custom
applications and
services under
support.
Number of applications currently under support.
Governance Stewardship Information
Services
Digital
Transformation
and Dev
Support and
Training
Training and Support % of trainees
reporting as very
satisfied in post
course survey
Overall satisfaction rating provided by City staff
enrolled in Data Academy classes.
Governance Stewardship Information
Services
Infrastructure and
Cloud Svs
Enterprise
Application
Management
End User Computing % of City Staff
utilizing Microsoft
Office productivity
tools
This metric measures the % of active users using
Office 365 productivity tools such as Outlook,
Word, Excel, SharePoint, OneDrive, etc.
Governance Stewardship Information
Services
Infrastructure and
Cloud Svs
Enterprise
Application
Management
Technology
Solutions
% of users
successfully utilizing
new cloud
applications
implemented in the
current fiscal year
This metric measures the usage of new Cloud
Apps (ex. SharePoint online, MS Teams).
Governance Stewardship Information
Services
Infrastructure and
Cloud Svs
IT Infrastructure
and Services
Information Security % of total servers
patched within 90
days of patch
release
This metric measures progress of critical security
patch installations on servers. Microsoft releases
security patches on monthly basis for their server
operating systems and software. It is best
practice to install these critical security patches
as soon as possible, in order to protect City
information and data form costly security
breaches and resulting outages.
Governance Stewardship Information
Services
Strategy And
Operations
Administration Administrative
Support to Other
Divisions
No metric required
for this activity
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
58
Governance Stewardship Information
Services
Strategy And
Operations
Administration Department
Leadership and
Strategic Planning
No metric required
for this activity
N/A
Governance Stewardship Information
Services
Strategy And
Operations
Administration Policies and
Procedures
% of relevant staff
trained on policies
related to use of City
technology
This metric tracks that staff are trained on policies
and norms surrounding appropriate and
responsible behavior with regard to technology
use.
Governance Stewardship Information
Services
Strategy And
Operations
Project
Management Office
Training and Support % of trainees
reporting as
confident with the
process and
guidelines that they
were trained on as a
result of receiving
training
Track the effectiveness of Project Management
trainings through Reaction and Learning, the first
two levels of the Kirkpatrick Model. The
Kirkpatrick Model – which was developed by
Donald Kirkpatrick – is one of the most commonly
used methods to evaluate the effectiveness of
learning solutions. The model is composed of
four levels, which get progressively more
important. The four levels are: Reaction,
Learning, Behavior, and Results. The City will
evaluate Behavior and Results levels in later
years, as Project Management practices become
widely adopted throughout the organization.
Governance Stewardship Information
Services
Strategy And
Operations
Project Portfolio
Management
Project Portfolio
Management
% of projects with
status reports no
older than 14 days
Monitor adoption of established Project
Management processes and guidelines by
measuring staff's use of PPM tool. Other metrics
will be monitored as adoption increases.
Governance Stewardship Information
Services
Strategy And
Operations
Training Office Technology
Solutions
% increase in
SharePoint files
accessed
The Information Services Department is leading
the SharePoint file migration project. Activity on
SharePoint Online is a good indicator of adoption
and usage.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
59
Governance Stewardship Information
Services
Strategy And
Operations
Training Office Training and Support % of trainees
reporting as
confident with the
use of the
software/tool that
they were trained on
as a result of
receiving this
training
Track the effectiveness of Training Office
offerings through Reaction and Learning, the first
two levels of the Kirkpatrick model. The
Kirkpatrick Model – which was developed by
Donald Kirkpatrick – is one of the most commonly
used methods to evaluate the effectiveness of
learning solutions. The model is composed of
four levels, which get progressively more
important. The four levels are: Reaction,
Learning, Behavior, and Results. The City will
evaluate Behavior and Results levels in later
years, as the Learning Management System is
widely adopted and training offerings are
expanded.
Place &
Planet
Built
Environment
Information
Services
Infrastructure and
Cloud Svs
Telecommunication
s Services
Technology
Solutions
% of
communications
infrastructure
development
projects delivered
on-time and on-
budget
ISD assists Public Works with all new
constructions, remodel and tenant improvement
projects facilitated by Architecture & Engineering
services. This includes planning, design and
installation of IT infrastructure, and facilities that
support voice, video and data communications.
Place &
Planet
Civic
Infrastructure
Information
Services
Community
Broadband
Smart City
Research &
Development
Engagement % of engagement
efforts that result in a
measurable action
Tracking of engagement activities and events to
measure effort led to defined actions.
Participation, feedback/insight, community
support, grant funding, etc.
Place &
Planet
Civic
Infrastructure
Information
Services
Community
Broadband
Smart City
Research &
Development
Technology
Solutions
Percentage of
research and
development
projects that lead to
solution(s) adoption
Measuring research and development is aligned
with appropriate resource allocation, skills set,
acceptable level of risk to generate value to
community. Too high of a target will result in a
focus on low risk/incremental innovation. Too low
of a target results in higher risk/higher returns, but
low rate of success. Setting initial target at 60%.
Place &
Planet
Civic
Infrastructure
Information
Services
Digital
Transformation
and Dev
Applications
Support
Core Systems
Support
Number of outages
impacting service
availability that
exceed 60 minutes
Records the number of incidents during which a
production systems go offline for more than one
hour during regular business hours.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
60
Place &
Planet
Civic
Infrastructure
Information
Services
Infrastructure and
Cloud Svs
IT Infrastructure
and Services
Infrastructure
Management
% of network and
server equipment
replaced within the
replacement cycle
When a network and server equipment goes end-
of-live (EOL), it is no longer supported by the
manufacturer and must be replaced. ISD has a
7-year equipment replacement program for
network switching/routing and server equipment.
This metric is intended to measure the
percentage of equipment replaced within the
replacement cycle.
Place &
Planet
Civic
Infrastructure
Information
Services
Infrastructure and
Cloud Svs
IT Infrastructure
and Services
Technology
Solutions
% of technology
solutions
implemented on-time
and on-budget
This metric captures the percentage of new
projects completed on-time and on-budget in the
area of IT infrastructure services. This covers
services that support IT operations, including data
centers and cloud-hosted services that support
city departments, and the business of city
government.
Community Connected
Community
Library Admin &
Facilities
(Library)
Administration Communications % Change in
website visits
In anticipation of the new City website,
understanding baseline web traffic and tracking
the change in website visits will help us better
understand why users visit the Library website
and what can be improved, as it relates to digital
communications.
Community Connected
Community
Library Public and
Branch Services
Branches Customer Service Average rating on
satisfaction surveys
Measuring customer satisfaction includes tracking
experiences with general services, materials,
facilities, and staff. Focusing on specific areas of
service will help set future priorities and address
opportunities for improvement in a more
systematic way.
Community Connected
Community
Library Public and
Branch Services
Public Services Customer Service Average rating on
satisfaction surveys
Measuring customer satisfaction includes tracking
experiences with general services, materials,
facilities, and staff. Focusing on specific areas of
service will help set future priorities and address
opportunities for improvement in a more
systematic way.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
61
Community Connected
Community
Library Public and
Branch Services
Youth Services Customer Service Average rating on
satisfaction surveys
Measuring customer satisfaction includes tracking
experiences with general services, materials,
facilities, and staff. Focusing on specific areas of
service will help set future priorities and address
opportunities for improvement in a more
systematic way.
Community Connected
Community
Library Reference
Services
Circulation Customer Service Average rating on
satisfaction surveys
Measuring customer satisfaction includes tracking
experiences with general services, materials,
facilities, and staff. Focusing on specific areas of
service will help set future priorities and address
opportunities for improvement in a more
systematic way.
Community Connected
Community
Library Reference
Services
Reference Customer Service Average rating on
satisfaction surveys
Measuring customer satisfaction includes tracking
experiences with general services, materials,
facilities, and staff. Focusing on specific areas of
service will help set future priorities and address
opportunities for improvement in a more
systematic way.
Community Engaged and
Thriving
Community
Library Admin &
Facilities
(Library)
Administration Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Community Engaged and
Thriving
Community
Library Admin &
Facilities
(Library)
Administration Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Community Engaged and
Thriving
Community
Library Admin &
Facilities
(Library)
Administration Support to Boards,
Commissions, Task
Forces and
Committees
% of board and
commission
members who miss
less than three
meetings
Measure engagement reviewing meeting
attendance and ways to improve attendance.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
62
Community Engaged and
Thriving
Community
Library Public and
Branch Services
Branches Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Community Engaged and
Thriving
Community
Library Public and
Branch Services
Public Services Volunteer
Engagement
% Volunteers
surveyed who report
feeling more
connected to their
community
Volunteerism and giving back to one's community
enhances connections and engagement.
Measuring new, existing, and long-time volunteer
experiences at the Library will help the City and
Library understand the value of providing
meaningful volunteer opportunities on a regular
basis.
Community Engaged and
Thriving
Community
Library Public and
Branch Services
Public Services Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Community Engaged and
Thriving
Community
Library Public and
Branch Services
Youth Services Volunteer
Engagement
% Volunteers
surveyed who report
feeling more
connected to their
community
Volunteerism and giving back to one's community
enhances connections and engagement. This
engagement is especially important in the context
of fostering positive youth development and
participation in our libraries. Measuring new,
existing, and long-time volunteer experiences at
the Library will help the City and Library
understand the value of providing meaningful
volunteer opportunities.
Community Engaged and
Thriving
Community
Library Public and
Branch Services
Youth Services Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
63
Community Engaged and
Thriving
Community
Library Reference
Services
Reference Engagement # of engagement
efforts that result in a
measurable action
Engagement efforts and results from these efforts
are valuable, often complex, activities to
measure. Staff will set clear definitions for what
an engagement effort is, which will range from
stand-alone events to integrated into specific
programs and services.
Governance Stewardship Library Admin &
Facilities
(Library)
Administration Administrative
Support to Divisions
No metric required
for this activity.
N/A
Governance Stewardship Library Admin &
Facilities
(Library)
Administration Department
Leadership and
Strategic Planning
No metric required
for this activity.
N/A
Governance Stewardship Library Admin &
Facilities
(Library)
Administration Staff Training and
Development
% of Library staff
who participated in a
training and shared
outcomes with team
members
Library staff participate in a number of learning
opportunities, including conferences, workshops,
network events, webinars, and classes.
Ultimately, the value of these opportunities is
bringing the learning back to our colleagues,
share information, and apply this learning to our
work, with the intention of improving and
enhancing our services to the community.
Governance Stewardship Library Reference
Services
Circulation Daily Cash
Management
100% target for
timely and accurate
submission of
money to Treasury
from all Library
locations
Adherence to Administrative Instruction on
money handling, accuracy and coverage through
training all staff on Treasury Deposit process to
support timely submission of payments to
Finance.
Governance Stewardship Library Reference
Services
Reference Research and
Archives
# Digital and
Physical archives
accessed by public
Preserving unique information about the history of
the City of Santa Monica is an important way that
we foster stewardship and learning. Obtaining a
baseline understanding of public use of digital
and physical library archives will help create
meaningful targets for increased access and use
of materials unique to Santa Monica
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
64
Health Reduce
Homelessness
Library Admin &
Facilities
(Library)
Administration Addressing
Homelessness
# Connected to
Services or Referrals
Made
Tracking the number of individuals connected to
services as a measure of success helps
determine the connections made in the next level
of engagement and beyond basic contact. Often
front line staff, specifically the Library Services
Officer (LSO) Team will be the first and only
contact for people experiencing homelessness. It
is also important to track the amount of times
referrals are made through these connections.
These can range from connecting a person to the
Library's Outreach Specialist or Social Worker to
providing written or verbal information for
accessing other services.
Learning Community
Learning
Library Information
Management
Acquisitions Customer Support
and Collection
Management
Average time (days)
from receiving to
cataloging
Acquiring items in collection and utilizing budget
to provide resources to the community. Spending
schedule provides regular acquisition of materials
throughout an 11 month spending year.
Learning Community
Learning
Library Information
Management
Customer
Database,
Processing and
Data Management
Customer Support
and Collection
Management
Average time (days)
from cataloging to
processing. Average
time (days) from
processing to shelf.
Obtaining a baseline for materials cataloging and
processing will improve efficiencies in getting
materials out and available for library customers.
Initial focus will be on tracking ship-to-shelf for:
Graphic Novels, Holds, World Languages
collections. Two metrics cover 2 different steps in
the process.
Learning Community
Learning
Library Information
Management
Customer
Database,
Processing and
Data Management
Systems and Data
Support
% server uptime Measure the performance and uptime (working)
of critical library services that provide essential
library services to ensure overall key library
functions are supported.
Learning Community
Learning
Library Information
Management
Periodicals Customer Support
and Collection
Management
Average time (days)
to process periodical
material
Focus on improving ship-to-shelf for: Graphic
Novels, Holds, World Languages collections.
Learning Community
Learning
Library Information
Management
Technology
Infrastructure and
Access
Systems and Data
Support
% PC time used
compared to total
available time;
Measure the utilization of our public computers
and Internet access with the target of improving
these services and utilizing them efficiently to
maximize public access.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
65
Learning Community
Learning
Library Public and
Branch Services
Branches Collection
Management
# of items checked
out related to
displays or programs
Using data, assess collections based on
community feedback/requests, demographics,
impact and support for programming, unique
materials, and format types; Aim to review
collections and collection use regularly and
integrate annual reviews of performance of
collections and fund allocations, based on data.
Allocate target funds to update, create and
improve function of collections for all locations.
Learning Community
Learning
Library Public and
Branch Services
Branches Community
Programming and
Coordination
% of program
participants report
utilizing
library/community
resources for further
learning
The Library offers quality programs that foster
lifelong learning and include all forms of literacy.
This is one way the community will engage and
thrive. Measuring the use of library and
community resources introduced through specific
programs will help further connect how the
Library enriches lives beyond the program
experience.
Learning Community
Learning
Library Public and
Branch Services
Public Services Adult Literacy
Services
% participants who
learn a skill or reach
their learning goal
Literacy Education for Adults and Families
(LEAF) specifically addresses the literacy needs
of adults through programs such as one-on-one
tutoring, GED classes, and Career Online HS
classes. Successful outcomes in these programs
include measured progress and completion of
learning goals.
Learning Community
Learning
Library Public and
Branch Services
Public Services Community
Programming and
Coordination
% Participants
surveyed who report
learning a skill or
something new
The Library offers quality programs that foster
lifelong learning and include all forms of literacy.
This is one way the community will engage and
thrive. Measuring the learning outcomes for
specific programs will help further connect how
the Library enriches lives beyond the program
experience.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
66
Learning Community
Learning
Library Reference
Services
Circulation Customer Support
and Collection
Management
5% increase in
Library accounts by
diminishing barriers
to getting library
cards
Diminishing and removing barriers to access is an
important way that the Library supports learning
and inclusion, while maintaining an engaged and
thriving community. By evaluating requirements
and processes to obtain and renew library card
accounts, staff will explore opportunities to
improve and update processes.
Learning Community
Learning
Library Reference
Services
Reference Collection
Management
# of items checked
out related to
displays or programs
Using data, assess collections based on
community feedback/requests, demographics,
impact and support for programming, unique
materials, and format types; Aim to review
collections and collection use regularly and
integrate annual reviews of performance of
collections and fund allocations, based on data.
Allocate target funds to update, create and
improve function of collections for all locations.
Learning Community
Learning
Library Reference
Services
Reference Community
Programming and
Coordination
% Participants
surveyed who report
learning a new skill
or something new
Adult learning is supported through technology
classes, small business development and job
seekers, connections with others, music and
other performances, local history research, and
one-on-one instruction. Measuring the learning
outcomes for specific programs will help further
connect how the Library enriches lives beyond
the program experience.
Learning Early Childhood
Learning
Library Public and
Branch Services
Youth Services Collection
Management
# of items checked
out related to
displays or programs
Using data, assess collections based on
community feedback/requests, demographics,
impact and support for programming, unique
materials, and format types; Aim to review
collections and collection use regularly and
integrate annual reviews of performance of
collections and fund allocations, based on data.
Allocate target funds to update, create and
improve function of collections for all locations.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
67
Learning Early Childhood
Learning
Library Public and
Branch Services
Youth Services Community
Programming and
Coordination
% of program
participants report
utilizing
library/community
resources for further
learning
The Library offers quality programs that foster
lifelong learning and include all forms of literacy.
This is one way the community will engage and
thrive. Measuring the use of library and
community resources introduced through specific
programs will help further connect how the
Library enriches lives beyond the program
experience.
Learning School-Aged
Learning
Library Information
Management
Technology
Infrastructure and
Access
Community
Programming and
Coordination
% Participants
surveyed who report
learning a skill or
something new
Focus on learning new skills, community building
using technology during Open Labs, providing
technology volunteer opportunities and
implementing family technology programs.
Measuring the learning outcomes for specific
programs will help further connect how the
Library enriches lives beyond the program
experience.
Place &
Planet
Civic
Infrastructure
Library Admin &
Facilities
(Library)
Administration Facilities
Maintenance and
Management
Ratio of money
spent on routine
maintenance v.
emergency repair
This metric tracks the ratio of funds spent on
routine maintenance compared to emergency
repairs.
Safety Responding to
Emergencies
Library Admin &
Facilities
(Library)
Administration Library Safety % Patrol Tours
Completed
A patrol tour is completed when a Library
Services Officer (LSO) is able to visit all the areas
designated in a patrol and is tracked via RFID
tags. Tracking and measuring completed tours in
our library facilities will help determine gaps and
opportunities for improving safety and security
coverage in our 5 Library buildings.
Community Connected
Community
Non-
Departmental
General Fund Interfund Activity Arts Transfer No metric required
for this activity.
N/A
Community Connected
Community
Non-
Departmental
General Fund Interfund Activity Twilight Concert -
General Fund / Pier
No metric required
for this activity.
N/A
Community Connected
Community
Non-
Departmental
General Fund Special Event
Services
Twilight Concert
Series
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
68
Community Connected
Community
Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Arts Transfer No metric required
for this activity.
N/A
Community Engaged and
Thriving
Community
Non-
Departmental
Pier Fund Interfund Activity Twilight Concert -
General Fund / Pier
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Community
Development
Block Grants
(CDBG)
Interfund Activity General Fund /
CDBG (CCS-Human
Services)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Economic
Opportunity
Affordability Non-
Departmental
Community
Development
Block Grants
(CDBG)
Interfund Activity General Fund /
CDBG (HED)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity Affordable Housing
Transfer
No metric required
for this activity
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity AHPP Development
Fee - Inclusionary
Housing Program
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity General Fund /
CDBG (CCS-Human
Services)
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity General Fund /
CDBG (HED)
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity HOME - CHDO No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity Measure GSH -
Affordable Housing
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
General Fund Interfund Activity Water Transfer -
Low Income
Discount
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Housing
Authority Fund
Interfund Activity HOME Program
Administration
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
69
Economic
Opportunity
Affordability Non-
Departmental
Housing
Authority Fund
Interfund Activity Housing Subsidy No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Low/Moderate-
Income Housing
Asset Fund
Interfund Activity Affordable Housing -
Low/Moderate
Income Housing
Asset / Parking
Authority /Special
Revenue Source
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Miscellaneous
Grants Fund
Interfund Activity HOME - CHDO No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Miscellaneous
Grants Fund
Interfund Activity HOME Program
Administration
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Parking Authority
Fund
Interfund Activity Affordable Housing -
Low/Moderate
Income Housing
Asset / Parking
Authority /Special
Revenue Source
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Affordable Housing -
Low/Moderate
Income Housing
Asset / Parking
Authority /Special
Revenue Source
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Affordable Housing
Transfer
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Special Revenue
Source Fund
Interfund Activity AHPP Development
Fee - Inclusionary
Housing Program
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Housing Subsidy No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Measure GSH -
Affordable Housing
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
70
Economic
Opportunity
Affordability Non-
Departmental
Wastewater Fund Interfund Activity Water Transfer -
Low Income
Discount
No metric required
for this activity.
N/A
Economic
Opportunity
Affordability Non-
Departmental
Water Fund Interfund Activity Water Transfer -
Low Income
Discount
No metric required
for this activity.
N/A
Economic
Opportunity
Business
Diversity
Non-
Departmental
General Fund Cooperative
Agreements
Convention &
Visitors
% change in TOT
Tax revenue
N/A
Governance Resilience Non-
Departmental
General Fund Interfund Activity Insurance Program
Management
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Airport Fund Interfund Activity General Fund /
Airport
No metric required
for this activity
N/A
Governance Stewardship Non-
Departmental
Airport Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Airport Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
BBB Fund Interfund Activity General Fund / BBB
(FIN-Counting
Room)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
BBB Fund Interfund Activity General Fund / BBB
(HR)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
BBB Fund Interfund Activity General Fund / BBB
(Misc)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
BBB Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
71
Governance Stewardship Non-
Departmental
BBB Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Beach Fund Interfund Activity General Fund /
Beach
No metric required
for this activity
N/A
Governance Stewardship Non-
Departmental
Beach Fund Retirement &
OPEB
OPEB
Governance Stewardship Non-
Departmental
Beach Fund Retirement &
OPEB
PERS Paydown
Governance Stewardship Non-
Departmental
Cemetery Fund Interfund Activity Cemetery /
Perpetual
Care/Mausoleum -
Investments
No metric required
for this activity
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
Cemetery Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Cemetery Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Community
Development
Block Grants
(CDBG)
Administration Audit Fees No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
Community
Development
Block Grants
(CDBG)
Administration CDBG Program
Administration
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Governance Stewardship Non-
Departmental
Gas Tax Fund Administration Audit Fees % of audits
successfully passed
measure of all audits successfully passed without
any serious errors
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
72
Governance Stewardship Non-
Departmental
General Fund City Owned
Properties
Assessments % of payments
made on-time
N/A
Governance Stewardship Non-
Departmental
General Fund Employee
Engagement
Opportunities
Recruitment Average cost per
recruitment
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
City Services
Building
% of projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
Civic Parking % or projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
Fire Station 1 % of projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
Library % of projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
Parking Structure 6 % of projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Financing & Debt
Service
Public Safety Facility % of projected
obligations funded
N/A
Governance Stewardship Non-
Departmental
General Fund Insurance Program Insurance Premiums Ratio of insurance
premium costs to
savings
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity City Owned
Properties - Airport
Properties
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund /
Airport
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund / BBB
(FIN-Counting
Room)
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund / BBB
(HR)
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund / BBB
(Misc)
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
73
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund /
Beach
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund / Pier No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity General Fund /
Water
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity Note 6 Loan -
General Fund /
Low/Moderate
Income Housing
Asset / Special
Revenue Source
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity PEG - Loan
Payment - City TV
Operations
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity SCADA
Reimbursement
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Interfund Activity TORCA
Reimbursement
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
General Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
General Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Low/Moderate-
Income Housing
Asset Fund
Interfund Activity Note 6 Loan -
General Fund /
Low/Moderate
Income Housing
Asset / Special
Revenue Source
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
74
Governance Stewardship Non-
Departmental
Pier Fund Interfund Activity General Fund / Pier No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Pier Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Pier Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
RRR Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
RRR Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Note 6 Loan -
General Fund /
Low/Moderate
Income Housing
Asset / Special
Revenue Source
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Special Revenue
Source Fund
Interfund Activity PEG - Loan
Payment - City TV
Operations
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Stormwater Fund Administration Interest on SMURRF
Loan
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Stormwater Fund Interfund Activity Stormwater / Water No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
TORCA Fund Interfund Activity TORCA
Reimbursement
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
75
Governance Stewardship Non-
Departmental
Vehicle
Management
Fund
Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Vehicle
Management
Fund
Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Wastewater Fund Interfund Activity SCADA
Reimbursement
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Wastewater Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Wastewater Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Governance Stewardship Non-
Departmental
Water Fund Interfund Activity General Fund /
Water
No metric required
for this activity.
N/A
Governance Stewardship Non-
Departmental
Water Fund Interfund Activity SCADA
Reimbursement
Governance Stewardship Non-
Departmental
Water Fund Retirement &
OPEB
OPEB % change in
unfunded liability
Other Post Employment Benefits (OPEB) are
obligations owed to retired City employees aside
from PERS obligations.
Governance Stewardship Non-
Departmental
Water Fund Retirement &
OPEB
PERS Paydown % change in
unfunded liability
Public Employee Retirement System (PERS) are
the pensions owed to retired City staff for their
service. The City is paying down its obligations
ahead when they are do so as to avoid increased
financial barriers later on.
Learning School-Aged
Learning
Non-
Departmental
General Fund Cooperative
Agreements
SMMUSD % change in funding N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
76
Place &
Planet
Civic
Infrastructure
Non-
Departmental
BBB Fund Interfund Activity Transit Mall
Maintenance
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Clean
Beaches/Ocean
Parcel Tax Fund
Interfund Activity Engineering Transfer No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Community
Development
Block Grants
(CDBG)
Interfund Activity General Fund /
CDBG (PW)
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Gas Tax Fund Interfund Activity Gas Taxes
Reimbursement
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Cooperative
Agreements
SMMUSD (Joint
Use)
Average cost per
use by City
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Edison Playground
Partnership
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Engineering
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Engineering Transfer No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Gas Taxes
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity General Fund /
CDBG (PW)
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Pier Reimbursement No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
General Fund Interfund Activity Transit Mall
Maintenance
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Pier Fund Interfund Activity Pier Reimbursement No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Edison Playground
Partnership
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
77
Place &
Planet
Civic
Infrastructure
Non-
Departmental
Water Fund Interfund Activity Engineering
Reimbursement
No metric required
for this activity
N/A
Place &
Planet
Climate Change Non-
Departmental
Clean
Beaches/Ocean
Parcel Tax Fund
Interfund Activity Clean Beaches
Transfer
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Climate Change Non-
Departmental
Clean
Beaches/Ocean
Parcel Tax Fund
Interfund Activity Measure V -
Watershed
Management
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Climate Change Non-
Departmental
Gas Tax Fund Interfund Activity Stormwater
Management
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Climate Change Non-
Departmental
General Fund Interfund Activity Environmental
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
RRR Fund Interfund Activity Environmental
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Stormwater Fund Interfund Activity Environmental
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Stormwater Fund Interfund Activity Measure V -
Watershed
Management
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Stormwater Fund Interfund Activity Metropolitan Water
District Recycled
Water Rebate
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Stormwater Fund Interfund Activity SMURRF Operating
& Maintenance
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Stormwater Fund Interfund Activity Stormwater /
Wastewater
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Wastewater Fund Interfund Activity Clean Beaches
Transfer
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Wastewater Fund Interfund Activity Environmental
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Wastewater Fund Interfund Activity SMURRF Operating
& Maintenance
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
78
Place &
Planet
Climate Change Non-
Departmental
Wastewater Fund Interfund Activity Stormwater /
Wastewater
No metric required
for this activity.
N/A
Place &
Planet
Climate Change Non-
Departmental
Water Fund Interfund Activity Environmental
Reimbursement
No metric required
for the activity
N/A
Place &
Planet
Climate Change Non-
Departmental
Water Fund Interfund Activity Metropolitan Water
District Recycled
Water Rebate
No metric required
for this activity
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
BBB Fund Interfund Activity Prop A
Reimbursement
No metric required
for this activity.
This is simply a transfer of funds from one City
account to another and does not require a metric.
Place &
Planet
Mobility and
Access
Non-
Departmental
General Fund Employee
Engagement
Opportunities
Rideshare & Parking
Programs
% of employees
utilizing rideshare
and parking
programs
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
General Fund Interfund Activity Prop C
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
General Fund Interfund Activity Transportation
Management
Program
Administration
No metric required
for this activity.
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
Local Return
Fund
Interfund Activity PROP A
REIMBURSEMENT
No metric required
for this activity.
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
Local Return
Fund
Interfund Activity Prop C
Reimbursement
No metric required
for this activity.
N/A
Place &
Planet
Mobility and
Access
Non-
Departmental
Special Revenue
Source Fund
Interfund Activity Transportation
Management
Program
Administration
No metric required
for this activity.
N/A
Safety Disaster
Preparedness
Non-
Departmental
General Fund Special Event
Services
Los Angeles
Marathon
No metric required
for this activity.
N/A
Safety Keeping
Neighborhoods
Safe
Non-
Departmental
General Fund Special Event
Services
Park Ambassador
Program
No metric required
for this activity.
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
79
Community Connected
Community
Planning &
Community
Dev
Building and
Safety
Neighborhood
Preservation
Neighborhood
preservation
regulatory programs
We will monitor and
seek to achieve the
Division policy and
the customer service
goal to complete
Means and Methods
Plan reviews within
established plan
review timeframes.
Means and Methods Plans are reviewed for
tenant-occupied properties prior to issuance of a
building permit to ensure construction activity will
not create unsafe or uninhabitable conditions on
the property. We will continue to strive to achieve
that all applicable projects are reviewed
accordingly.
Community Connected
Community
Planning &
Community
Dev
Parking
Operations
(PCD)
Resident and
Community
Services
Parking Permits
Services
% of customers
registering or
renewing online
versus over the
counter (for
residential and
recreational parking
permits)
Percentage change in how customer choose to
receive city services will reflect how successful
the investments in enhanced software systems
and increased customer payment options have
been in improving the customer experience,
changing customer behavior and streamlining
operations.
Community Connected
Community
Planning &
Community
Dev
Parking
Operations
(PCD)
Resident and
Community
Services
Special Event
Activations
# of special event
parking activations
completed
There is a substantial number of reserved and
unreserved pre-paid parking requests that are
submitted. Examples of these are film production
basecamps, Pier Deck rentals, and requests for
pre-paid parking for the beach lots. It is
imperative to understand how many of these
requests are reviewed and processed in addition
to the permit and citation services offered at the
counter to capture the full scope of services
fulfilled.
Community Engaged and
Thriving
Community
Planning &
Community
Dev
Administration
(PCD)
Administration Support to boards,
commissions,
Council, task forces
and committees
Planning &
Community
Development items
heard by Council
Number of items sent to Council for hearing/study
by Planning and Community Development.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
80
Community Engaged and
Thriving
Community
Planning &
Community
Dev
City Planning/
Development
Rev
Customer Service Customer Service 1) # of customers
served at the City
Planning public
counter quarterly
1) # of customers served at the City Planning
public counter quarterly. This # demonstrates the
level of need for in-person customer service for
complex zoning and property information. As our
website update is completed and we have shifted
to e-Application filing, there may be reduction in
the # of public counter interactions over time.
Community Engaged and
Thriving
Community
Planning &
Community
Dev
City Planning/
Development
Rev
Customer Service Public Records Act
requests
% of PRAs process
in 10 calendar days.
Public Records Act Requests are formal requests
for information pursuant to state law; there are
mandated time frames for a response within 10
calendar days.
Community Engaged and
Thriving
Community
Planning &
Community
Dev
City Planning/
Development
Rev
Public Outreach Engagement Measurement of the
% of
participants/resident
s who have never
been involved in a
community
outreach/engageme
nt event for
development
projects,
environmental
scoping sessions, or
land use plans or
who have not
participated in such
an event in the past
three years will allow
us to assess the
effectiveness of our
outreach to engage
new participants.
% of participants who have never been involved
in a community outreach/engagement event for
development projects, environmental scoping
sessions, or land use plan development or have
not participated in an engagement event in the
past three years.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
81
Community Engaged and
Thriving
Community
Planning &
Community
Dev
Mobility Mobility Programs Outreach and
Education
Total number of
shares or reactions
on social media
(city-wide metric)
Effective transportation depends upon community
members that are informed, equipped and
engaged in transportation on a day to day basis,
and on larger policy issues. This metric identifies
the effectiveness in reaching people with
transportation-related content through social
media.
Economic
Opportunity
Affordability Planning &
Community
Dev
Code
Enforcement
Housing
Enforcement
Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Economic
Opportunity
Affordability Planning &
Community
Dev
Code
Enforcement
Housing
Enforcement
Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Economic
Opportunity
Affordability Planning &
Community
Dev
Code
Enforcement
Housing
Enforcement
Hearings Percentage of
Hearings in which
the City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Economic
Opportunity
Affordability Planning &
Community
Dev
Code
Enforcement
Housing
Enforcement
Investigations Percentage of
Priority 1 Cases
responded to within
required time frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
82
Economic
Opportunity
Affordability Planning &
Community
Dev
Code
Enforcement
Housing
Enforcement
Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Governance Accountability Planning &
Community
Dev
Administration
(PCD)
Special operations
management
Manage special
regulatory programs
Special Projects
Processed
Number of Special Regulatory Projects
Completed in a Fiscal Year
Governance Accountability Planning &
Community
Dev
Building & Safety Permit Services Public Records Act
requests
Percentage of Public
Records Requests
responded to within
10 calendar days of
request date.
We will measure and verify compliance with State
law, requiring that public records requests are
responded to within 10 calendar days of request
date.
Governance Accountability Planning &
Community
Dev
City Planning/
Development
Rev
Development
Agreement
Processing and
Management
Development
Agreement
Monitoring
City Planning
conducts annual
Development
Agreement
compliance review to
ensure that
developers who
entered into
contracts with the
City for specific
development
projects subject to
community benefit
negotiations comply
with the terms of the
agreement.
# of Development Agreements that are deemed
in compliance during annual review expressed as
a percentage of all valid Development
Agreements.
Governance Accountability Planning &
Community
Dev
City Planning/
Development
Rev
Plans and Policies Plan Monitoring % of policy objects
that meet the Plans
stated targets.
Land use plans incorporate measurable policy
objectives to assess the effectiveness of the plan
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
83
Governance Stewardship Planning &
Community
Dev
Parking
Operations
(PCD)
Parking Operations
Management
Parking Citations
Services
% of customer
service call
completion above
94%
This metric is commonly used KPI for inbound
call center operations and back office processing
in the parking citation call center industry, directly
impacting positive customer experiences and
maximizing outstanding revenue collection
opportunities.
Place &
Planet
Built
Environment
Planning &
Community
Dev
Administration
(PCD)
Administration Administrative
support for other
divisions
No metric required
for this activity.
N/A
Place &
Planet
Built
Environment
Planning &
Community
Dev
Administration
(PCD)
City Urban Design Urban design
strategy
Areas reviewed by
Urban Design
Percentage of public spaces (parks, Pier, beach,
Promenade) subjected to urban design study and
review.
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Inspections Legislative analysis May be deleted Metric is empty because this activity may be
deleted due to inability to measure
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Inspections Site inspections Percentage of
inspections
performed within one
day of inspection
request.
We will monitor the achievement of the Division
policy and customer service goal to complete
building permit inspections within one day of
inspection request.
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Permit Services Building permit
application and
issuance
Percentage of
customers called
within 30 minutes of
requesting a ticket
from Building and
Safety.
We will monitor the established customer service
goal of seeing/calling customers within 30
minutes of them submitting a ticket request to see
a Building & Safety Plan Check Engineer or
Permit Specialist at the public counter.
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Permit Services Cashier services May be deleted Metric is empty because this activity may be
deleted due to inability to measure
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Plan Review Legislative analysis May be deleted Metric is empty because this activity may be
deleted due to inability to measure
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
84
Place &
Planet
Built
Environment
Planning &
Community
Dev
Building & Safety Plan Review Plan checks Percentage of Plan
Checks completed
within approved time
frames.
We will monitor and seek to achieve the Division
policy and the customer service goal to complete
plan reviews within established plan review time
frames.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Business License Zoning Conformance % of total Zoning
Conformance
Reviews completed
within four weeks of
filing.
# of Zoning Conformance Reviews completed in
within four weeks of filing. Zoning Conformance
Reviews provides customers with a verification of
various zoning and other property-specific
information that is often used for real estate
transactions, financing, and general property due
diligence.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Design Review Permit Processing % of ARB
applications filed
annually approved at
first ARB public
hearing.
The Architectural Review Board (ARB) reviews
and approves design review applications for new
construction and remodels for commercial and
multi-family buildings Citywide in order to ensure
that the built environment is enhanced.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Developing
Ordinances
Legislative Analysis
and Policy Creation
# of policy
development/ordinan
ce projects initiated
and completed
annually that satisfy
legal requirements
and/or advance
Council Framework
Priorities.
# of policy development/ordinance projects
initiated and completed annually that satisfy legal
requirements and/or advance Council Framework
Priorities such as revisions to the municipal code
to advance the Council's housing priorities or to
ensure that the City's development standards and
land use policies align with community values.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Development
Agreement
Processing and
Management
Permit Processing % of discretionary
permits processed
annually in
compliance with
Permit Streamlining
Act.
Discretionary permits for development projects
are subject to compliance with state law
mandated Permit Streamlining Act timelines.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
85
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Development
Review
Construction Impact
Mitigation Plan
Monitoring
% of CIMPs
monitored for
projects under
construction
annually in order to
limit impacts to
circulation and
quality of life.
Construction Impact Mitigation Plans are
reviewed, approved, and monitored by PCD staff
in order to ensure that projects under construction
do not unduly impact the City's circulation/mobility
network and quality of life.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Development
Review
Permit Processing 1) # of discretionary
permits processed in
compliance with
Permit Streamlining
Act timelines
expressed as a % of
discretionary permits
processed annually;
2) # of housing
projects approved in
support of Council's
Affordability
Framework Priority.
1) # of discretionary permits processed in
compliance with Permit Streamlining Act timelines
expressed as a % of discretionary permits
processed annually; 2) # of housing projects
approved in support of Council's Affordability
Framework Priority.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Development
Review
Permit Tracking and
Reporting
# of monthly
permit/project
tracking reports with
all projects updated
with most current
data/information
prepared quarterly.
# of monthly permit/project tracking reports with all
projects updated with most current
data/information prepared quarterly.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Development
Review
Plan Checks % of plan checks
reviewed by staff
annually that meet
the same-day, 5-
day, 3-week, 5-week
review timelines
# of plan checks reviewed by staff within
established turn-around times expressed as a %
of plan checks submitted quarterly.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
86
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Environmental
Analysis
Privately Funded
Projects
% of private
development
projects that
planning staff has
prepared
environmental
analysis for in
compliance with
processing timelines
specified by the
California
Environmental
Quality Act
# of privately funded projects that planning staff is
preparing environmental analysis for in
compliance with mandated timeframes, in support
of Place & Planet/Ecosystems/Climate Change
Council Framework Priorities.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Historic Resource
Preservation
Historic Resources
Program
Maintenance
% of properties over
40 years old that are
identified on Historic
Resource Inventory
Updates performed
on 5-year cycles in
support of the
Council's Built
Environment
Framework Priority.
The % of properties over 40 years old that are
identified in Historic Resource Inventory Updates
performed on 5-year cycles supports the Council's
Built Environment Framework Priority by
identifying potential historic resources and
providing historic information to property owners
to best practices for treatment of historic
properties
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Historic Resource
Preservation
Process Certificates
of Appropriateness
# of Certificate of
Appropriateness
Applications
approved annually
for project that
rehabilitate and/or
adaptively reuse
historic buildings in
support of the
Council's Built
Environment
Framework Priority.
Certificate of Appropriateness Applications are for
projects that rehabilitate and/or adaptively reuse
historic buildings and are approved when the
project complies with code and Federal guidelines
for treatment of historic properties in support of
the Council's Built Environment/Placemaking
Framework Priorities.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
87
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Historic Resource
Preservation
Process Designation
Applications
# of
Landmark/Structure
of Merit/Historic
District Applications
approved annually to
designate historic
buildings in support
of the Council's Built
Environment
Framework Priority.
# of Landmark/Structure of Merit/Historic District
Applications approved annually to designate
historic buildings in support of the Council's Built
Environment Framework Priority in order to
preserve historic neighborhoods that provide a
visual representation the City's history.
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Plans and Policies Land Use Plans 1) # of Land Use
Plans adopted by the
Council that
establish new or
updated policies in
support of Council
Framework Priorities
focused on
Affordability, Climate
Change, and
Mobility/Access; 2)
% of total
participants/residents
in the Land Use Plan
creation process who
have never been
involved in a Land
Use Plan
development
outreach
event/process or
have not participated
in the past three
years.
1) # of Land Use Plans adopted by the Council
that establish new or updated policies in support
of Council Framework Priorities focused on
Affordability, Climate Change, and
Mobility/Access; 2) % of total
participants/residents in the Land Use Plan
creation process who have never been involved
in a Land Use Plan development outreach
event/process or have not participated in the past
three years.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
88
Place &
Planet
Built
Environment
Planning &
Community
Dev
City Planning/
Development
Rev
Special Projects Special Projects % of Special Projects
completed annually
that advance Council
Framework Priorities.
Special Projects are created to advance
planning/development-related outcomes tied to
Council Framework Priorities.
Place &
Planet
Civic
Infrastructure
Planning &
Community
Dev
Administration
(PCD)
Administration Departmental
leadership and
strategic planning
No metric required
for this activity.
N/A
Place &
Planet
Civic
Infrastructure
Planning &
Community
Dev
City Planning/
Development
Rev
Environmental
Analysis
City Projects % of city projects
that planning staff
has prepared
environmental
analysis for in-house
and without
additional consultant
services
In certain instances, City Planning's
Environmental Planner provides environmental
services without additional consultant costs for
City Projects in compliance with the California
Environmental Quality Act
Place &
Planet
Civic
Infrastructure
Planning &
Community
Dev
City Planning/
Development
Rev
Environmental
Analysis
Traffic Model
Maintenance/Manag
ement
# of completed traffic
count and travel
demand model
updates conducted
in a four year cycle
to provide data for
impact analyses
conducted to
measure traffic
impacts from
development
projects and identify
ways to reduce
impacts in support of
the Council's Mobility
and Access
Framework Priorities.
Collection of traffic counts and travel demand
model updates conducted on a four year cycle
provides data for impact analyses conducted to
measure traffic impacts from development
projects and identify ways to reduce impacts in
support of the Council's Mobility and Access
Framework Priorities.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
89
Place &
Planet
Civic
Infrastructure
Planning &
Community
Dev
Parking
Operations
(PCD)
Parking Operations
Management
Services
Parking Equipment
Maintenance and
Repairs
% of parking facilities
operating with at
least 15% availability
The 15% availability target is a parking industry
standard that supports the overall transportation
system by reducing unnecessary traffic
congestion related to customers searching for
available parking. The 15% availability target also
ensures that parking pricing is optimally set to
maximize the use of the entire parking supply,
thereby supporting the local business economy
by ensuring available spaces for customers to
park and enjoy nearby businesses and
attractions.
Place &
Planet
Civic
Infrastructure
Planning &
Community
Dev
Parking
Operations
(PCD)
Parking Operations
Management
Services
Parking Facilities
Management
% of customer
service call
completion above
94%
This metric is commonly used KPI for inbound
call center operations and back office processing
in the parking citation call center industry, directly
impacting positive customer experiences and
maximizing outstanding revenue collection
opportunities.
Place &
Planet
Climate Change Planning &
Community
Dev
Code
Enforcement
Environmental
Enforcement
Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Place &
Planet
Climate Change Planning &
Community
Dev
Code
Enforcement
Environmental
Enforcement
Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
90
Place &
Planet
Climate Change Planning &
Community
Dev
Code
Enforcement
Environmental
Enforcement
Hearings Percentage of
Hearings in which
City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Place &
Planet
Climate Change Planning &
Community
Dev
Code
Enforcement
Environmental
Enforcement
Investigations Percentage of
Priority 1 Cases
Responded to within
required time frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Place &
Planet
Climate Change Planning &
Community
Dev
Code
Enforcement
Environmental
Enforcement
Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Capital Projects Federal and State
Assisted Project
Delivery
Percent of projects
completed on
schedule
The division is charged with the administration of
projects awarded Federal and State grant funds.
These funds leverage local dollars to enable
more street improvement projects in more areas
of the city. This metric identifies the percentage of
grant-funded capital projects that are completed
according to the approved schedules in the grant
agreements with the grantor agencies.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Capital Projects Grant Management
and Project
Development
Percent of total
project value that is
grant-based
The division prepares competitive bids for federal
and state grant funds in order to leverage local
dollars for more street improvement projects and
community programs. This metric identifies the
percentage of PCD transportation project value in
the Capital Improvement Program that is covered
by grant funds.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
91
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Capital Projects Special Projects Percent of Vision
Zero network
investigated
The City Council adopted a short term Vision
Zero Action Plan to eliminate severe injury and
fatal collisions by 2026. The plan mapped high
priority areas based on evaluation 2006-16
collision data, and recommended these areas for
further investigation of collision factors and
potential countermeasures. This metric identifies
the percentage of the identified network that has
received the additional focused analysis.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Mobility Programs Safe Routes to
School Program
Percent of
engagement efforts
that result in
measurable action
The division partners with parents, students,
teachers, school and district administrators to
increase active transportation to school, and
school access safety improvements. This metric
identifies the percentage of engagements with
people that result in an action such as taking a
bike skills course, participating in a program, or
changing behavior.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Mobility Programs Shared Mobility and
Taxi Management
Shared scooter and
bicycle ridership
The City runs a Breeze bike share system, and
has permitted a limited number of companies to
operate shared e-scooter and e-bike systems that
provide short-range low-emission transportation
alternatives. This metric identifies how many trips
are being taken on these shared devices in Santa
Monica (trips with origin and/or destination within
the city).
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Mobility Programs Special Projects Percent of Safe
Routes for Seniors
infrastructure
completed
Special projects contribute to street safety,
education, equity, engagement, and strategic
action; most special projects are first identified in
adopted plans. This metric tracks completion of
special projects that have been initiated, such as
the percentage completion of the grant-funded
Safe Routes for Seniors grant.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
92
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Parking Policies and
Procedures
Percent of
preferential parking
qualifying
applications that go
to Council within a
year
Residential Preferential Parking regulations (new
or altered) must be approved by Council. Once
the qualifying number of resident signatures has
been collected, the zone is evaluated based on
data collected and community input, and a
recommendation is taken to Council. This
metrics tracks the percentage of qualifying
applications that go to Council within one year.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Parking Residential
Preferential Parking
Program
Percent of
preferential parking
blocks implemented
within 3 months after
receiving qualifying
petition
Pre-approved Residential Preferential Parking
regulations may be installed once the qualifying
number of resident signatures has been
collected. This metric tracks the percentage of
blocks that are installed within 3 months of receipt
of a qualifying petition.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Permit Services Policies and
Procedures
Percent of permit
applications
available for online
completion
The division maintains a full-time public counter,
and issues a number of permit types. Providing
permit information online and enabling online
processing reduces the need for customer trips,
and should improve customer experience. This
metric identifies what percentage of permit
applications are available for online.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Permit Services Private Property
Plan Check
Percent of plan
checks completed on
schedule
The interdepartmental plan check process
includes target deadlines for each reviewer and
iteration. This metric identifies what percentage of
plan checks are completed by the assigned
deadline.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Permit Services Public Right of Way
(PROW) Permits
Percent of counter
customers engaged
within 15-minute
wait-time
Customers at the public permit counter are
served on a first-come, first-served basis using a
ticket system. This metric tracks what percentage
of customers are called to their turn within a 15-
minute wait time.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Permit Services Transportation and
Access Studies and
Modeling
Percent of
transportation
studies completed on
schedule
Transportation studies are performed for changes
to land use, streets and operations as needed.
This metric tracks the percentage of studies that
are completed on schedule.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
93
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Transportation
Demand
Management
Employer and
Developer
Ordinance
Implementation
Median assessed
quality of employer
plans and annual
Average Vehicle
Ridership calculation
of citywide
employers of 30+
employees
The Mobility Division is charged with
administering chapter 9.53 of the Santa Monica
Municipal code. As part of the ordinance
employers are required to submit plans and
assess performance of incentives and
disincentives to single occupancy vehicle trips.
This metric will quantify the performance of the
employer plans, a higher assessed median
indicates less single occupancy vehicles.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Transportation
Demand
Management
TDM Internal
Employee Transport
Coordination
Average Vehicle
Ridership of City
employees
The internal employee transport coordinator is
charged with reducing the average vehicle
ridership of City employees through working to
identify and leverage Santa Monica employees to
reduce single vehicle occupancy trips. This metric
will track the process of this work. A higher AVR
represents more City employees traveling to work
through carpools, transit, or by walking or biking.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Transportation
Planning
Data Systems Percent of
Downtown curbside
inventoried
New delivery and transportation demands have
increased competition for curbside space, and
intensified the challenge of effectively managing
the space. Cities need an accurate curbside
inventory of regulations and utilization data to
meet public demands, and few cities have this
information. This metric identifies the progress on
inventorying existing Downtown curbside
conditions.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Transportation
Planning
Regional and
Intergovernmental
Relations
Percent of key
regional agencies
with which there is
engaged partnership
Transportation is a regional issue affected by
many agencies, particularly Caltrans, Metro,
SCAG, Westside COG cities and LADOT.
Partnership is needed for effective street, transit,
design, program, encouragement and other
efforts. This metric tracks the percentage of these
key regional agencies with which we are actively
partnering to addresses intergovernmental
challenges.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
94
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Mobility Transportation
Planning
Special Projects and
Plan Implementation
Percent of Vision
Zero Action Plan
components that
have been achieved
The short term Vision Zero Action Plan identified
34 actions to improve safety through data-driven
decisions, policy, design and enforcement. This
metric identifies the percentage of the plan
actions that are completed.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Capital Projects Federal and State
Assisted Project
Delivery
Percent of projects
completed on
schedule
The division is charged with the administration of
projects awarded Federal and State grant funds.
These funds leverage local dollars to enable
more street improvement projects in more areas
of the city. This metric identifies the percentage
of grant-funded capital projects that are
completed according to the approved schedules
in the grant agreements with the grantor
agencies.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Capital Projects Special Projects Percent of Vision
Zero network
investigated
The City Council adopted a short term Vision
Zero Action Plan to eliminate severe injury and
fatal collisions by 2026. The plan mapped high
priority areas based on evaluation 2006-16
collision data, and recommended these areas for
further investigation of collision factors and
potential countermeasures. This metric identifies
the percentage of the identified network that has
received the additional focused analysis.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Parking Meter
Repair
Parking Meter
Repair
Respond to Parking
Meter Repair
Requests within 1
business day
Repair requests for parking meters which come
through the broken parking meter hotline and
Santa Monica works online requests
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Street Flow
Management and
Operations
Construction Traffic
Impact Mitigation
Blocks of sidewalk
and bikeways closed
by construction
Private development projects often seek
construction-period closure of adjacent sidewalks,
bikeways and other street areas. This can lead to
pedestrian and bikeway network gaps. This
metric tracks the number of blocks of sidewalk
and bikeways that are closed for any period
longer than one day.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
95
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Street Flow
Management and
Operations
Curbside
Management
Average occupancy
of metered parking
spaces in Downtown
Parking best practice seeks to maintain a 15%
parking availability in order to avoid over-
saturation resulting in drivers circling for parking;
and to provide more consistent access to
adjacent commercial uses. This metric would
monitor the vacancy rate of parking meters during
their hours of regulation.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Street Flow
Management and
Operations
Special Projects Percent of special
projects completed
on schedule
Special projects contribute to citywide street
safety, flow, and state of good repair; they include
a wide range of signal, striping, and sign projects.
This metric identifies the percentage of projects
that are completed on schedule.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Street Signs and
Marking
Street Marking Zone inspection
completed for two
zones.
The city has been divided into seven inspection
zones. In each zone, crews will refresh curb
markings, centerlines, stencils, parking spaces
and any other traffic markings within the right-of-
way. The annual goal is to complete sign
inspection of 2 of the 7 inspection zones.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Street Signs and
Marking
Street Sign Repair Percent completion
of annual zone
inspection
The city has been divided into seven inspection
zones. In each zone warning, regulatory, guides,
and street name signs will be inspected for
condition and retroreflectivity.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Traffic Engineering Design Services Percent of projects
completed on
schedule
Street improvements require detailed
transportation engineering design and review
prior to installation. This metric identifies the
percentage of transportation engineering design
projects that are completed on time.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
96
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Traffic Engineering Intergovernmental
Relations
Percent of key
regional agencies
with which there is
engaged partnership
Transportation is a regional issue affected by
many agencies, particularly Caltrans, Metro,
SCAG, Westside COG cities and LADOT.
Partnership is needed for effective street, transit,
design, program, encouragement and other
efforts. This metric tracks the percentage of these
key regional agencies with which we are actively
partnering to addresses intergovernmental
challenges.
Place &
Planet
Mobility and
Access
Planning &
Community
Dev
Traffic
Management
Traffic Engineering Special Projects Percent of Vision
Zero projects
installed on
schedule, following
network investigation
Following investigation of vision zero priority
areas, installation of additional safety
countermeasures may be recommended. This
metric identifies the percentage of the identified
improvements that are installed on schedule.
Safety Disaster
Preparedness
Planning &
Community
Dev
Code
Enforcement
Safety Enforcement Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Safety Disaster
Preparedness
Planning &
Community
Dev
Code
Enforcement
Safety Enforcement Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Safety Disaster
Preparedness
Planning &
Community
Dev
Code
Enforcement
Safety Enforcement Hearings Percentage of
Hearings in which
the City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
97
Safety Disaster
Preparedness
Planning &
Community
Dev
Code
Enforcement
Safety Enforcement Investigations Percentage of
Priority 1 Cases
responded to within
the required time
frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Safety Disaster
Preparedness
Planning &
Community
Dev
Code
Enforcement
Safety Enforcement Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Nuisance
Enforcement
Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Nuisance
Enforcement
Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Nuisance
Enforcement
Hearings Percentage of
Hearings in which
the City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Nuisance
Enforcement
Investigations Percentage of
Priority 1 Cases
responded to within
the required time
frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
98
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Nuisance
Enforcement
Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Regulatory
Enforcement
Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Regulatory
Enforcement
Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Regulatory
Enforcement
Hearings Percentage of
Hearings in which
the City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Regulatory
Enforcement
Investigations Percentage of
Priority 1 Cases
responded to within
the required time
frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Regulatory
Enforcement
Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
99
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Zoning
Enforcement
Customer Service Percent of
Complaints received
through Santa
Monica Works
To reduce the number of complaints received via
phone, which will ultimately free up Code
Enforcement Specialists' time to perform other
admin tasks, we will measure complaints
received via GO System and take steps to
increase that number over time by informing
citizens of this option.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Zoning
Enforcement
Enforcement Actions Percentage of
Violations Abated
after Notice of
Violation
For most violations of the SMMC, a Notice of
Violation (NOV), which is essentially a warning,
precedes issuance of a citation. We will look at
the frequency that responsible parties comply
with the corrective action on the Notice of
Violation to determine the effectiveness of the
NOV.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Zoning
Enforcement
Hearings Percentage of
Hearings in which
the City Prevails
Responsible parties have the opportunity to
appeal their citations. We will look at the number
of hearings in which the City prevails and the
citations are upheld. This will allow us to see
where improvement is need, which officers may
need additional training on how to write
investigative reports and testify in hearings.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Zoning
Enforcement
Investigations Percentage of
Priority 1 Cases
responded to within
required time frame
We will look at the frequency of officers
responding to their assigned Priority 1 cases
(often life/safety-related) within the required same
day/next day time frame, and take steps to
improve that number when necessary.
Safety Responding to
Emergencies
Planning &
Community
Dev
Code
Enforcement
Zoning
Enforcement
Policies and
Procedures
Percentage of Cases
Closed on Initial
Review
We will measure how often the officers close their
cases following the division policy for closing
cases, and explore ways to improve upon that
number when needed.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
100
Safety Safe Driving,
Walking, Biking,
and Transit
Planning &
Community
Dev
Mobility Mobility Programs Vision Zero Program Percent of Vision
Zero network
investigated
The City Council adopted a short term Vision
Zero Action Plan to eliminate severe injury and
fatal collisions by 2026. The plan mapped high
priority areas based on evaluation 2006-16
collision data, and recommended these areas for
further investigation of collision factors and
potential countermeasures. This metric identifies
the percentage of the identified network that has
received the additional focused analysis.
Safety Safe Driving,
Walking, Biking,
and Transit
Planning &
Community
Dev
Traffic
Management
Maintain Streets,
Signals, and
Meters
Traffic Signal
Maintenance and
Repair
Percent of work
order requests
completed on
schedule
Field work performed by this division is tracked in
a work order management system. This metric
identifies what percentage of work order requests
are completed on schedule.
Safety Safe Driving,
Walking, Biking,
and Transit
Planning &
Community
Dev
Traffic
Management
Maintain Streets,
Signals, and
Meters
Traffic Signs and
Marking Upgrades
Percent of work
order requests
completed on
schedule
Field work performed by this division is tracked in
a work order management system. This metric
identifies what percentage of work order requests
are completed on schedule.
Safety Safe Driving,
Walking, Biking,
and Transit
Planning &
Community
Dev
Traffic
Management
Street Flow
Management and
Operations
Traffic Control and
Circulation
Management
Percent of traffic
signal incidents
repaired within 4
hours.
The citywide signal system is essential for
effective operation of the street network. Signal
maintenance crews are on standby in case signal
failures occur. This metric measures the
percentage of signal issues that are addressed
within four hours of the failure.
Community Connected
Community
Police Chief of Police Administration Communications Total number of
shares or reactions
on social media
Total number of shares or reactions on social
media
Community Connected
Community
Police Criminal
Investigation
Youth and Family
Services
Youth Engagement
Programs
Percent change in
youth involvement in
programs
The Police Activities League (PAL) and Explorer
program are resources made available to youth
within the community forming an outreach,
intervention, and prevention model while
providing an introduction to the law enforcement
profession.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
101
Community Connected
Community
Police Field Services Animal Control Animal Shelter
Operations
Have an animal
rehome rate of 90%
The animal shelter will strive to maintain a high
rate of live-release through its rehoming efforts of
returning lost domestic animals to their owners
and by placing domestic animals in appropriate
homes or with rescue groups.
Community Connected
Community
Police Field Services Animal Control Engagement Host or attend three
adoption events
and/or participate in
community events
annually to promote
shelter adoptions,
educating the public
on responsible pet
ownership, and
disaster
preparedness for
domestic animals.
The goal is to have a 100% participation at three
events to create awareness of the shelter,
increase animal adoptions, and reduce shelter
intake rates. Data will also be collected to identify
the number of cats and dogs adopted at outreach
and adoption rates.
Community Connected
Community
Police Patrol Operations Community
Resource Unit-
CPCs
Communications Total number of
shares or reactions
on social media (i.e.:
Facebook, Twitter,
etc..)
Total number of shares or reactions on social
media (i.e.: Facebook, Twitter, etc..)
Community Connected
Community
Police Patrol Operations Community
Resource Unit-
CPCs
Original
Programming
Monthly attendance
at community events
Number of community events attended per month
Community Engaged and
Thriving
Community
Police Chief of Police Administration Engagement Events and meetings
attended by
executive leadership
Events and meetings attended by executive
leadership
Community Engaged and
Thriving
Community
Police Chief of Police Administration Support to Boards,
Commissions, Task
Forces, and
Committees
Percent of the
Friends of the Animal
Shelter board
members who miss
less than three
meetings
Percent of the Friends of the Animal Shelter
board members who miss less than three
meetings
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
102
Community Engaged and
Thriving
Community
Police Patrol Operations Community
Resource Unit-
CPCs
Engagement Average number of
participants in
engagement events
Engagement events include programs such as
Coffee with a Cop and National Night Out
Community Engaged and
Thriving
Community
Police Patrol Operations Community
Resource Unit-
NROs
Engagement *There are 3 at the
bottom that originally
were above this. Did
not match the budget
book. This is
included in the 3 at
the bottom.
Governance Accountability Police Chief of Police Administration Customer Service Time from receipt of
GO items to
response
Time from receipt of GO items to response
Governance Accountability Police Chief of Police Administration Policies and
Procedures
Percent of staff
trained on
department policies
and procedures
Percent of staff trained on department policies
and procedures
Governance Stewardship Police Field Services Administration Administrative
Support for Divisions
Prepare and
distribute 80% of the
In-Custody Court
Packages within 24
hours.
Records is responsible to prepare the court
packages needed for filing on a subject that has
been arrested. The investigator has a 48-time
frame to investigate and file the case with the
court (excluding weekend arrests). Thus Records
must strive to gather and prepare all the reports
for the investigator within 24 hours to allow for as
much time as possible for the investigation.
Governance Stewardship Police Stewardship Records Records
Management
No metric required
for this activity.
N/A
Health Mental Health Police Special
Operations
Homeless Liaison
Program
Homelessness -
Department of
Mental Health
Worker
Homeless individuals
referred to services
Number of homeless individuals who are referred
to services, including mental health evaluations
and housing resources.
Health Reduce
Homelessness
Police Special
Operations
Homeless Liaison
Program
Homelessness -
Homeless Liaison
Program
Number of homeless
individuals referred
to services
Number of homeless individuals referred to
services - includes housing referrals and
homeless court referrals.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
103
Place &
Planet
Built
Environment
Police Patrol Operations Harbor Services
Officer Unit
Facilities
Maintenance
Percentage of bouys
needing repair per
quarter.
Pier Harbor Service Officers maintain all the
buoys for the City. Maintenance includes taking
the Boat out to the buoys and pulling them up
onto the boat to make the repairs.
Safety Disaster
Preparedness
Police Field Services Street Services -
Other Services
Planning and
Intelligence
Percentage of After
Action Reports
completed within 60
days of the incident.
After Action Reports are key tools for learning
and future planning and tracking. Completing
these reports in a timely manner following an
event helps the Department prepare for the next.
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Administration Department
Leadership and
Strategic Planning
No metric required
for this activity
N/A
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Administration Grants Program
Management
Grant reports
completed on time
The Police Department receives a variety of state
and federal grants. All of the grants require
reporting, which serves as an indicator that the
grant program is on track.
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Administration Recruitment and
Background
Investigations
Average amount of
time to complete
background
investigations
The background process of potential candidates
for sworn and civilian positions requires extensive
research and information gathering.
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Administration Special Projects No metric required
for this activity
N/A
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Administration Training and
Support
Metric in
development
N/A
Safety Keeping
Neighborhoods
Safe
Police Chief of Police Internal Affairs Internal Affairs
Management
Average time to
complete the initial
management review
of a completed
investigation.
Internal affairs investigations provide for a review
of any allegations of misconduct. This metric
focuses on the review of the investigation at the
management level.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
104
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Court services Court Services Court services will
learn of and notify
officers of 100 cases
cancellations that
occur before the
court date.
Court services ensures compliance with court
orders. This includes not only attendance at
court, but also notifying officers when court dates
are canceled.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Crime Analysis Crime Analysis Number of outside
analysis requests
completed within 21
days of receipt
Provides statistical information in a variety of
format to both internal and external stakeholders.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Crime Analysis Data Analysis Number of outside
analysis requests
completed within 21
days of receipt.
Provides statistical information in a variety of
format to both internal and external stakeholders
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Crimes Against
Persons
Crimes against
Persons
Investigations
Case clearance rate
(establish a baseline
during the first year)
Investigation of unsolved crimes and the
apprehension of those suspects when identified.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Criminal
Investigations
Special Projects No metric required
for this activity
N/A
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Narcotics/Vice LA IMPACT task
force
Number of Santa
Monica cases
referred to LA
IMPACT per month
(establish a baseline
in first year)
The Los Angeles Interagency Metropolitan Police
Apprehension Crime Task Force (L.A. IMPACT)
is a multi jurisdictional task force. LA IMPACT
offers a regional solution to investigating major
crimes occurring region-wide.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Narcotics/Vice Narcotics/Vice
Crime Investigation
Increase local
investigations by
50%
Increase local narcotics/vice investigations
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Property Property and
Evidence
Management
Property will purge
300 items per month
on a consistent
basis.
Property is responsible for the preservation of all
property booked into the property room, be it
evidence, found, or safekeeping. They are also
responsible for the proper and timely removal of
these items when no longer needed.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
105
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Property Crimes Engagement 90% of property
crimes victims
contacted within 7
business days
Follow up communication with crime victims to
explain if case is active and on-going or if case is
inactive due to lack of leads and evidence.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Property Crimes Property Crimes
Investigation
Average case
clearance rate
(establish a
benchmark during
the first year)
Investigation of unsolved crimes and the
apprehension of those suspects when identified.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Robbery/Homicide Robbery and
Homicide
Investigations
Establish a case
clearance rate
baseline average
Investigation of unsolved crimes and the
apprehension of those suspects when identified
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Youth and Family
Services
Criminal
Investigations
Involving Youth
Provide 3 trainings
per year to PD and
School staff
regarding diversion
options
Trainings provided per year to PD and School
staff regarding diversion options
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Youth and Family
Services
Juvenile Diversion
Program
90% program
completion rate
among juveniles
referred to the Santa
Monica Police
Department Juvenile
Diversion Program
90% program completion rate among juveniles
referred to the Santa Monica Police Department
Juvenile Diversion Program. The Juvenile
Diversion Program is designed to divert youth
away from formal court proceedings in the
juvenile justice system.
Safety Keeping
Neighborhoods
Safe
Police Criminal
Investigation
Youth and Family
Services
School Resource
Officer
Increase monthly
visits to elementary
and middle school
campuses by 33%
Monthly visits to elementary and middle school
campuses to check in with school staff, students,
and parents to answer questions and address
any concerns or issues.
Safety Keeping
Neighborhoods
Safe
Police Field Services Animal Control Animal Law
Enforcement
Utilize data from the
Computer Aided
Dispatch (CAD)
database to identify
the animal services
response time to
calls.
The first year it is necessary to establish a
baseline by tracking specifically response times
to animal related calls for service.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
106
Safety Keeping
Neighborhoods
Safe
Police Field Services Jail Jail Management Percentage of
inspections passed
The jail is regularly inspected and audited by
various government agencies every year.
Safety Keeping
Neighborhoods
Safe
Police Field Services
Maintenance
Administration Technology
Solutions
Metric in
development
N/A
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Canine Unit Canine Unit
Management
Percent of canine
units that complete
or exceed 16 hours
of training per month.
Canine units are required to train 16 hours per
month. A typical month's schedule exceeds this.
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Community
Resource Unit-
CPCs
Security
Assessments
Average response
time from request to
completion
Establish a baseline for amount of time between
a security assessment request to completion.
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Community
Resource Unit-
NROs
Crime Prevention Frequency of
deployment of
mobile command
post
The mobility command post is highly visible and
considered an effective deterrent to crime in the
area where it is deployed.
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Community
Services Officers
Crime Reports
Maintenance
Ratio of reports
written / total reports
Reports written by Community Services Officers
(CSOs) versus total reports written. Total reports
written include those written by Police Officers.
CSOs writing certain reports helps to keep more
Police Officers in the field.
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Downtown Services Downtown Patrol
and Engagement
Par 1 Crime Rate in
Downtown area
Part 1 Crime in Downtown area
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Downtown Services Special Projects No metric required
for this activity
N/A
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Harbor Services
Officer Unit
Pier and Beach
Patrol
Training time / month Training and riding time of the horses develops
higher skills level
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Mounted Unit Mounted Patrol Aggregate number of
training/riding time
per month.
Training and riding time of the horses develops
higher skills level.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
107
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Patrol: A, B, C
Watch
Police Patrol Average time to
respond to priority 0
and 1 calls
This demonstrates the efficiency of patrol for
emergency calls (priority 0 and 1 calls are the
most urgent calls)
Safety Keeping
Neighborhoods
Safe
Police Patrol Operations Patrol: A, B, C
Watch
Special Projects No metric required
for this activity
N/A
Safety Keeping
Neighborhoods
Safe
Police Special
Operations
Crime Impact Team Crime Impact
Operations
FI cards/ month The amount of Field investigation cards reflects
the efficiency of the team for crime problems.
Safety Keeping
Neighborhoods
Safe
Police Special
Operations
PSO Airport Unit Airport Security Number of hours of
checks along the
perimeter
The number of hours PSOs conducts perimeter
security at the airport
Safety Keeping
Neighborhoods
Safe
Police Special
Operations
PSO park Unit Parks Patrol Number of checks in
the parks
This reflects presence of PSO in parks
Safety Keeping
Neighborhoods
Safe
Police Special
Operations
Traffic Unit Specialized
Responses
Members of the
SWAT Team
attending training
SWAT team members are required to attend 16
hours of training per month
Safety Keeping
Neighborhoods
Safe
Police Special Projects PSO Downtown
Unit
Downtown Patrol Establish a
benchmark for the
percent of time the
Downtown PSO Unit
is fully staffed.
This measures both the amount of support that
the PSOs are able to provide to the community as
well as to the Police Officers that makeup the
Downtown Services Unit.
Safety Responding to
Emergencies
Police Special
Operations
SWAT/CNT Specialized
Responses
Members of the
SWAT Team
attending mandated
training
SWAT team members are required to attend 16
hours of training per month
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Crossing Guards Pedestrian Safety Vision Zero at
intersections
assigned crossing
guards
No fatalities or serious injuries at controlled
intersections.
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Traffic Services Traffic Management Percent of time the
Traffic Services
"Go with the Flow" is the City's effort to have
traffic flow more smoothly throughout the city on
the busiest weekends of the year.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
108
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Traffic Unit Special Projects No metric required
for this activity
N/A
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Traffic Unit Traffic Enforcement
Operations
Number of directed
traffic enforcement
operations
Examples of directed traffic enforcement
operations include DUI Checkpoints, DUI
Saturation Patrols, Distracted Driving Operations,
Bike and Pedestrian Safety Operations,
Motorcycle Safety Operations.
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Traffic Unit Road Safety
Education
Number of road
safety education
events
Number of road safety education events
Safety Safe Driving,
Walking, Biking,
and Transit
Police Special
Operations
Traffic Unit Traffic Investigations Average time to clear
a case (establish a
benchmark in the
first year)
Average time to clear a case (establish a
benchmark in the first year)
Community Connected
Community
Public Works Administrative
Services (PW)
Administration Administrative
Support for other
divisions
No metric required
for this activity
N/A
Community Connected
Community
Public Works Administrative
Services (PW)
Administration Communications # of staff reports to
Council
Measure how many staff reports Public Works
submits to Council for approval during a fiscal
year.
Community Connected
Community
Public Works Cemetery Customer &
Community
Relations
Communications "1) Amount of traffic
being referred
through search
engine traffic 2)
Amount of customer
requests"
Establish a baseline by tracking search engine
traffic and customer requests.
Community Connected
Community
Public Works Cemetery Customer &
Community
Relations
Special Events # of sales generated
as a direct result
from special events
Number of sales in cemetery services, property
and merchandise that are generated as a direct
result of events hosted by Woodlawn for the
community.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
109
Community Connected
Community
Public Works Cemetery Mortuary/Funeral
Services
Mortuary/Funeral
Services
Increase number of
mortuary cases by
10%
Focus and target marketing efforts to increase
mortuary case load. A mortuary case is the
provision of services to a client related to
decedent care, from transporting the remains
from the place of death up to and including
funeral/memorial arrangements.
Community Connected
Community
Public Works Resource
Recovery &
Recycling
Special Event
Services
Special Services for
Ratepayers
Number of people
participating in RRR-
hosted events
Count the number of people attending the
recurring RRR-hosted recycling events, including
the Paper Shredding and E-Waste Collection
Events, Compost Giveaway Events, and Used Oil
Collection Events
Community Engaged and
Thriving
Community
Public Works Office of
Sustainability &
Env
Sustainable City Engagement # of residents,
businesses, and
students who
participate in
sustainable
programs
Number of residents, businesses, and students
who participate in sustainability programs
including green business programs, film
screenings, poster contests, and environmental
education workshops and events.
Governance Accountability Public Works Airport Airfield Operations Engagement Number of
complaints
responded to within
5 days of receipt
Identify type and source of community complaints
to arrive at resolutions if possible.
Governance Accountability Public Works Airport Airfield Operations Noise Management 90% of violations of
the City's Noise
Code are issued
written warnings
and/or fines within
two weeks of
occurrence.
Noise Code Violations are investigated and
responded to in a timely manner
Governance Accountability Public Works Resource
Recovery &
Recycling
Customer Services Customer Service Average hold time
for customer service
hotline
Average number of minutes a customer is on hold
when they call the RRR customer service phone
number of 310.458.2223
Governance Accountability Public Works Resource
Recovery &
Recycling
Zero Waste
Services
Engagement Close out 75% of
"Supervisor Needed"
work orders within
two business days
The other 25% may include: customer needs
additional time to remedy situation; needs
enclosure repairs; non-working phone number
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
110
Governance Stewardship Public Works Administrative
Services (PW)
Administration Capital Improvement
Program (CIP)
Management
Average % of
Projects Completed
on Time
Encompasses performance on a variety of
Wastewater CIP projects including sewer main
replacements, facility and technology
improvements (excluding water self-sufficiency
projects such as the Sustainable Water
Infrastructure Project).
Governance Stewardship Public Works Airport Airfield Operations Airport Airfield
Operations
# of violations
reported by airside
tenants who received
a copy of the manual
The Airport Operation Manual is a set of policies
and procedures that institutionalizes all airfield
activities. Distribution to airside tenants is a
Federal Aviation Administration (FAA) best
practice.
Governance Stewardship Public Works Airport Property
Management
Airport Property
Management
% of vacancies is at
or below the
industry standard
Ensure vacancy rate for Airport properties are at
or below industry rate which allows for normal
lease turnover vacancy time.
Governance Stewardship Public Works Airport Property
Management
Events 95% of events have
event fees and
parking fees paid in
advance of events
Implement the new division event policy which
requires that all airport event related fees be paid
in advance of the event.
Governance Stewardship Public Works Airport Special Project Special Projects 95% of Special
Projects responded
to and completed by
set dates
Special Projects are ad-hoc assignments issued
by City Management
Health Environmental
Health
Public Works Beach
Maintenance
Cleaning Services Custodial
Maintenance
% of beach restroom
cleanings rated ≥
90% by supervision
This rating means the restroom block has toilet
paper, toilets and interior walls are clean, and the
interior and exterior floor are swept at the time of
inspection.
Health Environmental
Health
Public Works Pub Landscape Cleaning Services Custodial
Maintenance
% of reported spills
and unsanitary
conditions
responded to within
an hour
Staff response to spills and unsanitary conditions
reported by the public or staff. Response is
defined as mitigating the situation, which includes
but is not limited to, securing the area to prevent
public access or immediate clean up.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
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111
Health Environmental
Health
Public Works Resource
Recovery &
Recycling
Pressure Washing
Services
Pressure Washing Respond to all
emergency pressure
washing requests
within one business
day
Emergency pressure washing requests are
defined as public safety or public health related
incidents, such as traffic accidents or homeless
camp human waste cleanups.
Health Environmental
Health
Public Works Resource
Recovery &
Recycling
Street Sweeping
Services
Street Sweeping Respond to all
address-specific
street sweeping
complaints within
seven business days
All address-specific street sweeping complaints
must be completed by the next street sweeping
cycle.
Place &
Planet
Built
Environment
Public Works Airport Airport Design and
Construction
Management
Services
Airport Design and
Construction
Management
Services
100% completion of
prioritization of
projects and
commencement of
design phase of high
priority projects as
indicated for
FY2019-20 by the
Airport Building
Assessment
The building assessment will prioritize and phase
capital and maintenance projects for properties at
the Airport.
Place &
Planet
Built
Environment
Public Works Architecture
Services
CIP Management
and Tenant
Improvements
Airport Design and
Construction
Management
Services
% of CIP projects on
schedule and within
budget
Capital projects within the 2-Year CIP Budget
cycle will be measured
Place &
Planet
Built
Environment
Public Works Architecture
Services
CIP Management
and Tenant
Improvements
Construction
Management
% of CIP projects on
schedule and within
budget
Capital projects within the 2-Year CIP budget
cycle will be measured
Place &
Planet
Built
Environment
Public Works Architecture
Services
CIP Management
and Tenant
Improvements
Design Services # of new CIP
projects tracked for
energy efficiency
New capital projects within the 2-Year CIP budget
cycle will be measured with a goal of achieving
Net Zero Energy.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
112
Place &
Planet
Built
Environment
Public Works Engineering &
Street Services
(General Fund)
Land Development Plan Check Percentage of plan
checks processed
within the
established time
frame.
The plan check review process consists of 2
types of plan check reviews: on-site and off-site
plan checks. On-site plan check is for private
development. Off-site improvement plan checks
are for public improvements and are required if
there is a nexus to prepare off-site improvements
based on the private development scope. This
will be measured quarterly.
Place &
Planet
Built
Environment
Public Works Office of
Sustainability &
Env
Climate and Energy Green Building % of solar
production/total
energy consumption
Percentage of solar serving local energy needs
Place &
Planet
Built
Environment
Public Works Pub Landscape Facilities Repair
and Maintenance
Sports Field and
Court Maintenance
% of court equipment
safety issues or
surface damage
assessed by
supervision within
two hours during
business hours
Supervision assessment of tennis and basketball
court safety concerns reported by the public or
staff. This occurs after staff has responded to the
issue by securing the area or doing an immediate
repair.
Place &
Planet
Built
Environment
Public Works Pub Landscape Landscape
Services
Landscape
Maintenance
% decrease in year-
over-year water
usage (in hundred
cubic feet)
Water usage for parks, trees, and other
landscape areas.
Place &
Planet
Civic
Infrastructure
Public Works Administrative
Services (PW)
Administration Department
leadership and
strategic planning
No metric required
for this activity
N/A
Place &
Planet
Civic
Infrastructure
Public Works Airport Fixed
Base Operation
Fixed Based
Operator (FBO),
City owned and
operated
Airport Fixed Base
Operation
Metric in
development
N/A
Place &
Planet
Civic
Infrastructure
Public Works Airport
Maintenance
Aviation
Maintenance
Aviation
Maintenance
% of work orders
responded to within
1 business day on
the Santa Monica
Airport runway
Work Order Requests Response Time for the
Santa Monica Airport's Runway
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
113
Place &
Planet
Civic
Infrastructure
Public Works Airport
Maintenance
Non-Aviation
Maintenance
Custodial
Maintenance
Average an 85%
rating on cleaning
standards quality
assurance monthly
inspections at the
Santa Monica Airport
Facilities
Cleaning Inspections at Santa Monica Airport
Place &
Planet
Civic
Infrastructure
Public Works Airport
Maintenance
Non-Aviation
Maintenance
Facilities
Maintenance
1. % of service and
repair work orders
completed within 3
days, at Santa
Monica Airport
leased locations; 2.
Amount expended
on preventative
maintenance at the
Santa Monica
Airport"
1.Work Order Request Response Time at the
Santa Monica Airport's Leased Locations; 2.
Amount Spent on Preventative Maintenance at
the Santa Monica Airport
Place &
Planet
Civic
Infrastructure
Public Works Airport
Maintenance
Non-Aviation
Maintenance
Landscape
Maintenance
% of budget
expended on non-
routine/requested
landscape services
at the Santa Monica
Airport
Routine Landscape Maintenance vs. Non-routine/
Requested Landscape Services at the Santa
Monica Airport
Place &
Planet
Civic
Infrastructure
Public Works Beach House
Maintenance
Cleaning Services Custodial
Maintenance
Average a 90%
rating on cleaning
standards quality
assurance monthly
inspections at
Annenberg Beach
House
Cleaning Inspections at Annenberg Beach House
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
114
Place &
Planet
Civic
Infrastructure
Public Works Beach House
Maintenance
Facility Repair &
Maintenance
Facilities
Maintenance
Complete 90% of
work order repair
requests (to be
completed in-house)
within 3 business
days
Work Order Request Response Time
Place &
Planet
Civic
Infrastructure
Public Works Beach House
Maintenance
Landscape
Services
Landscape
Maintenance
Average a 90%
rating on landscape
inspections for
contracted
landscaping services
at the Annenberg
Beach House
Landscape Inspections at Annenberg Beach
House
Place &
Planet
Civic
Infrastructure
Public Works Beach House
Maintenance
Pool Maintenance Pool Maintenance Complete 90% of
work order repair
requests within 3
business days
Work Order Requests Response Time
Place &
Planet
Civic
Infrastructure
Public Works Beach
Maintenance
Beach
Maintenance
Amenities,
Hardscape
Maintenance, and
Sand Grooming
% of beach bike path
sweeping
inspections rated ≥
90% by supervision
This rating means no debris and minimal sand on
the beach bike path within Santa Monica at the
time of inspection.
Place &
Planet
Civic
Infrastructure
Public Works Cemetery Cemetery Services Interments Increase number of
interments by 10%
Focus and target marketing efforts to increase
number of interments, and thus the revenue
generated from the sale of Cemetery property
and services. An internment is the placement of
human remains in a plot, crypt, or niche.
Place &
Planet
Civic
Infrastructure
Public Works Cemetery Cemetery Services Sales "1) Increase
traditional property
sales 2) Increase
green property sales"
Increase traditional and green property sales
through focused and target marketing.
Place &
Planet
Civic
Infrastructure
Public Works Cemetery Maintenance Cemetery
Maintenance
% over annual
maintenance budget
due to unforeseen
maintenance needs
Identify the % of expenditures that are over
budget and that are associated with emergency
repairs of cemetery grounds.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
115
Place &
Planet
Civic
Infrastructure
Public Works Cemetery Maintenance Facilities
Maintenance
% over annual
maintenance budget
due to unforeseen
maintenance needs
Identify the % of expenditures that are over
budget and that are associated with emergency
repairs of Mausoleum and Mortuary buildings.
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
CIP Management Construction
Management
Percentage of capital
projects completed
within budget.
Percentage of current capital projects delivered
within budget. This will be measured yearly.
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
CIP Management Project Development Percentage of
Projects designed
within the year of
project budget
adoption.
Percentage of Projects designed within the year
of project budget adoption. This will be measured
yearly.
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Public Right of Way
Permits
Public Right of Way
Permits
Percentage of
customers seen by
Engineering staff
within fifteen minutes
of arrival
Reviews permit applications and issues Public
Works right of way permits. The permitting
system software tracks the time customers wait
before being assisted. This will be measured
quarterly.
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Street Maintenance Alley 10 City Alleys
Repaired Annually
Number of alleys receiving a grind and overlay
repair
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Street Maintenance Sidewalk Percent of high
priority sidewalk
repair requests
responded to within
5 business days
Time to respond to repair request for high priority
sidewalk repairs
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Street Maintenance Street Percent of pothole
repair requests
responded to within
3 business days
Time taken to respond to pothole repair requests
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Streetlight Repair Electric Vehicle
Charging Stations
Metric in
development
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
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Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Streetlight Repair Electric Vehicle
Charging Stations
Percent of repair
requests responded
to within 10 business
days
Electric Vehicle charging station requests
responded
Place &
Planet
Civic
Infrastructure
Public Works Engineering &
Street Services
(General Fund)
Streetlight Repair Streetlight
maintenance and
repair
Percent of streetlight
repair requests
completed within 7
business days
Percent of repair requests completed within 7
business days
Place &
Planet
Civic
Infrastructure
Public Works Engineering
(General Fund)
Watershed
Management
Watershed
Management
Percentage
reduction in wet
weather
exceedances at SM
Pier.
The City is allowed 24 wet weather exceedances
per State issued permit (which is measured
annually). Wet weather exceedances are days
where measured bacteria levels in the water near
the SM Pier exceed permitted thresholds. As of
2015 the baseline was 70%; meaning the
baseline is 17 exceedance days per year on
average. Therefore, we are aiming for 5%
reduction (or one full day). This will be measured
yearly.
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Cleaning Services Custodial
Maintenance
Average an 85%
rating on cleaning
standards quality
assurance monthly
inspections at City
Facilities
Cleaning Inspections at City Facilities
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Facility Repair &
Maintenance
Corrective/Unplanne
d Maintenance
1. Remove 98% of
graffiti incidences
within 1 business
day of notification; 2.
Complete 75% of
routine (excludes
projects) work order
requests within 5
business days
1. Graffiti Incidences Removal; 2. Work Order
Requests Response Time
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
117
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Facility Repair &
Maintenance
Preventative/Planne
d Maintenance
Complete 80% of
preventative
maintenance at City
Facilities within 30
days of target date
Completion Rate of Preventative Maintenance
Work Orders
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Regulatory
Compliance
City Yards
Stormwater
Management
90% rate of no
identifiable pollutant
sources at the City
Yards Stormwater
Sites
Identifiable Pollutant Sources at the City Yards
Stormwater Sites
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Regulatory
Compliance
Landfill Gas
Monitoring
Zero probe readings
over the regulatory
limit
Landfill Gas Compliance
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
SMMUSD
Playground
Partnership
Provide
Reimbursement for
Custodial Services
for Playground
Partnership
No metric required
for this activity
N/A
Place &
Planet
Civic
Infrastructure
Public Works Facilities
Maintenance
Utilities Utilities Energy Use Intensity
(EUI) is the energy
use per square foot
at a property, which
enables comparison
of different sized
buildings. This
metrics would
measure the Energy
Use Intensity (EUI)
on the top 10 energy
usage City facilities.
Energy Use Intensity (EUI) at High Energy
Usage City Facilities
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
118
Place &
Planet
Civic
Infrastructure
Public Works Fleet
Management
Vehicle and
Equipment
Maintenance
Fleet Maintenance 80% of fleet vehicles
to be using
alternative fuel
The percentage excludes emergency vehicles
used by the Fire Department and Police
Department exempt from requirements of
pollution control device per California Vehicle
Code 27156.2.
The target for 2020 as noted in the Sustainable
City Plan was that 80% of the vehicle fleet be
using alternative fuels. Due to delays in the
procurement of vehicles and the lack of
alternative fuel options for certain types of
vehicles and equipment, it is anticipated that it will
take longer to reach this goal.
Place &
Planet
Civic
Infrastructure
Public Works Pier Maintenance Cleaning Services Custodial
Maintenance
Average an 85%
rating on cleaning
standards quality
assurance monthly
inspections at the
Santa Monica Pier
Cleaning Inspections at the Santa Monica Pier
Place &
Planet
Civic
Infrastructure
Public Works Pier Maintenance Facility Repair &
Maintenance
Facilities
Maintenance
Replacement of 40
Santa Monica Pier
deck boards per
month to maintain
structural integrity
and safety
Santa Monica Pier deck board replacements
Place &
Planet
Civic
Infrastructure
Public Works Pier Maintenance Landscape
Services
Landscape
Maintenance
Average a 90%
rating on landscape
inspections for
contracted
landscaping services
at Carousel Park
Landscape Inspections at Carousel Park
Place &
Planet
Civic
Infrastructure
Public Works Pub Landscape Amenities and
Hardscape
Maintenance
Amenities and
Hardscape
Maintenance
% of reported
playground safety
issues assessed by
supervision within
two hours during
business hours
Supervision assessment of playground safety
concerns reported by the public or staff. This
occurs after staff has responded to the issue by
securing the area or doing an immediate repair.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
119
Place &
Planet
Civic
Infrastructure
Public Works Public
Landscape
Pool Maintenance Pool Maintenance Complete 85% of
routine (excludes
projects) pool work
order requests within
3 business days
Pool Work Order Requests Response Time
Place &
Planet
Civic
Infrastructure
Public Works Street & Fleet
Services
Street Services -
Other Services
Revenue Offset
Reimbursement
(Interdepartmental
Revenue)
Staff hours spent on
Special Improvement
Projects
Improvements to City facilities and property, not
within the public right-of-way. These projects are
outside of general maintenance and are initiated
and funded by requesting division.
Place &
Planet
Civic
Infrastructure
Public Works Wastewater CIP Management Capital Improvement
Program (CIP)
Management
Average % of
Projects Completed
on Time
Encompasses performance on a variety of
Wastewater CIP projects including sewer main
replacements, facility and technology
improvements (excluding water self-sufficiency
projects such as the Sustainable Water
Infrastructure Project).
Place &
Planet
Civic
Infrastructure
Public Works Wastewater Wastewater Systems Service &
Maintenance
Ratio of Miles of
Sewer Lines
Serviced vs Entire
System
The ratio of corrective maintenance in miles
divided by the total amount of miles of sewer lines
in the City.
Place &
Planet
Civic
Infrastructure
Public Works Water CIP Management Capital Improvement
Program (CIP)
Management
Average % of
Projects Completed
on Time and on
Budget
Encompasses performance on a variety of Water
CIP projects including water main replacements,
facility and technology improvements (non-water
self-sufficiency related).
Place &
Planet
Civic
Infrastructure
Public Works Water Water Distribution Service &
Maintenance
% of Watermain
Valves Exercised
Water main valves must be exercised by
maintenance staff periodically to ensure
functionality / ability to turn on/turn off water at
various points in the distribution system / prevent
frozen valves. Goal is to exercise all 4,800 City
system valves every two years.
Place &
Planet
Civic
Infrastructure
Public Works Water Water Distribution Water Meter
Maintenance &
Readings
% of Water Meters
Read Correctly
1) Ratio of the number of validated accurate
reads from the Billing office of the Revenue
Division divided by the total number of water
meter reads - a measure of water billing
accuracy.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
120
Place &
Planet
Climate Change Public Works Engineering
(Clean Beaches
Fund)
Watershed
Management
Watershed
Management
Percentage
reduction in wet
weather
exceedances at SM
Pier.
The City is allowed 24 wet weather exceedances
per State issued permit (which is measured
annually). Wet weather exceedances are days
where measured bacteria levels in the water near
the SM Pier exceed permitted thresholds. As of
2015 the baseline was 70%; meaning the
baseline is 17 exceedance days per year on
average. Therefore, we are aiming for 5%
reduction (or one full day). This will be measured
yearly.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Climate and Energy Electric Vehicles % of EV's
registered/total
vehicles
Measure percentage of electric vehicles
registered compared to total vehicles
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Climate and Energy Policies and
Procedures
Community Carbon
Emissions
Number of metric tons of carbon emissions
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Climate and Energy Program
Management
Total Solar Installed Total installed solar kW on private and public
buildings since 1998, measured by tracking solar
permit data
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Climate and Energy Special Projects 100% Clean Power
Alliance customers v
Total customers
In Feb 2019, Santa Monica transitioned to Clean
Power Alliance (CPA) for its electricity needs.
Customers have the option to choose to be a
CPA customer 100% Green Power, 50% Clean
Power, or 36% Lean Power, or choose to remain
a SEC customer. The more customers and load
that choose a higher content of renewable
energy, the more emissions that are reduced.
This activity covers all SM electricity customers,
with a focus to encourage CPA service.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Oversight Strategic Planning;
Task Force; Training
& Support
Metric in
development
N/A
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
121
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Sustainable City Policies and
Procedures
% compliance with
all internal
sustainable policies
Compliance with integrated pest management,
sustainable purchasing, bee, sustainable bill of
rights, sustainable fleet, hazardous
communications, and environmental assessment.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Sustainable City Program
Management
Pounds of CO2 Number of greenhouse gas emissions reduced
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Sustainable City Special Projects Develop innovative
policies and
programs that
support a
sustainable city of
wellbeing
Goal to develop a reusable food service ware
program and a sustainable food feasibility plan.
Note-It will take at least a year to develop
performance-based indicators. Feasibility
analyses for each program are needed before
metrics can be established.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Water
Conservation
Policies and
Procedures
% accounts within
water use allowance
The City remains in a Stage 2 water supply
shortage which requires all water customers
reduce usage by 20% from 2013. This 20%
reduction is the water use allowance which
appears on every water customer bill.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Water
Conservation
Program
Management
610 Acre feet of
water saved per year
The updated Sustainable Water Master Plan
specifies a suite of conservation programs to help
achieve water self-sufficiency by 2023. These
conservation programs are designed to achieve a
water demand reduction (savings) of 610 acre
feet per year.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Water
Conservation
Special Projects 20% reduction
through efficiency
Baseline is the amount of water used in 2013.
Current water consumption is compared against
2013 usage to calculate water savings. 2013 is
used as the baseline because previous years had
lower water use primarily due to an economic
recession. Business activity rebounded in 2013
and Santa Monica water usage returned to typical
levels during a strong economy.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
122
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Watershed
Management
Policies and
Procedures
No man-made trash
equal to or greater
than 5mm
No man-made trash equal to or greater than
5mm.
Place &
Planet
Climate Change Public Works Office of
Sustainability &
Env
Watershed
Management
Program
Management
Zero Bacterial
Exceedances by
2021
Depending on the season dictates the
exceedance target. During dry weather season -
no exceedance over 0; wet weather season - no
exceedance over 17 days; dry weather during wet
season - no exceedance over 3 days.
Place &
Planet
Climate Change Public Works Pub Landscape Landscape
Services
Tree Maintenance % of public trees
pruned on-schedule
Trees trimmed on-time per established schedule
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Hazardous Waste
Services
Household and
Small Business
Hazardous Waste
Program
Number of small
quantity business
generator drop-offs
Number of drop-offs from Santa Monica small
businesses who bring hazardous materials to the
HHW facility at the City Yards. The rationale is
more education should lead to more awareness
of proper disposal of HHW and a higher usage of
this service (to a certain extent due to staffing and
site capacity limitations). Currently, the facility is
open for drop-offs from Santa Monica small
businesses and City departments/divisions on the
first Wednesday every month.
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Bulky Item Pickup Pick up all illegal
dumps within seven
business days
If fully staffed, the bulky item pickup crew is
supposed to revisit the same section of the City
every seven days.
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Dispatching Close out
dispatching work
orders for missed
collections within one
business day after
work is completed
After a driver takes care of a missed collection
and reports task completion to the office,
Dispatchers should close out the work order in
the system within one business day.
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Public Refuse &
Recycling Container
Collection and
Maintenance
Reduce the number
of Santa Monica
Works complaints of
overflowing litter
cans by 50%
Reduce the number of complaints related to
overflowing litter cans that come through Santa
Monica Works (formerly GO Request) by half
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
123
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Refuse, Organics,
and Recycling
Collection -
Commercial
Number of missed
collections of
commercial
customers
Number of work orders generated from customer
calls, e-mails, and Santa Monica Works requests
that are related to commercial customer missed
collections
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Refuse, Organics,
and Recycling
Collection -
Residential
Number of missed
collections of
residential customers
Number of work orders generated from customer
calls, e-mails, and Santa Monica Works requests
that are related to residential customer missed
collections.
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Refuse & Recycling
Collection Services
Trash Enclosure
Review
Meeting RRR project
review due date
assigned by
ProjectDox 90% of
the time
Percentage of time when RRR staff meets a trash
enclosure application review due date assigned
by ProjectDox
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Special Event
Services
Special Services Achieve 100% rental
container retrieval
after an event within
five business days
RRR offers solid waste container rental and
waste removal services for special events.
Sometimes containers are missing, relocated, or
are stolen after an event.
Place &
Planet
Climate Change Public Works Resource
Recovery &
Recycling
Zero Waste
Services
Construction and
Demolition
Ordinance
Enforcement
Meeting RRR project
review due date
assigned by
ProjectDox 90% of
the time
Percentage of time when RRR staff meets a C&D
application processing due date assigned by
ProjectDox
Place &
Planet
Climate Change Public Works Wastewater Wastewater Recycled Water
Production &
Treatment
Amount of Recycled
Water Produced
(Acre Feet)
Measures Santa Monica Urban Runoff Recycling
Facility recycled water production for landscaping
and non-potable use.
Place &
Planet
Climate Change Public Works Wastewater Wastewater Water Management Hours Wastewater
Staff Spend on
Water Related
Projects & Programs
Wastewater staff labor spent working on Water
programs and projects
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
124
Place &
Planet
Climate Change Public Works Wastewater Water Pollution
Prevention
Dispatching Close out
dispatching work
orders for missed
collections within one
business day after
work is completed
After a driver takes care of a missed collection
and reports task completion to the office,
Dispatchers should close out the work order in
the system within one business day.
Place &
Planet
Climate Change Public Works Wastewater Water Pollution
Prevention
Permitting &
Inspections
Percentage of
Industrial
Wastewater
Permittees in
Compliance
Percentage of Santa Monica Industrial
Wastewater Permittees in compliance with
inspections conducted by Water Resources
Protection Program staff as part of the City
business license renewal process
Place &
Planet
Climate Change Public Works Water Water Wastewater
Management
Hours Water Staff
Spend on
Wastewater &
Stormwater
Programs & Projects
Water staff labor spent working on Wastewater &
Stormwater programs and projects
Place &
Planet
Climate Change Public Works Water Water Production &
Treatment
Production &
Treatment
Drinking water
production (acre-feet
per year of finished
water produced from
local groundwater)
Measure total finished potable water production
while remaining within Santa Monica groundwater
basin sustainable yield limits. Target will be
adjusted based on Arcadia Water Treatment
Plant capacity and efficiency improvements; and
sustainable yield updates.
Place &
Planet
Climate Change Public Works Water Water Production &
Treatment
Water Quality,
Testing &
Regulatory
Compliance
Percent of Water
Samples Compliant
with Federal and
State Drinking Water
Quality Standards
Measure of compliance with Federal and State
drinking water quality regulations
Place &
Planet
Climate Change Public Works Water Water Resource
Planning
Groundwater
Management &
Pollution
Remediation
Percentage of
Groundwater
Pumped within Santa
Monica Basin's
Sustainable Yield
(acre-feet per year).
Utilization of Santa Monica Basin groundwater
resources within sustainable yield & managed by
Santa Monica Basin Groundwater Sustainability
Agency.
Attachment F
FY 2019-21 Proposed Biennial Budget Draft Metrics
OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION
125
Place &
Planet
Climate Change Public Works Water Water Resource
Planning
Water Self-
Sufficiency / Zero
Imported Water
Percentage of
Imported Water from
Metropolitan Water
District
Percentage of City's water supply imported from
the Metropolitan Water District of Southern
California (MWD). City's water self-sufficiency
plan/projects should reduce imported water
demand from ~35% to ~0%/1% by 2023 via
conservation, alternative/recycled water and
potable supply increases.
Safety Disaster
Preparedness
Public Works Airport Airport Operations Safety 95% of working days
with two airfield
inspections
Airfield inspections identify any deficiencies which
need remediation and are an FAA best practice.
ATTACHMENT G
1
Proposed Fee Adjustments (other than COLA)
New Fees
Wireless Facility Permit / 6409(a) Permit Application – $1,302.50, per
location
Processing of new applications to install or modify wireless facilities in the
public right-of-way.
Wireless Related Permit - Outside Consultant – Actual Cost
Reimbursement of actual costs for processing new applications for
wireless-related permits that require the expertise of an outside
consultant.
Wireless Telecommunications Construction Permit: 100 Feet and under –
$809.71, per location
Processing of new applications to construct or modify wireless facilities in
the public right-of-way.
Wireless Telecommunications Construction Permit: Over 100 Feet of
Excavation – $232.81 per hour, per location
Processing of new applications to construct or modify wireless facilities in
the public right-of-way.
Fees Inadvertently Omitted from Prior Resolutions
Bulk Item Collection – $106.29 per hour
Processing refuse collection services that exceed the annual limit for three
complimentary services, or for service requests that involve a large
quantity of bulky items.
Event Coordination Fee (Bins or Carts) – $236.64
Planning and coordinating zero waste events.
Bin Delivery & Removal (up to 5 bins) – $39.90
Delivering and pickup services of waste, recycling, and composting bins at
zero waste events.
ATTACHMENT G
2
Event Rental – Refuse/Food Waste Carts (per Cart) – $135.52
Rental and usage of composting containers at zero waste events.
Event Rental – Recycle Carts (per cart) – $135.52
Rental and usage of recycling containers at zero waste events.
Cart Deliver and Removal (up to 10 carts) – $26.60
Delivering and pickup services of waste, recycling, and composting bins at
zero waste events.
Modified Fees
Vendor Impound Fee
Expand current Mobility Impound Fee to include Street Vending
equipment and other impounds
Homework Club – Annual Fee – $550.00
Convert from a monthly fee of $55.
Water Neutrality Fees - $0.18/gallon water saved
Convert from various per fixture charges
ATTACHMENT H
ORGANIZATIONAL SUPPORT PROGRAM (OSP) GRANTS FOR ARTS
AND CULTURE NONPROFITS 2019-21
1
The OSP Program
The City has a long track record of investing in artists and arts organizations to provide
residents with an exciting array of cultural programs and services. Santa Monica residents
share a vision for their community that interweaves the arts, cultural activities,
entertainment, and education throughout their daily lives, work, cityscape and
neighborhoods. This vision has been studied and documented extensively in the City’s
2007 adopted cultural plan, Creative Capital. Sustainable access to arts programs has
been shown to contribute to a sense of connectedness and wellbeing by broadly enriching
a community’s emotional and intellectual worlds, improving children’s performance in
school, facilitating young people’s ability to acquire new skills, and encouraging creativity
in every aspect of life.
The Organizational Support Program (OSP) was created by City Council in 1997 to
provide stable support for the City’s resident arts and culture organizations. OSP funding
is designed to help secure the community’s access to cultural opportunities by providing
predictable, unrestricted multi-year support for basic operational expenses, which assists
organizations in the achievement of their artistic and administrative goals. The City of
Santa Monica funds both large and small arts and culture organizations recognizing the
importance of diversity in meeting the community’s cultural needs. The City’s ability to
sustain funding levels to OSP grantees through skyrocketing real estate prices and the
ups and downs of an uncertain economy has been a key element in the growth of the arts
and culture sector here.
Currently, twelve Santa Monica-based arts and culture nonprofits are supported by the
City’s Organizational Support Program (OSP), based on the previous application process
that took place in 2015. Four-year grants were issued at that time with the goal of
providing stable, multiyear funding to organizations. Current OSP grantees have budgets
ranging from $116,000 to $8,200,000. Current grant levels range from $7,000 to $70,000.
The 2018 Community Needs Grant Program Assessment
In the fall of 2018, in preparation for a new application process in FY19-20, the Cultural
Affairs Division commissioned an in-depth community assessment process led by
consultant Diane Burbie. Ms. Burbie’s recent work includes the substantial, multiyear
Cultural Equity and Inclusion Initiative for the Los Angeles County Arts Commission.
Her report for Santa Monica brought to light issues of equity that are present in the
community, alongside the better-known, ongoing concerns of the high cost of real estate
and occupancy. These issues are at the core of a national dialogue in arts funding and
are not unique to Santa Monica.
The following recommendations from the community assessment were implemented as
part of the current application process for OSP grants.
•Recommendation: Revise the timing and frequency of the OSP application
process. Response: This year, staff had already shifted OSP from a four-year
cycle to a two-year cycle to synchronize with a similar shift in the Human Services
2
Grant Program. In two years, Cultural Affairs will evaluate whether the two-year
grant period should become a permanent aspect of the program.
• Recommendation: Revisit the OSP eligibility requirement of five years of
residency in Santa Monica to consider a reduction to three years, in the
interest of equity. Response: Staff made this change to this year’s eligibility
guidelines, shortening the residency requirement from five years to three, which
allowed several newer organizations to apply for funding.
• Recommendation: Revisit the value of the program evaluation question on
the grant application as it does not inform the quality of the proposal, nor is
it factored into the application review process. Response: Staff removed this
question from the RFP and made other refinements to the application to make the
process less burdensome and more achievable by small organizations.
Lastly, the community assessment also made recommendations for other ways the City
can support local nonprofits in addition to the OSP grant program. Those include City-
supported affordable space, shared marketing and promotion al resources, and in-depth
technical assistance/professional development programs for grantees.
Grant Application Process
A notice that the OSP application had opened was distributed on February 13, 2019. The
City received 22 submittals by the March 25th deadline. According to the guidelines and
criteria approved by City Council, all proposals were subjected to a rigorous scoring
process by a panel of recognized professionals who were selected for their expertise in
the arts and culture sector. The review process was designed to be objective and
transparent, with each application reviewed by the entire panel. Cultural Affairs staff
reviewed applications for eligibility only; staff did not score or provide comments on the
applications. Panelists for the FY2019-21 OSP included regional experts in the areas of
music, theater, dance, visual arts, cultural heritage, nonprofit management, and
community arts organizations. Applications were scored on a 100-point scale.
OSP Program Goals
• Increase and sustain world-class artistic production and exhibition in Santa
Monica.
• Deliver opportunities for creativity, artistic participation and the understanding of
cultural heritage to diverse components of the community.
• Promote high standards of organizational management in Santa Monica’s arts and
culture ecosystem.
• Highlight the City as an international creative center.
• Open avenues of discourse to broad topics of human creativity and learning among
the general public.
3
Grant Recommendations
Guide to Grant Amounts
Grant amounts are determined by a combination of panel score, organizational budget,
and the City’s available resources. Organizational budget size is defined as large ($2
million+), midsize ($500,000-$1,999,999) and small ($1-$499,999).
In addition, to accommodate the many newly eligible organizations that applied, a
separate, reduced scale of grant levels is recommended for applicants who are new to
the program. Where returning organizations started with a top grant amoun t of 10% of
their annual budgets (similar to previous OSP grant allocations), organizations new to the
program have been assigned a top amount of 6%. This approach allows the City to bring
a greater number of small organizations into the program.
Staff is also recommending a minimum grant level of $1,500 for the smallest
organizations, who otherwise might have been allotted only a trivial amount by the
percentage system when applied to their more modest budgets.
Proposed Grant Amounts
The following grants are being recommended for approval. New applicants
recommended for funding are noted with an asterisk.
Large Organizations ($2 million +):
Applicant
Organizational
Budget
Recommended
Grant
The Broad Stage $ 8,797,582 $ 70,381
Midsized Sized Organizations ($500,000-$1,999,999):
Applicant
Organizational
Budget
Recommended
Grant
18th Street Arts Center $ 1,085,965 $ 65,158
Jewish Women's Theatre* $ 607,477 $ 18,224
4
Small Organizations ($1-$499,999):
Applicant
Organizational
Budget
Recommended
Grant
Elemental Music* $ 431,626 $ 21,581
Santa Monica Playhouse $ 395,234 $ 39,128
Westside Ballet* $ 375,888 $ 11,277
Santa Monica History Museum $ 307,821 $ 30,474
Highways Performance Space $ 259,381 $ 25,938
Jacaranda Music $ 249,205 $ 24,671
Ruskin Group Theatre $ 199,693 $ 19,570
California Heritage Museum $ 162,499 $ 15,925
Santa Monica Symphony $ 158,528 $ 15,694
Santa Monica Conservancy $ 134,335 $ 13,299
City Garage $ 116,266 $ 11,278
Santa Monica Youth Orchestra* $ 114,362 $ 6,862
Orchestra Santa Monica* $ 109,645 $ 4,386
Building Bridges Art Exchange* $ 88,182 $ 3,527
Donna Sternberg & Dancers* $ 37,839 $ 1,514
Santa Monica Repertory
Theater* $ 18,755 $ 1,5001
Suarez Dance Theatre* $ 11,407 $ 1,5001
*New to the OSP program.
1Minimum grant amount.
Total amount recommended for all grants: $ 401,887
Not recommended for funding:
Applicant
Organizational
Budget
Morgan-Wixson Theatre $ 296,770
ONWARD Project* $ 25,241
5
Information on Recommended Grantees
Large organizations:
THE BROAD STAGE
1310 11th Street Santa Monica, CA 90401 • 310.434.3412 • www.thebroadstage.com • Director,
Performing Arts Center: Rob Bailis (incoming June 2019)
Now in its seventh season, The Broad Stage has emerged as a formidable cultural
institution and community hub, presenting the world's finest musicians, theatre and opera
companies, documentarians and photographers, dance troupes and innovative
performing artists to a diverse audience. The Broad Stage at the Santa Monica College
Performing Arts Center comprises the 499-seat main stage and the adjacent 99-seat
Edye Second Space. Through inviting, playful and inclusive programming, established
and emerging artists engage audiences with contemporary performing arts across a
range of disciplines.
Proposed FY19-21 Funding
Agency Budget: $8,797,582
Santa Monica Grant: $70,381
Grant percent of budget: 0.8%
Midsized organizations:
18TH STREET ARTS CENTER
1638 18th Street, Santa Monica, CA 90404 • 310.453.3711 • 18thstreet.org • Executive Director: Jan
Williamson
18th Street Art Center (18SAC) provokes public dialogue through contemporary art -
making. 18SAC values artmaking as an essential component of a vibrant, just and healthy
society. The Center is one of the top 20 artist residency programs in the U.S. and the
largest in Southern California. Conceived as a radical think tank in the shape of an artist
community, 18th Street supports artists from around the globe to imagine, research, and
develop significant, meaningful new artworks and share them with the public. In its 30-
year history, 18SAC has served more than 8,000 American artists and hosted more than
400 international artists from 50 countries. By providing space, time, financial support,
and visibility, 18SAC’s programs provide needed support and context for artists to
experiment and create new works that advance global contemporary art trends.
Proposed FY19-21 Funding
Agency Budget: $1,085,965
Santa Monica Grant: $65,158
Grant percent of budget: 6%
6
JEWISH WOMEN’S THEATRE
2912 Colorado Ave #102, Santa Monica, CA 90404 • 310.315.1400 • www.jewishwomenstheatre.org •
Artistic Director: Rhonda Spinak
The Jewish Women’s Theatre strives to challenge minds, move hearts unify peoples, and
use the strength of Jewish culture to do so. Their passion is to transform stories from
page to stage, giving voice to Jewish women and celebrating untold stories important to
us all.
Proposed FY19-21 Funding
Agency Budget: $607,477
Santa Monica Grant: $18,224
Grant percent of budget: 3%
Small organizations:
ELEMENTAL MUSIC
1830 Lincoln Blvd #102, Santa Monica, CA 90404 • 424.272.1559 • www.elementalmusic.org • Executive &
Artistic Director: Josephine Moerschel
The mission of Elemental Music is to inspire, train, and nurture young musicians through
collaborative ensemble and educational programs. Envisioning a community where youth
are inspired and empowered through quality music education , Elemental Music values
diversity, equity, excellence, and engagement, and has served over 1,200 youth, with
ensembles for band, choir, guitar, and strings.
Proposed FY19-21 Funding
Agency Budget: $431,626
Santa Monica Grant: $21,581
Grant percent of budget: 5%
SANTA MONICA PLAYHOUSE
1211 4th St., #201, Santa Monica, CA 90401 • 310.394.9779 • www.santamonicaplayhouse.com • Artistic
Director: Evelyn Rudie
Santa Monica Playhouse, producing non-stop for almost 60 years, is home to the award-
winning Actors’ Repertory Theatre (ART) and the Young Professionals’ Company (YPC),
providing exciting productions, family musicals, workshops, educational programming,
cultural exchange, international touring, diversity-in-education scholarships, mentoring,
and community outreach every week of the year from their three-theatre complex on 4th
Street in downtown Santa Monica.
Proposed FY19-21 Funding
Agency Budget: $395,234
Santa Monica Grant: $39,128
Grant percent of budget: 9.9%
7
WESTSIDE BALLET
1709 Stewart Street, Santa Monica, CA 90404 • 928.600.0403 • Artistic Director: Martine Harley
The Westside Ballet of Santa Monica is a nonprofit organization dedicated to the
production of an annual Nutcracker, a Spring Performance Showcase, and a
Choreographic Workshop in conjunction with the Westside School of Ballet. More than a
hundred students participate in the performances. The organization also raises funds for
the creation of an endowment to support both merit and need -based scholarships for
young, pre-professional dancers. Scholarships are a major component of the
organization’s new diversity initiative.
Proposed FY19-21 Funding
Agency Budget: $375,888
Santa Monica Grant: $11,277
Grant percent of budget: 3%
SANTA MONICA HISTORY MUSEUM
P.O. Box 3059, Santa Monica, CA 90408 • 310.395.2290 • www.santamonicahistory.org • President:
Susan Gabriel Potter
The Santa Monica History Museum collects, preserves and makes accessible the
history, art and culture of Santa Monica, to advance historical knowledge and
information, and to inspire in residents and others, particularly children, a sense of
community and an appreciation for the diverse, multicultural past of Santa Monica.
Through rotating exhibits, a speaker series, and special events, the Museum engages
the community with the many viewpoints of Santa Monica’s rich and unique history.
Proposed FY19-21 Funding
Agency Budget: $307,821
Santa Monica Grant: $30,474
Grant percent of budget: 9.9%
HIGHWAYS PERFORMANCE SPACE AND GALLERY
1651 18th St., Santa Monica, CA 90404 • 310.453.1755 • www.highwaysperformance.org • Executive
Director: Leo Garcia
Since 1989, Highways has provided culturally diverse artists and audiences , including
people of color, the LGBT community, the differently-abled, and the homeless, a venue
to create new work, find their artistic voices and reach their audiences. Highways presents
more than 200 performances annually, organizes twelve exhibitions and conducts
educational programs to enhance the skills of the region’s emerging artists.
Proposed FY19-21 Funding
Agency Budget: $259,381
Santa Monica Grant: $25,938
Grant percent of budget: 10%
8
JACARANDA MUSIC
1068 Harvard St. Santa Monica, CA 90403 • 213.483.0216 • www.jacarandamusic.org • Artistic &
Executive Director: Patrick Scott
Jacaranda is a series of intimate concert adventures exploring the realm of new and
rarely-heard classical music that awakens curiosity, passion and discovery. For 16
seasons, Jacaranda has presented diverse programming played by world-class
musicians. Each concert is organized as a journey and each season is rich with gratifying
musical relationships. Informative notes guide listeners through the thought-provoking
context and cultural history of each program. Jacaranda is a recognized progressive force
in classical music, with daring programs, unassailable performance standards, and
consistent praise from critics online and in print.
Proposed FY19-21 Funding
Agency Budget: $249,205
Santa Monica Grant: $24,671
Grant percent of budget: 9.9%
RUSKIN GROUP THEATRE COMPANY
3000 Airport Ave., Santa Monica, CA 90405 • 310.397.3244 • www.ruskingrouptheatre.com • Artistic
Director: John Ruskin
The Ruskin Group Theatre exposes the community to the experience of theater
while providing outreach through its Healing Through the Arts program. The Ruskin
strives to be a home for artists to create vital works that deepen the artist’s, the
audience’s, and the community’s understanding of the human condition. The
compan y’s Playwrights Lab incubates and develops new plays of relevancy and
impact. The monthly Café Plays have brought local writers, actors and directors
together for a day of fully produced one-act plays, and the Library Girl program provides
a venue for local writers and storytelling musicians to read from their own work.
Proposed FY19-21 Funding
Agency Budget: $199,693
Santa Monica Grant: $19,570
Grant percent of budget: 9.8%
CALIFORNIA HERITAGE MUSEUM
2612 Main St. Santa Monica, CA 90405 • 310.392.8537 • https://www.californiaheritagemuseum.org/ •
Executive Director: Tobi Smith
The California Heritage Museum celebrates California’s rich history and culture through
changing exhibitions, the production of books and catalogues, educational programs and
community events. Housed in a restored 1894 landmark house, the museum boasts two
floors of contemporary galleries as well as decorative art exhibition space and presents
a wide variety of exhibitions of contemporary artists and on numerous subject themes,
such as California watercolors and art tiles, Mexican folk art, Arts and Crafts movement
9
furniture and pottery, surfboards, Dog Town skateboards, Hollywood cowboys and classic
cars.
Proposed FY19-21 Funding
Agency Budget: $162,499
Santa Monica Grant: $15,925
Grant percent of budget: 9.8%
SANTA MONICA SYMPHONY
Box 3101, Santa Monica, CA 90408-3101 • 626.796.8966 • www.smsymphony.org • Executive Director:
Tabitha Hogue
The Santa Monica Symphony Orchestra presents performances of high artistic value and
serves as a music education resource for the Santa Monica community. Since 1945, the
Symphony has provided high quality concerts of the classical and contemporary
symphonic repertoire free of charge. The Santa Monica Symphony enhances lifelong
learning through special open rehearsals and performances at local schools, libraries and
community events, and presents four-to-five concerts annually at Barnum Hall and other
locations, including the annual Martin Luther King Day concert at Santa Monica’s SGI
auditorium.
Proposed FY 2019-21 Funding
Agency Budget: $158,528
Santa Monica Grant: $15,694
Grant percent of budget: 9.9%
SANTA MONICA CONSERVANCY
P. O. Box 653, Santa Monica, CA 90406, • 310.729.1165• www.smconservancy.org • President: Carol
Lemlein
Founded in 2002 to promote widespread understanding and appreciation of the cultural,
social, economic, and environmental benefits of historic preservation , the Conservancy
supports Santa Monica’s unique historic resources with a broad program of educational
tours, lectures and special events, advocacy, and the fostering of a public discourse on
preservation policy.
Proposed FY19-21 Funding
Agency Budget: $134,335
Santa Monica Grant: $13,299
Grant percent of budget: 9.9%
CITY GARAGE
Bergamot Station Art Center, 2525 Michigan Ave., Santa Monica, CA 90404 • 310.453.9939 •
www.cityg arage.org • Artistic Director: Frédérique Michel; Producing Director: Charles Duncombe
City Garage is a resident theatre company at Bergamot Station Art Center and has been
producing innovative, award-winning theater in Santa Monica for more than 25 years. City
10
Garage creates and presents experimental and adventurous new writing that seeks to
engage audiences in an active examination of contemporary society while re-affirming
the deepest values of our shared humanity. The theatre seeks, through the coming
redevelopment of Bergamot, to create a dynamic arts destination that serves not just
the citizens of Santa Monica but all Southern California, one that offers a robust and
diverse program that is challenging, stimulating, and inspiring
Proposed FY19-21 Funding
Agency Budget: $116,266
Santa Monica Grant: $11,278
Grant percent of budget: 9.7%
SANTA MONICA YOUTH ORCHESTRA
P.O. Box 128, Santa Monica, CA 90406 • 310.985.3439 • www.santamonicayouthorchestra.org • Executive
Director: Shabnam Fasa
Inspired by the El Sistema model of music education, SMYO strives to promote
socioeconomic diversity through tuition-free music programming. Founded in 2012 by a
small group of volunteers, with the support of the City of Santa Monica it has grown to
comprise an orchestra, a choir, and a chamber music ensemble serving 150 young
people.
Proposed FY19-21 Funding
Agency Budget: $114,362
Santa Monica Grant: $6,862
Grant percent of budget: 6%
ORCHESTRA SANTA MONICA
102 Foxtail Drive, Santa Monica, CA 90402 • 310.372.0084 • orchestrasantamonica.org • Music Director:
Roger Kalia
The mission of Orchestra Santa Monica is to build a community of classical music lovers
of all ages and make a positive impact on the quality of people’s lives. To nurture young
people, OSM involves children and teens at our orchestra concerts as volunteers,
audience participants, and performers, and holds engaging musical outreach programs
at local schools and community centers. OSM performs several full orchestra concerts
per year presenting both standard repertoire and less-traditional works. OSM ensembles
perform at locations throughout Santa Mo nica. These smaller performances are geared
toward outreach, education, enrichment, and enjoyment.
Proposed FY19-21 Funding
Agency Budget: $109,645
Santa Monica Grant: $4,386
Grant percent of budget: 4%
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BUILDING BRIDGES ART EXCHANGE
2525 Michigan Ave Unit F2, Santa Monica, CA 90404 • 310.770.1961 •
www.buildingbridgesartexchange.org • Executive Director: Marisa Caichiolo
Building Bridges Art Exchange is dedicated to the cultivation of cultural understanding
through the arts. The organization was launched to engage communities of different
ethnic and financial backgrounds in a socio -political exploration through the lens of
contemporary art. Building Bridges’ space in the Bergamot Arts Center offers rotating
exhibitions from around the world, artist residencies, lectures, and workshops. In the
countries where they send exhibitions, they encourage landscape interventions and
performances that engage with the local communities. Diversity is at the core of their
organizational values. Building Bridges Art Exchange ha s hosted hundreds of artists from
more than 34 countries.
Proposed FY19-21 Funding
Agency Budget: $88,182
Santa Monica Grant: $3,527
Grant percent of budget: 4%
DONNA STERNBERG & DANCERS
911 9th St. #206, Santa Monica, CA 90403 • 310.260.1198 • dsdancers.com/ • Artistic Director: Donna
Sternberg
The mission Donna Sternberg & Dancers is to discover, transform, and connect. We
believe the act of discovery can be transformative and to this end we seek to build bridges
and make connections between dance, science, the arts and communities. We seek
partnerships with artists, cultural organizations, scientists, educational and science
institutions to find innovative ways to probe the science/human connection through dance
in collaboration with other art forms.
Proposed FY19-21 Funding
Agency Budget: $37,839
Santa Monica Grant: $1,514
Grant percent of budget: 4%
SANTA MONICA REPERTORY THEATER
1833 12th Street Apt B, Santa Monica, CA 90404 • 401.301.6281 • santamonicarep.org • Co-Artistic
Directors: Eric Bloom & Tanya White
Santa Monica Rep utilizes the unique capabilities of theater to contribute to a more
intelligent, inquisitive, and engaged community. We are a dynamic, ensemble-driven
company creating high quality, professional theater that is both meaningful and
entertaining. Founded in 2010, Santa Monica Rep has produced nearly 40 play readings,
productions, and special events, including co-presenting the SHINE Storytelling Salon,
where hundreds of storytellers have shared their personal triumphs and tribulations.
Community is at the heart of our work: Santa Monica Rep has served thousands of
12
community members through our free Staged Readings at the Santa Monica Public
Library, and over two thousand public-school students through our SM Rep Reads
collaborations with The Broad Stage.
Proposed FY19-21 Funding
Agency Budget: $18,755
Santa Monica Grant: $1,500
(Minimum grant)
SUAREZDANCETHEATER
1621 California Avenue #A, Santa Monica, CA 90403 • 917.848.4362 • www.suarezdance.org/ • Artistic
Directors: Christine Suarez
Founded in 2003 by Christine Suarez, SuarezDanceTheater brings a passion for
storytelling that enriches their projects with compelling narratives. SuarezDanceTheater
pieces are marked by irreverent humor, poetic visual imagery and a decisively feminist
perspective. They believe that the creative process is transformative experience –
creating a community that did not exist before. SuarezDanceTheater ha s participated in
P.S. 122’s Avant-garde-arama, Danspace Project’s DraftWork series, New Dance
Alliance’s Performance Mix at Joyce SoHo, and HERE’s American Living Room Festival.
The company has also performed at Movement Research at Judson Church,
Williamsburg Art neXus, Dixon Place, and The Flea Theater. Recent artists residencies
include Tribeca Performing Arts Center, Spark and Echo Arts, Camera Obscura Art Lab
in Santa Monica, and Motion Pacific in Santa Cruz. In Los Angeles, Christine’s
choreography has been presented at REDCAT, Anatomy Riot and Highways
Performance Space.
Proposed FY19-21 Funding
Agency Budget: $11,407
Santa Monica Grant: $1,500
(Minimum grant)
13
COMMUNITY NEEDS
GRANT PROGRAM
ASSESSMENT
April 2019
Commissioned by
CITY OF SANTA MONICA
CULTURAL AFFAIRS DIVISION
COMMUNITY & CULTURAL SERVICES
DEPARTMENT
The Aspire Group
Consultants
14
THE LANDSCAPE
SANTA MONICA 2018
The City of Santa Monica may seem small, with a population
of 92,000, but it is an area of influence in the arts and culture
landscape of Southern California. Santa Monica robustly
supports its arts and culture community.
The Santa Monica Cultural Affairs Division (SMCA) is
currently undergoing a number of planning projects and
assessments, including a review of its Organizational
Support Program (OSP), which provides general operating
support to Santa Monica-based arts and culture
organizations. Grants of up to 10% of an organization’s
operating budget are awarded to small and mid-sized budget
organizations--a level of support few cities match.
The assessment of SMCA’s Organizational Support
Program takes place during a period when City departments
and staff are working within a new performance
management structure, the “Framework for a Sustainable
City of Wellbeing.” This framework is built around the City's
long-term commitment to its Sustainable City Plan and is
infused with its new Wellbeing Project—Santa Monica’s
custom measurement tool that provides an understanding of
wellbeing in the community. Santa Monica’s Wellbeing
Project encourages the fostering of cross-sector initiatives
and partnerships to reach larger goals: Community, Place
and Planet, Learning, Health, Economic Opportunity, and
Governance. SMCA partners with the Wellbeing team to
integrate arts approaches into the overall goals of the City.
The City’s strategies focus on data, planning, flexibility and
assessment, while tactics include supporting equity-driven
processes, listening to and learning from the community, and
designing support programs that address forces of change
and the need for sustainability in the arts. This assessment
of the OSP grant program intentionally explores these
themes and more.
“I believe the arts have a role to play in trying to improve the level
of discourse around sensitive community issues.”
– Shannon Daut, City of Santa Monica Cultural Affairs Manager
COMMUNITY SPEAKS
Community Engagement Approach
• Review and assess the amount
of funds awarded over time.
• Review and assess eligibility
requirements and review
criteria.
• Facilitate meetings of current
OSP grantees.
• Facilitate meetings of other
stakeholders, such as grantees
of other Cultural Affairs
programs, arts organizations
and community partners who
also provide cultural
programming.
• Key interviews with five
representatives of non-grantee
arts organizations.
• Review of other Cultural Affairs
programs (and related
guidelines) that provide support
and services to arts
organizations:
o Community Access &
Participation
o Santa Monica Artist and
Project Fellowships
o Strategic Sustainability
Initiative
o Arts Transportation Grant
Program
• Review Creative Capital Cultural
Planning Overview.
15
SUMMARY OF FINDINGS
ORGANIZATIONAL SUPPORT PROGRAM (OSP)
Santa Monica plays an important role in the arts and cultural life of Southern California. More than
half of the people who live in Santa Monica are employed in creative sectors or are participants
in cultural activities. Examining current City resources for arts and culture organizations, OSP
funding is found to be a key factor in the success and sustainability of arts and culture
organizations. Thirty-three percent of OSP grantees reported that this funding is directed to
support staffing needs and salaries. However, the lack of affordability in housing and cost of living
compromises organizations’ ability to attract and retain talented staff. The lack of affordable space
and facilities in Santa Monica is a barrier for many arts and culture organizations. When
organizations are stable places of operation, they in turn provide vehicles for individual artists and
arts professionals to survive and thrive in Santa Monica.
To better understand how OSP funding is used by grantee organizations, assessment participants
were asked:
How has OSP made difference for your organization?
OSP is a tremendous program - one of the best resources the City
offers to organizations.
– Focus group participant
16
WHAT’S GOOD?
Examining current City resources for arts and
culture organizations, OSP funding was found to be
a key factor in the success and sustainability of the
field. SMCA serves the arts and culture community
through a number of programs including:
• Grants to organizations and artists
• Development of cultural policies that
support the arts, such as affordable
space at Bergamot Station Arts Center
and the Airport Artist Studios
• Performances and exhibitions featuring
theater, dance, music, and visual art
• World-class and community-based arts
programming, such as: COAST Open
Streets Festival, Jazz on the Lawn, the
Airport Artwalk, Meet Me at Reed,
Indigenous Now, and The Wonder
Room.
• Management and programming of
cultural assets such as The Miles
Memorial Playhouse, the Camera
Obscura Art Lab, and the Annenberg
Community Beach House, which
provide subsidies and space for arts
organizations and individual artists
• Public art program management
• Maintenance and conservation of the
City’s extensive collection of permanent
and portable art works
Creativity is a desirable and necessary element for an innovative
and thriving community. Aside from being an engine of job
creation and economic growth, arts and culture contribute to social
wellbeing and are essential to creating more livable, safe,
memorable, and connected communities
-Americans for the Arts
17
STAFFING & SALARIES
With 33% of grantees reporting that OSP funding is directed to support staffing needs, this
program clearly serves a key need for most organizations—that of human resources. As a result
of City OSP funding, some organizations were able to add new administrative support positions
to assist leadership, while others used funding to provide salary increases that were critical for
staff retention in key positions. Some organizations reported launching internship programs with
OSP funding—fulfilling not only human resource needs but furthering professional development
opportunities for younger individuals in the arts and culture sector. Performing arts organizations
stated that without OSP funding, new Actors’ Equity Association rules for performing artists would
not have been satisfied.
ARTIST SUPPORT AND PROGRAMMING
Twenty-four percent of organizations indicated that OSP funding allowed them to pay artists
and/or enhance and expand programming such as community festivals. SMCA is a strong
advocate for paying artists for their work and includes this factor in its grant evaluation review
criteria. As Actor’s Equity rules change, OSP funding provides support that can help performing
arts organizations continue to engage with and pay these artists
OUTREACH
The third largest organizational need that OSP serves is around enhancing outreach activities
and initiatives. Organizations who set internal goals focused on expanding diversity and inclusion
reported utilizing OSP funding to engage specific populations (example: LGBTQ and Latinx
communities).
OSP FUNDING
Others used grant support to seek new and more effective strategies to engage the community at
large. Transportation, a key necessity for serving the broadest possible arts audience in Los
Angeles County, is made possible for some organizations because of the Arts Transportation grant
program. Arts organizations’ relationships with the Santa Monica Malibu Unified School District is
a strength and resource that SMCA could enhance through convenings and support of those
networks. Arts and culture leaders recognize that schools and teachers can be some of the
strongest advocates for arts and culture.
OPERATIONS AND FUNDRAISING
Remaining responses from organizations fell under
general operations (specifically facility-related
needs) and fundraising. Organizations report OSP
being critical in leveraging other sources of support
from private foundations and individuals. OSP is
reported to support a wide range of organizational
needs from keeping the doors open to ongoing
professional development and education for
organizations’ staff and boards.
18
WHAT ARE THE CHALLENGES?
Arts and culture organizations in Santa Monica face the same
challenges as their national peers:
1. The unpredictability of federal arts funding and tax law
changes, as well as the overall economy, which affects
fundraising
2. The increase in natural disasters, occurring from coast to
coast, making organizational preparedness a top priority
3. Changing demographics reflecting the need for more
diversity, inclusion and equity throughout the arts and culture
ecosystem
A good economy and ideal location makes the City of Santa
Monica a highly desirable location for businesses . As a
consequence, space and affordability for arts and culture
organizations are major concerns. OSP grantees and non-
grantees were asked two central questions:
What are the factors important to your organization being able
to do its best work?
What are your priority needs?
SPACE AND ARTS-BASED PLACEMAKING
The difficulty in finding affordable space for arts and culture
organizations in Santa Monica is an ongoing challenge for both
new and existing arts and culture providers. Some organizations
are on short-term leases, which creates the challenge of being
unable to conduct business in standard ways (i.e. long-range
planning), while the lack of security and ability to take on new
opportunities hinder growth. Uncertainty about potential rental
rate hikes is an ongoing concern.
Participants expressed an interest in developing more artistic programming that occurs in unusual
spaces—outside of traditional arts facilities—to create an atmosphere of “surprise and delight” in
the Santa Monica arts scene.
.
How do we get the arts “out” of facilities, so visitors can happen
upon events, exhibitions, performances, etc.?
-Focus group participant
Some participants expressed frustration about heavy bureaucratic processes and policies that
hindered their ability to respond to community needs. These orga nizations are focused on how to
achieve greater flexibility and responsiveness to the needs of the communities that they serve.
Others recommended that existing arts organizations who have facilities could serve as a
IMPACT
“Art is powerful.
How can we get
help in
communicating the
human story that
inspires change?
-Focus group participant
19
resource for meeting spaces, fundraising events, and programming for organizations and other
arts and culture providers who lack space.
Participants also indicated a desire for assistance with marketing, community engagement , and
professional development opportunities for their staff and boards.
SUSTAINABILITY
Participating arts organizations stated that they felt they are still in recovery-mode from the
2008 recession, which hit Santa Monica arts and culture organizations hard. Changes to Actors’
Equity Association requirements have also been game-changers for the budgets of performing
arts organizations, resulting in organizations trying to keep up.
Most organizations admit to having small staffs who are carrying multiple job responsibilities and
are stretched too thin. While this is not unusual for mid-sized and small budget organizations, it is
unsustainable in the long term.
The never-ending cycle of increasing demand and decreasing resources leads organizations to
focus on expanding volunteer support. Some organizations employ only one paid staff member.
A need for volunteers with highly professionalized skills and expertise is therefore common.
Beyond organizational needs, national philanthropy surveys show that as generation al shifts
happen at the board level, younger leaders and donors want more hands-on experiences,
including contributing expertise and time to the organization beyond governance roles —they want
to be invested both financially and emotionally.
OSP GUIDELINES AND FUNDING
Most non-OSP organizations were unsure about OSP application cycles and how they worked.
Further, those with some knowledge of the process stated that the length of time between
notification of an open grant cycle and the deadline, is extremely short, not taking into account
the reality of an organization’s limited staff and time.
One suggestion was for the City to consider adapting the timing in such a way as to enable
organizations to gain entry to the application process on an annual basis . There may be budgetary
timing and process implications that would make this unfeasible. Another suggestion is for SMCA to look
to the Wellbeing Project’s microgrant program as a model for additional support. Currently, grant
funds are only open to organizations that have a physical presence in Santa Monica. Some
organizations may be located outside of the borders of the city but have a constituency that is
made up largely of Santa Monicans. SMCA may want to consider altering this eligibility
requirement, which would be presented to City Council before implementation .
PARTNERSHIPS AND COLLABORATIONS
Santa Monica is at the heart of Silicon Beach—the L.A. tech and startup scene. Companies like
Hulu, HeadSpace, and TaskUS called Santa Monica home in 2018. Organizations asked: “What
do community benefits look like for incoming businesses and how do arts and culture
organizations benefit from this?”
Considering this quickly-moving and successful start-up environment, participants asked for more
pathways to connect with for-profit companies as one way to foster partnerships and
collaborations. Suggestions included convening and creating a Corporate Partnerships Program
for arts organizations. Participants asked how the City might assist in helping organizations to
leverage public/private partnerships.
20
Another emergent theme among participants was a strong desire to meet with other Santa Monica
arts organizations more regularly to acknowledge shared challenges and work together in problem
solving.
MARKETING & COMMUNICATIONS
We must be willing to take bold steps in order to break the trend of
playing to half-filled houses.
– Focus group participant
Branding the arts as a key characteristic of Santa Monica was mentioned often, as well as better
communicating the benefits of the arts to local business and public agencies. Tools such as an
arts communication platform or clearinghouse would be beneficial. Partners like the Santa Monica
Arts Foundation are needed not only for marketing but for convening, fundraising and
collaborations. Broader and bigger media outlets for coverage of arts and culture
events/happenings were called for. At the same time, word of mouth is highly undervalued, yet, it
has been the relationships that organizations hold with the City, artists, and community that have
directly impacted return visitors/guests. Stable and repeat attendance is crucial for organizational
sustainability.
Participants also acknowledged that success in securing funding for arts organizations is tied to
strong case statements that include clear messaging around the arts ’ return on investment. How
does the arts community demonstrate and better communicate our shared tangible victories, so
that others will want to invest? This type of messaging could help secure in-kind donations and
services from for-profit companies in Santa Monica.
ADVOCACY, ARTS ENGAGEMENT AND PUBLIC ART
Participants were interested in exploring how to develop advocacy across sectors and
communities. This could include more opportunities for arts organizations to engage families and
residents in Santa Monica. Guidance and communication on what groups the City envisions
serving through arts and culture is needed by organizations in order to foster collaboration and
alignment. One recommendation is to form an arts version of neighborhood councils to advocate
support for the arts, or to draw on the existing infrastructure of Neighborhood Organizations by
having arts advocates get more involved and become active members of these groups. How can
artists, organizations, and arts agencies work together around a shared vision to create more
public art in those spaces that need it most? How can the City support initiatives that are less
formal and more adaptive? More flexibility from the City’s grant programs and resources would
assist in both of these areas.
21
RECOMMENDATIONS – OSP FUNDING AND PROCESSES
FUNDING
1. Expand Santa Monica’s Organizational Support Program, which supports arts and
culture organizations, to include expanded pool of organizations and applicants by
increasing City program funding.
a. Increasing access and inclusion for existing and new OSP applicants will expand the
pool of organizations seeking funding. Sustaining grant funding at the 10% level of the
organization’s operating budget will require additional funds to support the expanded
pool of grantees.
b. Approximately 43% of all jobs in Santa Monica are in the creative sector. According to
grantee engagement, the area where OSP funds are most applied is staffing and
salaries. Increased investment in OSP aligns with the Framework for a Sustainable City
of Wellbeing’s goal of Economic Opportunity. However, given current budget restraints,
an increase in funding was not seen as feasible in this budget round.
PROCESS
2. Revise the timing and frequency of applying for OSP programs.
a. Consider awarding half the budgeted grants funding every two years. This does not
require an increase of funding for the grants. However, it does double the personnel
time/effort required in administering the grant.
b. This makes earlier participation in the program possible for organizations who meet all
existing criteria for eligibility.
c. Consideration for organizations who satisfy the five-year residency requirement would
be expedited, without having to wait another four years before reapplying.
3. Revisit current eligibility requirement for five years of residency in Santa Monica.
Consider a reduction to three years in the interest of equity
a. Current requirements reward stability for arts organizations but skew the pool towards
well-established organizations. This creates a significant barrier for new and small
organizations.
b. Current processes and guidelines raise equity concerns. Organizations that are most
evolved in their operations and infrastructure are rewarded, while those who are in the
midst of evolving operations and infrastructure are disqualified from grant funding
during a crucial time in their growth. Studies show that the first three years is a testing
period for any organization, especially nonprofits. If an organization has demonstrated
its staying power at three years, then OSP funding could be a great asset to its long-
term sustainability.
22
4. Revisit the value of the program evaluation question on the grant application, as it does
not inform the quality of the proposal, nor is it factored into the application review
process.
a. In an effort to avoid overburdening the applicants, focus on questions that are most
relevant to the scoring by outside panelists.
SPACE/FACILITY AFFORDABILITY
5. Explore what the City can offer arts organizations in terms of affordable space.
a. Conduct a field scan of artists and organizations in Santa Monica regarding their space
needs. The types of spaces available matter greatly. W hile some need administrative
space, others seek options associated with off -setting the costs of renting rehearsal and
perf ormance spaces. Explore developing a program to try and match artists and arts
organizations to existing spaces.
b. Affordability in general also poses significant challenges. Prioritize cultural and artistic uses
of affordable space. Attracting artists/staff to the area, given the high cost of living, is limiting
and long commutes can lead to employee turnover.
RECOMMENDATIONS – SUPPORT BEYOND GRANTS FUNDING
OUTREACH AND COMMUNICATIONS
6. Leverage the City’s communications apparatus to better promote all arts and culture
activities being offered.
a. The ability to effectively and broadly promote Santa Monica’s arts and culture activities is
a pressing need. SMCA, working in concert with other City departments, is well positioned
to meet this need.
b. The arts ecology is a valuable asset to the City’s brand and should be leveraged.
c. Limited resources of individual small and mid-sized arts organizations could never have
the reach that a robust, City-managed, multi-channeled, communications apparatus can.
The exponential benefit to local organizations who could plug -in to a centralized, well-
managed conduit of information would add tremendous value to promoting their programs
and services and elevating their brand.
23
PARTNERSHIPS AND COLLABORATIONS
7. Convene arts and culture organizations on a regular basis to foster collaborations.
a. SMCA could play an essential role in keeping the most accurate database of all arts
organizations operating in and/or serving in Santa Monica.
b. Organizations have evolved beyond siloed operating structures and make the case for
collaboration as essential to sustainability. Many arts organizations openly acknowledge
that they are not very familiar with what others are doing and want to change that.
c. Opportunities to gather would be catalytic in the development of various forms of
collaboration. As reported during the assessment process, organizations are increasingly
seeking ways to collaborate around shared space and increased outreach. While the
benefits are universal, the connections that stimulate collaborations must be nurtured.
d. Exchange of information during such gatherings allows organizations to learn and align
with priorities established for the City and other cross-sector initiatives. It is also an effective
way to disseminate information to a wider audience.
TECHNICAL ASSISTANCE
8. Advocate for/collaborate with regional technical assistance and professional
development providers to address key topics for Santa Monica arts organizations.
a. SMCA currently offers individual technical assistance in the areas of: strategic planning,
grant writing, space searches, navigating City processes and board development.
Formalizing and expanding a professional development program would be beneficial given
that these needs were described by grantees as vital to their success.
b. Capacity to address the increasing demand for technical assistance is another matter of
importance. SMCA does not have to duplicate technical assistance and professional
development services provided by other entities in the region. SMCA can also be
instrumental in promoting training opportunities that are being offered to Santa Monica arts
organizations.
c. Topics of particular relevance were identified:
• Fund development strategies to leverage current funding and attract new funding
• Equity & inclusion
• Volunteer management
• Board development
• Audience development
d. SMCA can effectively advocate to have topics addressed that are relevant to its constituent
organizations. Conducting an annual technical assistance/professional development
survey and sharing its findings with organizations that provide training might prove useful.
24
CONCLUSION
Santa Monica arts organizations continue to value the OSP grant as a resource for sustainability.
Funding goes towards essential needs, such as staffing, facilities, and outreach. Organizations
leverage OSP funding to increase their capacity to secure additional funding from other sources.
Additionally, SMCA plays an important role in offering support to organizations in a various ways
– from thought partnership to technical support.
What emerged during the assessment is a growing need among organizations to address
concerns that relate to space and affordabiity. While the City is not responsible for solving each
organization’s problem, there is certainly a strong desire for partnership and assistance in
exploring strategies that offer greater stability for arts organization. There is appreciation for the
City’s current efforts to provide affordable spaces for arts organizations and artists. The City’s role
in exploring and encouraging additional innovative solutions will continue to be important.
Additionally, the growing need for technical assistance and professional development invites a
different role for SMCA. Capacity restrictions suggest that the role of “connector” may be most
appropriate, whereby SMCA operates to a greater extent as a source of information about, and
referral to, available resources, rather than being a direct service provider on all subjects.
Finally, OSP grantees and other arts organizations expressed a clear desire for SMCA to help
convene those in the arts community – as well as facilitate connections to businesses. Through
these gatherings there can be more information sharing, greater promotion of arts offerings and
the ability to foster collaborations. Additionally, bringing arts organizations together could serve as
one method for encouraging collective problem-solving around some of the concerns referenced
above.
25
ATTACHMENT I
Audience/Method of Communication Date
E-mail from Community & Cultural Services (CCS) Dept. to Recreation List, Youth and Families List,
Parks and Beach Improvement List totalling 25,000 recipients 28-May
Email from Human Services Division (CCS) to Boards, Commissions, Advisory Bodies, and Human
Services Grants Program Contacts 29-Apr
CREST Specific Communications
Website posting on smgov.net/crest 29-May
Email to current CREST families (enrolled in CREST Club, AM Care, Late Start, PM Extended Care,
Playground Access and Homework Club participants) at 7 elementary schools
May 15-23
Email to principals and community liaisons at 7 elementary schools May 1-9
CREST families at 7 elementary schools - enrollment packets week of April 29
Inclusion in Parent Handbook 1-Aug
PAL Specific Communications
In-person notification and fliers distributed to PAL Youth Center Parents of participants 27-Mar
Signage at PAL Youth Center 27-Mar
In-person notification and fliers distributed to PAL Fitness Center Parents of participants 27-Apr
Signage at Virginia Avenue Park (VAP)13-May
VAP Specific Communications (upcoming)
Signage at Thelma Terry where Kidzone took place 15-Jun
Flyer of alternative program options distributed to Library, Farmers Market, and all areas of VAP 15-Jun
Verbal report to Field Sports Advisory Committee (FSAC) on reduction of field monitor hours at Clover
and Marine Parks 8-May
Email responses to Lincoln pool patrons who asked staff questions 17-May
Individual conversations with community members experiencing homelessness April-May
Staff attended the following meetings at which the Framework/Budget was discussed April - May
Santa Monica Library Board
Friends of the Library
Landmarks Commission
Architectural Review Board
Santa Monica Pier Corporation
Housing Commission
Airport Commission
North of Montana Neighborhood Association
Disabilities Commission
Wilmont (Wilshire Montana) Neighborhood Association
Commission on the Status of Women
Santa Monica Travel and Tourism Board of Directors
Arts Commission
Urban Forestry Taskforce
Recreation and Parks Commission
Community-Wide Communications
SaMoNews (featured in two May editions)May 7, May 21
Social Media on Facebook, Twitter and Instagram May
Media Briefing with local media May
City Manager's Blog 3-May
City Website May
Seascape June Edition
FY 2019-21 Proposed Biennial Budget
Outreach Efforts
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FRIENDS OF SUNSET PARK
Written comments compiled from 2019 FOSP membership forms
**********************************************************
“My greatest concerns are”: 662 total comments as of 6/2/19
1) Land Use & Circulation – 350 total comments (including Circulation, Land Use, SMC, and Public Transportation)
a) Circulation: 237 comments
23rd Street going south, between 4 and 6 PM, M-F – 1
23rd Street traffic -- 2
Area congestion traffic – 2
Ban scooters -- 3
Bike lanes – 2
Cars -- 1
Congestion -- 1
Congestion on Ocean Park Blvd. – 2
Cut-through traffic – 3
Drivers on cell phones looking at phone, not the road – 2
E-scooter and bike litter on sidewalks -- 2
Electric scooters – 2
Excessive cut-thru traffic – 1
Failure of the City of Santa Monica to persuade LADOT to change traffic signal timing at
Walgrove & Rose, Lincoln & Venice Blvd., Lincoln & Washington Blvd., and eastbound
Pico and Olympic at Sawtelle -- 1
Gridlock – 2
Increased traffic – 2
Insufficient staff assigned to the Traffic Engineering Division, resulting in a long delay in
implementing the Sunset Park Neighborhood Traffic Plan (funded in June 2016) -- 1
Mobility -- 1
No parking – 2
Ocean Park Blvd. should go back to 4 lanes -- 2
Pedestrian safety – 5
Pedestrian safety declining around Ocean Park & 14th – 2
Parking -- 1
Regulating motorized scooters & bikes – 2
“Rushing” and running – 1
Scooters – 7
Scooters (e.g., Bird) -- 2
Scooters and bikers disobeying every rule -- 1
Speeding – 2
“The Birds” scooters -- 1
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Too much traffic! – 2
Too much cut-through neighborhood traffic. -- 2
Traffic – 144
Traffic!!! -- 2
Traffic congestion – 5
Traffic on 23rd – 4
Traffic on 23rd/Walgrove – 2
Traffic on our street: Ashland -- 2
Traffic on Pearl -- 1
Traffic on residential streets -- 1
Traffic on side streets -- 1
Traffic safety – 2
Traffic, Traffic, Traffic -- 4
Traffic worsening – 2
Travel-- 2
Vehicles blasting through stop signs. Many go through at about 15 mph,
not even close to stopping. -- 2
b) Land use: 92 comments
Big box houses – 1
City development rates and standards -- 1
Corporate housing in Sunset Park – 2
Density -- 1
Developer spec houses! -- 1
Development – 14
Development that seems driven by ideology more than by reality – 1
Excessive lot coverage -- 1
Increasing amount of excess height & footprint in housing construction – 1
Maintain single family zoning on 23rd Street -- 3
McMansion homes – 1
McMansions – 1
McMansions in our neighborhood built on spec – 1
New home designs that ignore the ocean breeze -- 1
Our growth -- 2
Overbuilding – 3
Over-development – 25
Overcrowding – 21
Overpopulation – 1
Oversized houses and buildings – 1
Snapchat forcing economic change on Ocean Park Blvd. – 2
Two-story tract homes in Sunset Park -- 1
Stop mega projects – 3
Ugly box-shaped flat-roof new homes – 1
Zoning – 2
c) Santa Monica College: 19 comments
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SM College -- 2
SMC -- 2
SMC side effects – 2
SMC spending millions of dollars each year on advertising and recruitment of local and
international students in order to increase enrollment (and state funding) -- 1
SMC sprawl – 2
Stop paying SMC bonds – 3
The college – 2
The effect on local housing of 3,000+ international and 2,000+ out-of-state SMC students – 1
The $2 billion it will cost Malibu and Santa Monica property owners to pay off the multiple
SMC facilities bonds, when only 4% of SMC students list Santa Monica High School as the
last night school they attended -- 1
The SMC “machine” that will probably manage to get another $300 million facilities bond
measure passed in 2020 -- 1
The SMC Foundation, which masks donations from architects and contractors who help pay for
facilities bond measure election campaigns – 1
Traffic on local streets (especially around John Adams Middle School) caused by SMC students
looking for on-street parking, since SMC has not provided anywhere near adequate parking
for its 33,000 students -- 1
d) Public transportation: 2 comments
Metro should provide parking -- 2
******************************************************
2) Public safety: 103 comments
Airport becoming a park & haven for homeless & gang activity -- 2
Amount of posts re crime & safety – 1
Auto burglaries -- 1
Car break-ins – 2
Coyotes -- 1
Crime – 51
Crime! -- 2
Crime (car & home break-ins on our street) – 2
Crime (we were robbed a few years ago) – 2
Dangerous drivers -- 2
No street lights between 11th and Euclid Streets. Gets too dark. -- 1
Petty crime – 2
Police presence -- 2
Safety – 23
Safety (from traffic & in general) -- 1
Street safety -- 1
Theft – 2
Vagrants – 2
Vandalism – 3
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3) Santa Monica Airport: 68 comments
Airport – 33
Airport closing, creating a new park – 2
Airport impacts – 2
Airport noise – 3
Airport Park -- 1
Airport pollution -- 3
Airport “really” going away in 2028 – what really comes next! – 2
Airport theft of public goods – 2
Continued use of Leaded Avgas by prop plane pilots at SMO – 1
Continuing noise and air pollution generated by aircraft at SMO -- 1
Increase in commuter airplane and helicopter companies using SMO -- 1
Future of Airport – 2
Helicopter noise -- 1
I’m against closing the airport – 1
LAPD helicopters flying low over our neighborhood -- 1
LAX flyovers are lower & more frequent -- 3
Moving homeless shelters to Airport property – 2
Pilots and the SMAA continuing to spread misinformation about SMO -- 1
Planes – 2
Scheduled flights at SMO, which manage to skirt General Aviation airport rules -- 1
Turbo-props, which make just as much noise and pollute just as much as the jets – 1
Waiting impatiently for the City to fund the 12-acre Airport Park Expansion project! -- 1
What’s happening with the airport -- 1
4) Homelessness: 61 comments
Homeless – 29
Homeless in our alleys – 1
Homeless need help – 2
Homeless on streets – 2
Homeless outside our house -- 2
Homelessness – 21
Homelessness/Mental illness – 1
Incompetent staff at OPCC -- 1
People sleeping in cars -- 2
5) Government : 36 comments
Allowing architects and developers to “game” public input at the R1 “community” meetings -- 1
City Council – 4
City Council decisions on the LUCE, the Zoning Ordinance Update, and the Downtown
Community Plan that ignored extensive resident input and resulted in traffic gridlock -- 1
City Council making decisions about priority frameworks at an event where city staff
outnumbered residents, and public comment was limited to one minute. -- 1
City Council excluding ADUs from lot coverage calculations – 1
City Council overruling decisions of Council-appointed Boards and Commissions -- 1
City government – 2
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City staff misrepresenting public input in staff reports -- 1
Council – 1
Exorbitant salaries for upper level City employees -- 1
Failure of the City to insist on accountability from organizations that receive millions of dollars
each year in Human Services Grants – 1
Failure of the City to require that prop plane pilots at SMO use Unleaded Avgas -- 1
Fiscal sustainability & unfunded pension liability -- 2
Increase in rates for water – 2
Insufficient parking at Farmer’s Market -- 1
Lack of support for businesses on Pico Blvd. – 1
Out of touch priorities of City of SM -- 2
Not backing homeowners -- 2
Salaries of S.M. employees – 2
School Board policies -- 2
Spending by our city – 2
Unresponsive City Board – 1
Wasting tens of millions of dollars on Tongva Park and the City Services Building that could
have provided improved services for the homeless and built more low income housing -- 1
We did not vote to change SC Edison to another company – 2
6) Sustainability and the Environment: 22 comments
Cell towers 5G – 1
Climate change – this should be the most important concern worldwide – 1
Continuing development, which increases traffic, which increases air pollution -- 1
Global warming – 2
Local sustainability, like solar panels, drought-tolerant yards, etc. -- 2
Noise & pollution from leaf blowers and SMO airplanes – 2
Not protecting homeowners’ solar access for their rooftop solar panels -- 1
Plastic trash – 1
Ultrafine particles and black carbon from jets, plus Avgas lead from other aircraft at SMO -- 1
Spending way too much on the City Services Building for sustainability bragging rights -- 1
The environment -- 1
Trash dumping in alleys – 2
Trash on streets and alleyways – 2
Trees (stop cutting them down) -- 1
Undergrounding of all transmission lines, cable, etc. -- promised twice in last 20 years but never
Done -- 1
Water -- 1
Water use and waste -- 1
7) Emergency Preparedness: 2 comments
Preparedness – 2
8) Other concerns: 20 comments
Affordability -- 2
Continuity of neighbors – 2
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Cost – 1
How to make more friends – 1
I have lived here 43 years. How times have changed. -- 2
Maintaining middle class status – 2
“Rushing” and running -- 1
Snapchat forcing economic change on Ocean Park Blvd. -- 2
Support for special needs – 3
Telephone/elec poles above ground – 1
Upkeep of neighbor’s front lawn -- 1
Wanting to create more “community” -- 2
**********************************************************************************
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1
Vernice Hankins
From:Ellen Hannan <elhasm@gmail.com>
Sent:Monday, June 3, 2019 4:04 PM
To:Beth Rolandson; Diane Citron; Stacy Dalgleish; Andrew Hoyer; councilmtgitems; Council Mailbox; Rick
Cole; Debbie Lee; Elizabeth Van Denburgh; zinajosephs; Maria Loya; Patricia Godon-Tann
Subject:Final Grant forms for neighborhood grant for June 28th
Hi Beth,
I see the value of volunteer hours are still at $15 although we have asked for an increased every year. Why hasn't this
occurred? The standard NATIONAL RATE is $24.00.
I attended the NUSA( Neighborhoods of USA) conference and this amount is being used in Texas and Alabama and the
rest of the country. It is the standard for Federal Grants. Why is Santa Monica so far behind the rest of the country?
Who is responsible to make the change in the wording of the grant? Or is it recycle without thought every year.?
I sure I will have more questions later.
Thanks
Ellen Hannan
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:18 PM
To:councilmtgitems
Subject:FW: Swimming in Santa Monica
‐‐‐‐‐Original Message‐‐‐‐‐
From: Betsy Katz [mailto:betsyjkatz@gmail.com]
Sent: Monday, June 3, 2019 7:16 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: Swimming in Santa Monica
Dear City Council et al,
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually. Three
weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for the proposed
six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are inconvenient to most and way too limited ‐ which is
probably one of the reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a couple of
days a week is good, especially while the Swim Center is closed.
Swimming is a LIFE‐SKILL and the pools in SM are available to everyone, young and old. The learn to swim programs are
wonderful and if being open 3 more weeks allows someone to learn how to swim and saves just 1 life, then it is well
worth it.
And please don't propose raising fees again. The people who budget for the Swim Center can do a better job budgeting
and spending without cutting swim days, times, and hours.
Regards,
Betsy Katz
3016 Ruskin Street
Santa Monica, CA
Betsyjkatz@gmail.com
310‐415‐0130
‐‐‐
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:18 PM
To:councilmtgitems
Subject:FW: I oppose City Proposal to close Swim Center at least 6 weeks every winter, and close Lincoln
Pool to public!
‐‐‐‐‐Original Message‐‐‐‐‐
From: Neha Patel [mailto:nehapatel917@yahoo.com]
Sent: Sunday, June 2, 2019 10:33 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: I oppose City Proposal to close Swim Center at least 6 weeks every winter, and close Lincoln Pool to public!
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually. Three
weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for the proposed
six weeks every year is too long. Also, the proposal to close the Lincoln Pool to public swims would only compound the
problem of having the Swim Center closed. Even though the hours at the Lincoln Pool are horrible and way too limited ‐
which is probably one of the reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a
couple of days a week is good, especially while the Swim Center is closed. And please don't propose raising fees again.
The fees are already too high. The people who budget for the Swim Center can do a better job budgeting and spending
without cutting swim days, times, and hours.
Thank you,
Neha Patel
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:19 PM
To:councilmtgitems
Subject:FW: keep the swim center open!
‐‐‐‐‐Original Message‐‐‐‐‐
From: Catcher Soup [mailto:spamcatchersoup@gmail.com]
Sent: Sunday, June 2, 2019 9:28 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: keep the swim center open!
Just like others, I am writing to you all to make my voice heard and to oppose any proposal to close the Santa Monica
Aquatics Center for more than three weeks annually. Three weeks closure is already too long. Many people depend
upon the pool for health reasons. Being closed for the proposed six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are inconvenient to most and way too limited ‐ which is
probably one of the reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a couple of
days a week is good, especially while the Swim Center is closed.
Swimming is a LIFE‐SKILL and the pools in SM are available to everyone, young and old. The learn to swim programs are
wonderful and if being open 3 more weeks allows someone to learn how to swim and saves just 1 life, then it is well
worth it.
And please don't propose raising fees again. The people who budget for the Swim Center can do a better job budgeting
and spending without cutting swim days, times, and hours.
Thank you!
Item 4-A
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:19 PM
To:councilmtgitems
Subject:FW: SM Swim Center & Lincoln Pool
From: Brian Lasky [mailto:blasky@yahoo.com]
Sent: Sunday, June 2, 2019 9:04 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: SM Swim Center & Lincoln Pool
Dear SM City Council Members -
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually.
Three weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for
the proposed six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are inconvenient to most and way too limited - which is
probably one of the reasons that pool is purportedly "under-utilized" - at least having that pool available a couple of
days a week is good, especially while the Swim Center is closed.
Swimming is a LIFE-SKILL and the pools in SM are available to everyone, young and old. The learn to swim programs are
wonderful and if being open 3 more weeks allows someone to learn how to swim and saves just 1 life, then it is well worth
it.
Respectfully yours,
Brian Lasky
SM Resident
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Ocean Park Association
May 31, 2019
To: Santa Monica City Council
cc: Rick Cole, City Manager; David Martin, Planning Director; Henry Servin, Traffic Engineer
From: Ocean Park Association Board of Directors
Subject: Request from the Ocean Park Association - Ocean Park Traffic, Bike and Pedestrian
Circulation and Safety Study
Background: Ocean Park is a unique neighborhood in terms of traffic and circulation. It is a north/south
pass-through route for people going from Malibu, Brentwood and other parts of Santa Monica, to Venice,
Marina del Rey and points beyond, and vice-vice versa. Then there is traffic to and from the beach, and
entering and leaving from Lincoln Bl., a major regional boulevard and state highway.
Sometimes these traffic pressures manifest in local hot spots - and that can help initiate public policy
response for the neighborhood as a whole. For at least 15 years, Hollister Ave. residents have been in
communication with City Staff about significant traffic circulation and safety issues on their street
resulting from automobile traffic exiting from South Beach parking lots.
At OPA’s February 2019 Board Meeting, City Traffic Engineer Henry Servin addressed the beach traffic
situation, stating that he had discretion for some smaller changes - like way-finding signage and traffic
light timing - but larger circulation and street design issues would require a formal traffic study.
Discussions on this have continued with Servin and Planning Director David Martin, who suggest that if
beach area circulation is going to be studied, it makes sense to include Main Street. If it includes Main
Street, it makes sense to study the entire neighborhood together. Residents have already brought other
neighborhood hot spots to OPA: solutions are being sought currently on Highland, with recent traffic
counts undertaken on 6th, Highland, Ashland and Pier. There also remain significant speed and safety
issues involving cars, scooters/bicycles and pedestrians along Neilson Way. An appropriate scoping of
residents, merchants, property owners and others would determine the final shape of the study.
Proposal: In keeping with the City Council Fiscal Years 2019-2021 biennial budget framework priorities
of Mobility and Access, Keeping Neighborhoods Safe, Engaged and Thriving Community, and Climate
Change,
For the City Council to dedicate funding in Fiscal Year 2019-2021 biennial budget to direct and fund staff
to prepare a comprehensive Ocean Park traffic and circulation study for the area of Ocean Park
boundaries between Pico and Marine/Dewey and Lincoln to the ocean, addressing:
• speeding control and concerns
• congestion management
• driver behavior
• bicycle and scooter circulation and safety
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• pedestrian circulation and safety
and to include consideration of:
• signal and signage modification
• redesign of intersections
and among specific areas for consideration, include :
• circulation and congestion management entering and exiting the beach parking lots and the
South Beach area, including at Hollister Ave. and at the intersection of Bicknell and Ocean Ave
• speed and safety issues along the length of Neilson Way
• entering and exiting Ocean Park from Lincoln Blvd.
and to include an appropriate scoping of residents, merchants, property owners and others to determine
the final scope of the study.
Thank you for your consideration.
Marc Morgenstern
President, Ocean Park Association
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:19 PM
To:councilmtgitems
Subject:FW: SM Budget & Pool Closures
‐‐‐‐‐Original Message‐‐‐‐‐
From: melts47469@mypacks.net [mailto:melts47469@mypacks.net]
Sent: Sunday, June 2, 2019 4:02 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>; Swim With Heart
<info@swimwithheart.org>
Cc: editor@smdp.com; tj@smmirror.com; editor@smmirror.com; joe@ArgonautNews.com; editor@smobserver.com;
smstarnewspaper@gmail.com; editor@santamonicalookout.com; corsair.editorinchief@gmail.com
Subject: SM Budget & Pool Closures
cut & pasted:
"I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually. Three
weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for the proposed
six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are horrible and way too limited ‐ which is probably one of the
reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a couple of days a week is good,
especially while the Swim Center is closed.
And please don't propose raising fees again. The fees are already too high. The people who budget for the Swim Center
can do a better job budgeting and spending without cutting swim days, times, and hours. Speaking of which, this is a
formal request for copies of the proposed/forecast & actual budgets, with income and expenditures in detailed form for
last four years and the coming year."
Feel free to forward this email to groups and people who might be interested in expressing a viewpoint."
From:
A concerned Santa Monica resident choosing to exercise 1st Amendment rights to anonymous petitioning of my
government and free speech. Even though this is anonymous it should be considered, read into, and made a part of the
official record. It does not come with lobbying money.
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Vernice Hankins
From:Council Mailbox
Sent:Monday, June 3, 2019 5:20 PM
To:councilmtgitems
Subject:FW: Oppose Closing of SWim Center and Lincoln Pool and reduction of Crest Services
‐‐‐‐‐Original Message‐‐‐‐‐
From: Alex Maddalosso [mailto:alexmaddal@aol.com]
Sent: Saturday, June 1, 2019 7:10 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: Oppose Closing of SWim Center and Lincoln Pool and reduction of Crest Services
Dear SM City Council,
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually. Three
weeks closure is already too long. Many people depend upon the pool for mental and health reasons. Being closed for
the proposed six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are horrible and way too limited ‐ which is probably one of the
reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a couple of days a week is good,
especially while the Swim Center is closed. This pool is also too cold and should be heated, that is a large part of the
underutilization.
Compared to other communities
Additionally, And please don't propose raising fees again. The fees are already too high. The people who budget for the
Swim Center can do a better job budgeting and spending without cutting swim days, times, and hours.
‐‐‐
Sent from my iPhone
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Social Services Commission
1685 Main Street, Room 212
Santa Monica, CA 90401‐2200
To: The Santa Monica City Council
From: The City of Santa Monica Social Services Commission
Date: May 30, 2019
At its May 13, 2019 meeting the Social Services Commission discussed and took action on the City of
Santa Monica Framework for a Sustainable City of Well Being FY 2019‐2021. We previously
convened an Ad Hoc Committee on the Framework Budget, which reported out to the commission
and recommended two resolutions. The first is an endorsement of the initiatives related to Social
Services described the Framework. The second, appropriate to the Commission’s charge to identify
possible gaps in Santa Monica’s social services support identifies three areas of particular concern
that have arisen over the past year through Commission work in the community and public
testimony.
The motions as they were amended, and approved:
1. Ad Hoc Recommends SSC endorsement and support for the following measures outlined
in the Strategic Budget Direction, FY 2019‐21:
Maintaining the Homeless Multidisciplinary Street Team (HMST) and C3 homeless
engagement team at their current levels for two additional years.
Extending the limited term Senior Advisor to the City Manager on Homelessness
position for two additional years.
Extending Library Services Officers at the Library and as needed social worker for the
same period of two years.
Expanding the C3 team’s coverage to other impacted areas, such as the beach and parks
outside of the Downtown area.
The reallocation of funding from the Housing Opportunities Utilizing Subsidy
Enhancements (HOUSE) pilot program to a new pilot program that is intended to help
people who live or work in Santa Monica to meet credit requirements for City funded
affordable housing.
An expansion of the Preserving Our Diversity (POD) pilot program, which provides low
income seniors with cash‐based financial assistance, from the pilot program funding of
$300,000 to $2 million from the Housing Trust fund.
Commencing a reimagining of Samoshel as a component of a potential restorative health
community strategy for Santa Monica.
It should be noted that the motion passed 5‐3. The nays concerns centered around the
disappointing results of the 2019 Homelessness Count and the desire for increased accountability
for reducing homelessness.
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2. The Social Services Commission, which is charged to assess and make recommendations
on unmet needs, encourages the City Council to:
• Commission a comprehensive study of mental health and behavioral health needs and
services across the Santa Monica community including but not limited to attention to
short‐ and long‐term outpatient and in‐patient treatment, crisis response, children and
families, seniors, veterans, disadvantaged populations, people with disabilities, and
people experiencing homelessness, including access to transitional and supportive
housing as well as identifying barriers to housing homeless individuals with mental
health needs in Santa Monica and across Service Planning Area 5 (SPA 5) as appropriate
to the City’s challenges and needs.
• Direct staff to work with The People Concern (TPC) to assess and report back on the
adequacy of current funding as it pertains to increasing demands and needs for mental
and behavioral health support for Samoshel residents.
• Direct staff, SMPD and service providers to establish a task force to conduct an
assessment of methamphetamine and opioid use among the homeless population,
including developing strategies for deterrence and treatment.
Thank you for considering these actions by the Commission. We would be happy to discuss these
measures in further detail with you and/or city staff.
Respectfully submitted,
Bill Parent
Chair, Santa Monica Social Services Commission
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Vernice Hankins
From:Nikki Kolhoff <nhkolhoff@yahoo.com>
Sent:Tuesday, June 4, 2019 11:44 AM
To:councilmtgitems; Council Mailbox
Cc:Rick Cole
Subject:June 5 FY 2019-21 Budget Review - Do Not Cut Resident Youth Programs
Dear City Council and City Manager -
As a resident I was very disappointed to receive the email below. I oppose any cuts to youth
programs for residents so long as the City continues to move forward on staff projects that residents
do not want. These programs could be paid for many times over if the City would stop the City Hall
expansion and SMC Lab School, or at the very least engage in market contracts for LEED silver
instead of platinum and charging market rent for the lease, respectively.
Thanks,
Nikki Kolhoff
Santa Monica Resident
----- Forwarded Message -----
From: Community & Cultural Services <ccs@smgov.net>
To:
Sent: Tuesday, May 28, 2019, 3:01:26 PM PDT
Subject: Important News About Proposed Changes to Programming
View this email in your browser
To help protect your privacy, Microsoft Office prevented automatic download of t his pict ure from the Internet.
To help protect your privacy, Microsoft Office prevented automatic download of t his pict ure from the Internet.
The City of Santa Monica is planning ahead to preserve the City’s fiscal sustainability in a new environment
where revenue streams are growing at a slower rate due to changes in the modern economy, where costs are
increasing, and the ways of doing business are changing. Our goal is to create a 21st Century government
that works better and costs less by thinking long-term and making prudent choices.
As part of this city-wide effort, the Community and Cultural Services Department has looked
at best practices and participation levels to identify programmatic and operational changes that could be
implemented with minimal impact to participants.
Proposed efficiencies are included in the draft FY19-21 biennial budget materials posted
online. We encourage you to learn about the City’s strategy and the proposed changes and provide
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feedback to the City Council. You can send an email to council@smgov.net and/or attend the June 5
budget hearing, 6 p.m., Council Chambers Room 213, 1685 Main Street, 90401. The new fiscal year
starts on July 1, 2019.
CREST Proposed Efficiency FY 2019-20
Phase Out AM Care, Late Start and PM Extended Care; Direct Participants to Other City or SMMUSD
Options:
Adjustments to PM extended care were put in place in FY17-18. In FY18-19 AM Care was successfully
phased out at 4 elementary school sites in partnership with SMMUSD with participants transitioning to
SMMUSD programming. In fall 2019 the 3 remaining sites that provide AM care would make a similar
transition. Late Start and PM Extended Care offered through CREST would be phased out at the start of
the fall 2019 school year and patrons would be directed to other CREST programming or alternative
services provided through SMMUSD.
CREST Proposed Efficiency FY 2020-21
Explore Possible Consolidation of Summer Camps Offered by the City:
Based upon demand and/or duplication of services some camp offerings may be modified, consolidated, or
reduced. Participants would be directed to other City summer camp programming such as those offered
through the Community Recreation Division’s community classes and camps program and/or SMMUSD or
other school-based summer options.
Virginia Avenue Park Proposed Efficiency FY 2019-20
Phase out KidZone Saturday Programming at Virginia Avenue Park and Redirect Patrons to Other City or
Community Options:
Saturday KidZone was developed in 2005 to provide a drop-in program for children during Farmers
Market hours. With the addition of Pico Library to the Virginia Avenue Park campus, children and
families are able to enjoy the Library not just during Farmers Market hours, but daily. KidZone has become
a secondary activity for a small number of patrons. A list of alternative program options would be offered.
Police Activities League Efficiency Completed
Eliminate PAL Youth Center and Fitness Center Saturday Programming and Redirect Participants to Other
City or Community Options:
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These Saturday morning programs have been minimally attended and other opportunities have been
identified during these hours. Effective 04/06/19, PAL Youth Center Saturday
programming was phased out. Participants have been redirected to Saturday morning city and non-city
sponsored programs. Effective 05/11/19, PAL Fitness Center Saturday programming was phased out.
Participants have been redirected to Saturday morning city and non-city sponsored programs.
Santa Monica Swim Center Proposed Efficiency FY 2019-20
Establish Winter Closure for Santa Monica Swim Center to a Standard 6-week Annual Closure
The Santa Monica Swim Center closes annually to address required maintenance. Over the years this
closure has fluctuated from 3 weeks to 12 weeks in length, depending on the type of maintenance required.
This fluctuation has caused uncertainty among user groups as they plan for alternative places to swim each
winter. Standardizing the annual closure between mid-December and February 1st would provide
predictability for the community.
Lincoln Middle School Pool Proposed Efficiency FY 2019-20
Phasing Out of City-Run Aquatics Programming at the Lincoln Middle School Pool
Beginning on November 1, 2016, the City began piloting limited aquatic programming of the Lincoln
Middle School pool based on the school district’s facility scheduling and
available lane space. Hours were limited to early weekday mornings and weekend afternoons. Despite
efforts to market this program through direct mail to the adjacent neighborhood, inclusion
in RecScape, and social media posts, participation rates are minimal, with an average attendance
of 7 patrons per day for the past six months. Patrons would be directed to the Santa Monica Swim Center
for lap swimming which occurs on the same days and times currently offered at Lincoln Middle
School Pool.
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:37 PM
To:councilmtgitems
Subject:FW: 6/5 Council meeting Agenda item 4: Strongly against Santa Monica Swim Center Proposed
Efficiency (extended winter closure)
From: Karen Melick [mailto:klmelick@yahoo.com]
Sent: Tuesday, June 4, 2019 12:50 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day
<Terry.Oday@smgov.net>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Sue Himmelrich
<sue.himmelrich@gmail.com>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg Morena
<Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>; Deborah Cohen
<Deborah.Cohen@SMGOV.NET>; Marcy Kaplan <Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia
<Maryanne.LaGuardia@SMGOV.NET>; Lori Brown <Lori.Brown@SMGOV.NET>; Andrew Gomez
<Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>; jeanette.grant@smgov.net
Cc: Clay Evans <clay@swim.net>; Kathryn Iannucci <kathryn@swim.net>
Subject: 6/5 Council meeting Agenda item 4: Strongly against Santa Monica Swim Center Proposed Efficiency (extended
winter closure)
Hello,
I’m writing in regards to the proposal in the Efficiencies/Eliminations and Investments document for FY 2019-21 Proposed
Biennial Budget in the Community and Cultural Services section to “Extend Santa Monica Swim Center winter closure by
3 weeks to a standard 6-week closure and reduce as-needed hours (0.9 FTE). This would affect approximately 6,142
visits. Annual savings of $25,019.”
As a Santa Monica resident who swims at the Swim Center 4 times a week year round, I, along with my Southern
California Aquatics Masters (SCAQ) teammates are strongly against this proposal.
This proposal that reduces the accessibility for healthy exercise, particularly for older people like myself, is contrary to the
city’s description of “A Sustainable City of Wellbeing” that’s “working together to define, measure and actively improve
Wellbeing in Santa Monica”.
This proposal affects almost 300 people’s access to healthy exercise a day with a very minimal cost savings of just over
$1000 per day. It negatively affects my wellbeing to go six weeks without doing my normal exercise routine. It will also
negatively affect the participation metric for the City's Health Outcome area for the Aquatics department.
The Swim Center’s winter closure is already longer than any other nearby pool which only close when specific unusual
maintenance is required. There is nothing “standard” of a 6-week closure of a swim pool. This closure significantly
affects the hundreds of masters and age group swimmers that utilize the Swim Center. I’m sure that the Santa Monica
College’s aquatics programs also have issues when the Swim Center is closed.
This proposal was also not communicated well and was not created with input from the communities affected. The
communication of this to SCAQ was only on May 28th and falsely stated that this change would help the user groups by
providing predictability. The timing of the closure isn't the key issue for the groups, it's finding alternative facilities, not the
length of time they are needed.
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I don’t believe this minimal savings ($25,019) of the almost $41 million Community and Cultural Services department’s
2019-20 budget is worth the impact of these 6,142 visits particularly when it is contrary to the initiative of Wellbeing in
Santa Monica.
If you must find savings at the Swim Center over the winter, instead of closing the pools completely for 6 weeks, how
about reducing the hours over this entire 6 week timeframe to just cover the times that it’s used by the vast majority of the
users, the masters and age group organizations (Mon-Fri 3:30pm to 8:30pm, Sat 6am to 5 and Sun 11am- 5pm)? I
believe these times are also the most used for the lap swimmers. Another way for savings is to only have the fitness pool
open and not the splash pool open during this time period. That would significantly reduce the lifeguards required and
therefore the costs.
I respectfully ask that you eliminate this proposal to extend the SMSC winter closure from 3 weeks to 6 weeks from
the Efficiencies/Eliminations and Investments document for FY 2019-21 Proposed Biennial Budget in the Community and
Cultural Services section.
Thank you.
Karen Melick
2602 25th St
Santa Monica
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:38 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Request to Support Proposed Budget for Santa Monica Public Library
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Arlene Hopkins [mailto:arlene.hopkins@gmail.com]
Sent: Tuesday, June 4, 2019 12:26 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Patty Wong <Patty.Wong@SMGOV.NET>
Subject: Request to Support Proposed Budget for Santa Monica Public Library
Good day Honorable Members of the Santa Monica City Council,
I write to express my support for the proposed budget for the Santa Monica Public
Library (SMPL).
I am a lifetime library user, a member of our Santa Monica Library Board, and a 40 year
resident of Santa Monica.
The proposed budget has been carefully crafted after extensive and collaborative review
and refinement by a cross-section of our library community and city staff. The budget
reflects a 2.4% reduction from the prior budget, and efficiency improvements achieved
by our SMPL director and staff. The budget support for the two limited-term Library
Service Officers (LSO) and two as-needed social workers are needed and welcomed.
Thank you for your consideration of the proposed budget for the Santa Monica Public
Library.
Yours truly,
Arlene Hopkins
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:38 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: ATT: CITY COUNCIL RE: POOL CLOSURES
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Kathryn Kosmeya‐Dodge
Sent: Tuesday, June 4, 2019 12:12 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Fw: ATT: CITY COUNCIL RE: POOL CLOSURES
From: Kathryn Kosmeya‐Dodge
Sent: Monday, June 3, 2019 9:59 AM
To: Santa Monica City Manager's Office
Cc: Bradley Albert
Subject: ATT: CITY COUNCIL RE: POOL CLOSURES
Please be advised that the proposed pool changes adversely affect we local Santa Monica residents that swim,
and swim every day, and depend on our pools to swim.
It especially affects the disabled/senior community that needs to swim, as they cannot go running or
walking ,etc. on the beach.
If Lincoln pool were to return to its 82 degree temp. and expand hours, especially during the annual SMC pool
closures, then it would be more used and relieve the busy SMC pools.
Also, the aim of an annual 6 week SMC pool closure may be useful, but as soon as the pools need repairs that
will take more than 6 weeks, then one can be sure the pools will be closed for that amount time, whether 6
weeks or 12 or more.
There is a long line every morning at 5AM for the SMC pools. I do not believe the small amount of savings for
our City is worth the price of preventing our community from swimming. It is recreation for a whole lot of
residents, and both recreation & Therapy for a large swarth of we Santa Monica residents.
I am making an ardent plea to keep and expand our pool availability, and asking the City of Santa Monica to
make a commitment to Santa Monica residents and children to support teaching everyone to swim.
Sincerely,
Kathryn Kosmeya‐Dodge
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:39 PM
To:councilmtgitems
Subject:FW: kid zone 6/1
From: Wendy Dembo [mailto:wendydembo@gmail.com]
Sent: Tuesday, June 4, 2019 10:37 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Albin Gielicz
<Albin.Gielicz@SMGOV.NET>
Subject: kid zone 6/1
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Dear Council Members and other Santa Monica staff,
This is a picture of my daughter and a few friends that we have met at Kid Zone making art last Saturday.
I have always said that I am don't mind paying the exorbitant taxes of Santa Monica because my child and other children
have the opportunity to do art with a real art teacher every Saturday at Virginia Avenue Park (except during the summer).
For the past seven years, we have gone to Virginia Avenue Park most Saturday mornings. We meet friends and we have
made friends at the park. I love the community of families, who do art, go to the Farmer's Market and hang out in the
park.
This art class is especially dear to my heart because the SMMUSD schools have one hour of art a week for half the year in
elementary school. And 6th and 7th graders can only take art for 10 weeks out of 40.
You seem to be under the impression that the kids can go to the library. Yes, they can go, but they can't meet new friends
and chat as they make art. Libraries are quiet spaces. One of the greatest aspects of Kid Zone, is that my daughter and
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myself have made friends with other people of our community.
I can't imagine how much this program costs? $12k a year? (It is one teacher and an aide for 4 hours once a week). This is
a program that citizens love and look forward to. It is one of the great perks of living in Santa Monica. It is short-sighted
to get rid of it. In the scheme of things, it won't make much difference in your budget, but it does make a big difference in
the quality of life of Santa Monica residents.
With great regret,
Wendy Dembo
Santa Monica resident and voter
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:39 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Swimming Pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Alan Levenson [mailto:alan@alanlevenson.com]
Sent: Tuesday, June 4, 2019 11:22 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Rick Cole <Rick.Cole@SMGOV.NET>; Gleam Davis <gleam.davis@gmail.com>
Subject: Swimming Pool
Is it true you are considering cutting swimming pool hours?
Please do not.
If anything we need more pools and pool time, not less.
See two items below:
Swimming is a great workout because you need to move your whole body against the resistance of the water. ...
keeps your heart rate up but takes some of the impact stress off your body. builds endurance, muscle strength
and cardiovascular fitness. helps maintain a healthy weight, healthy heart and lungs.
Swimming - health benefits - Better Health Channel
https://www.betterhealth.vic.gov.au/health/healthyliving/swimming-health-benefits
Drowning
• Drowning is the 3rd leading cause of unintentional injury death worldwide, accounting for 7% of all
injury-related deaths.
• There are an estimated 360 000 annual drowning deaths worldwide.
• Global estimates may significantly underestimate the actual public health problem related to drowning.
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More items...•Jan 15, 2018
Drowning - World Health Organization
https://www.who.int/news-room/fact-sheets/detail/drowning
Regards,
Alan Levenson
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:40 PM
To:councilmtgitems
Subject:FW: Swim Center
From: harry_gordon1307@yahoo.com [mailto:harry_gordon1307@yahoo.com]
Sent: Tuesday, June 4, 2019 8:49 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: Swim Center
Dear Councilmembers,
I am against the proposed closure of the Santa Monica Aquatics Center for more than three weeks
annually.
I am a 75-year-old, long time Santa Monica resident. I swim regularly at the Santa Monica Aquatics
Center pool. It provides me with a low-cost way of staying active and healthy. I regularly see other
elderly folks, as well as several obese and disabled people swimming, as this form of exercise is low-
impact and easily accessible.
Lincoln Pool provides a good alternative when the Swim Center is closed for maintenance. Please
keep it open for this purpose.
Please act for the benefit of the citizens and keep these wonderful facilities available year-round,
except as absolutely necessary for maintenance.
Thank you for your consideration.
Harry Gordon
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:40 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Swim Center Closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Monona Wali [mailto:mononawali@mac.com]
Sent: Tuesday, June 4, 2019 7:58 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Swim Center Closure
Dear Council Members,
I understand there is a proposal to close the Santa Monica Aquatics Center at SMC
for an additional three weeks (six weeks in all) in December & January.
I strongly oppose this measure. There are no other viable options in Santa Monica for those of us who swim regularly and for
whom
exercise is a vital part of our health and well being. The Lincoln pool hours are extremely limited and Annenberg is closed in
the winter.
Closing the pool an additional three weeks seems a lousy and inconsiderate way to save what must be a drop in the bucket
of the overall budget.
Monona Wali
2433 28th Street, Santa Monica, CA
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Swim center
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: MauricioO [mailto:mauricioo.q@gmail.com]
Sent: Monday, June 3, 2019 11:22 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Swim center
I am dismayed to learn that the swim center will be closing for an extra three weeks.
Swimming is part of my prescribed regimen for stress relief.
Going to a therapist every other day isn't an option, but the pool holds me over.
I hope that there are many residents who express similar concerns and that those concerns are noted by someone
thinking about what role this pool plays in the community.
Mauricio Ortega-8474313328
1227 18th st.
apt f
Santa Monica, CA 90404
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: proposed Aquatic Center 6 week closing
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: hollystein@aol.com [mailto:hollystein@aol.com]
Sent: Monday, June 3, 2019 2:06 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: proposed Aquatic Center 6 week closing
I urge the council to reject the idea of closing the Aquatic Center for six weeks over the winter months. Santa Monica
residents AND non residents love this pool. It is outside and warm so one can continue swimming exercise year
round. And there are many people that use it for rehabilitation purposes.
I'm sure there are other ways to find this money.
Holly Stein
www.hollystein.com
www.renaissanceprivatepilates.com
860.990.9448
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Proposed Permanent Closure Of Santa Monica Swim Center in December/January
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: KENT MOODY [mailto:ksmaml@msn.com]
Sent: Monday, June 3, 2019 11:48 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Proposed Permanent Closure Of Santa Monica Swim Center in December/January
I am writing to object to the proposed extended closure of the Santa Monica Swim Center during the months
of December and January. The current approximate 3 week closure is a very long time for swimmers to be out
of the pool. Many people rely on swimming as their sole form of exercise in order to stay fit and maintain
their health. As a health professional (physical therapist), I am keenly aware of the importance of sustained
and regular exercise and the multiple health benefits derived from this.
For many people, swimming is the ONLY form of exercise that they can do. This may stem from a variety of
factors ‐ arthritis, muscular injury, Multiple Sclerosis, spinal injury (disc and nerve issues), amputation,
fibromyalgia, diabetes, etc. Enabling these people to swim as often as possible is critical in maintaining their
health. For other people who do not have some of these health issues, swimming is still their method of
exercise. IT IS EXTREMELY IMPORTANT TO ALL OF THESE PEOPLE THAT THE CONSISTENCY OF THEIR EXERCISE
BE MAINTAINED. 3 WEEKS IS A VERY LONG INTERRUPTION IN THE ABILITY TO MAINTAIN HEALTH AND
FITNESS!!! 6 WEEKS IS NOT FEASIBLE AND WILL COMPROMISE THEIR HEALTH!!!!!!!
I swim at the college 4 days a week and it is my primary form of exercise. I have a back issue (herniated discs)
which is affected adversely (increased pain, stiffness, interrupted sleep, and limited range of motion) if I do
not swim on a regular basis. As a Santa Monica resident, we pay quite a bit in taxes to the community, WE are
the ones that fund bonds supporting Santa Monica College for furthering education in this community ‐
though most of the students attending Santa Monica College are NOT residents of Santa Monica!!! KEEPING
THE POOL CLOSURE MINIMIZED IS ONE OF THE WAYS THE COLLEGE CAN GIVE BACK TO THE COMMUNITY!!!
I'm sure that there are many other sources where $25,000 can be saved annually without reducing the
amount of time that the pool is closed during the months of December and January. Additionally, keeping the
pool closure minimized during these months is critical in maintaining the health of the the community as well
as the GOODWILL of the community. Please look to other sources for saving funds. I urge you to KEEP THE
POOL CLOSURE LIMITED TO 3 WEEKS AND NOT IMPACT THE HEALTH OF THE COMMUNITY!!!!!!!
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Thank you, your consideration is truly appreciated! I'm sure you will find it in your hearts and minds to do the
right thing!
Kent Moody
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:43 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Proposed new budget - Aquatic Center proposed 6 week annual closing
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: J Dammann [mailto:janetdammann@icloud.com]
Sent: Sunday, June 2, 2019 3:56 PM
To: Rick Cole <Rick.Cole@SMGOV.NET>; Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Proposed new budget ‐ Aquatic Center proposed 6 week annual closing
I am writing to urge that the council reconsider and reject this idea ‐ many SM residents and non‐residents alike depend
on the pool as a health rehabilitation and or strengthening exercise platform (and of course to many enjoy and use it for
simple recreation). While it is understandable that in some years the pool needs to close for more than one month to
facilitate needed maintenance, and last year for refurbishing of the changing rooms/shower areas, fixing a six week
hiatus is truly a poor way to economize… and hurts not only your clientele, but the lifeguards and other staff who are
not ‘permanent’ employees and therefore stand to lose needed income. Perhaps an annual membership fee would fill
the gap, perhaps raising the lap swim fees?
Perhaps finding that $25K from another source!
Janet Dammann
janetdammann@icloud.com
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:44 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Pool closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Marie S Velde [mailto:msvelde@mac.com]
Sent: Sunday, June 2, 2019 11:02 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Pool closure
To whom it may concern:
Dear Madam or Sir,
I have read the proposal to close the pool for 6 weeks every year.
I oppose this budget measure.
I have been a regular at the SMC pool for five years: I come twice a week.
There are no proper alternatives to this pool (Annenberg is too far and expensive; Lincoln is far and unreliable) and
swimming is the best exercice.
The savings seem small in comparison to the service the pool provides.
Residents would be outraged if they saw a side by side contrast between this
$25,000 and the money spent on a new fire station, the new engines, the environmental proposal etc.
When you take into account the imposition it will be on the as‐needed staff who will have to find short‐term
employment to compensate, it’s not a saving anymore.
I hope the city council will abandon this petty measure.
Best,
Marie Velde, a fifteen‐year‐plus resident, homeowner, taxpayer, city employee of Santa Monica.
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:45 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Please continue to protect First Responders and the City of Santa Monica
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Misty Mills [mailto:mills.misty@gmail.com]
Sent: Saturday, June 1, 2019 3:50 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Please continue to protect First Responders and the City of Santa Monica
https://youtu.be/sWztfsL0Ajc
Dear City Council,
I am speaking for myself. This is my opinion and my opinion only ~ yes, I am a Fire Wife.
I am so happy to see this informative video striving to improve safety and awareness in the city of Santa Monica
I believe this should be taken seriously and is very concerning. Santa Monica Fire Department is clearly under
staffed. The Santa Monica community deserves to be safe and protected - as well as all First Responders.
With increased call volumes, it requires more personnel. Not to mention more training - disaster planning and
mitigation planning for new dangers such as civil disturbances or active shooters which could be described as a
combat environment. The job and life of a Firefighter has drastically changed in countless ways.
Without additional safety personnel, apparatus, and facilities - not only is the community of Santa Monica at
risk, so are our Firefighters. This could mean Firefighters are forced to work more shifts - which then can result
in fatigue, exhaustion, over all cumulative impact on their mental health and well-being.... day to day home and
family life to name a handful.
I have read that numerous departments across the nation are experiencing the same challenges. It would be
awesomely amazing if the City of Santa Monica would become proactive and take the steps necessary to keep
up with the continuous changing demand.
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:48 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Community & Cultural Services efficiencies
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Sheila Banani [mailto:sheila@sheilabanani.com]
Sent: Tuesday, May 28, 2019 3:32 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Community & Cultural Services efficiencies
I agree with the suggested efficiencies proposed for duplicative recreation activities to be directed to ongoing
city and private recreational activities being offered for the new budget year.
Sheila Banani
Santa Monica resident since 1966
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 2:48 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Protect Crest Playground Access(PA) from Elimination
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Stephen Salko [mailto:stephen_salko@hotmail.com]
Sent: Tuesday, May 28, 2019 7:04 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Protect Crest Playground Access(PA) from Elimination
As a resident of Santa Monica for over 30 years with 5 children either through or still attending the district
schools, I can attest to the fact that for health and well being, playground time after school is essential for kids.
Playground Access provides the safety of trained supervisors with the freedom of unstructured play after school
at our district sites. Please continue to fund the Crest staff for after school PA.
Thanks
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Vernice Hankins
From:Amy Southern <alynnesouthern@gmail.com>
Sent:Tuesday, June 4, 2019 5:10 PM
To:councilmtgitems
Subject:Important testimony for mtng on 6/4
Dear Santa Monica City Council,
Good evening, everyone. My name is Amy Southern. I’m a local resident
and have been working with Climate Action Santa Monica as part of the
Climate Corps for 3 years now, advocating publicly for climate change to
be taken seriously and having sustainably‐minded conversations with
locals and visitors.
These conversations have shown that so many people are open and
willing to discuss the climate crisis and to make at least one change in
their daily routine to support this movement.
At the end of the day, I understand and respect that the city has to make
tough choices that don’t always appeal to certain parties. Investing in
what it'll take to meet the goals of our new Climate Action and Adaptation
Plan demonstrates our seriousness in reaching the goals that we have set
for ourselves in climate neutrality and zero‐waste.
Santa Monica's community organizations and neighbors are working
together and collaborating with the city advocating for this cause. From
what I’ve heard and witnessed, this community is ready to participate in
taking the necessary actions required to reduce waste, fossil fuel
emissions, deforestation, plastic pollution, and ocean acidification. Young
people, like me, are ready.
I urge the council, staff and representatives of this city to lead the way.
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 5:41 PM
To:councilmtgitems
Subject:FW: Please don’t close down the Pool
From: Marty Ollstein [mailto:martycine@gmail.com]
Sent: Tuesday, June 4, 2019 5:04 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Ana Maria Jara
<AnaMaria.Jara@SMGOV.NET>; sue.himmelrich@gmail.com; Greg Morena <Greg.Morena@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Deborah Cohen
<Deborah.Cohen@SMGOV.NET>; Marcy Kaplan <Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia
<Maryanne.LaGuardia@SMGOV.NET>; Lori Brown <Lori.Brown@SMGOV.NET>; Andrew Gomez
<Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>; jeanette.grant@smgov.net
Subject: Please don’t close down the Pool
Hi -
I swim at the Santa Monica College pool regularly.
I take great pleasure in swimming there -
and it is important for my health.
Please do not close down the pool for the long period that was proposed.
It would be very disruptive in my life and the life of many that swim there.
Thank you for your consideration.
Marty Ollstein
SCAQ Swimmer
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 5:41 PM
To:councilmtgitems
Subject:FW: Lincoln Pool Santa Monica
From: Niki Vale [mailto:niki.vale@harcourtsusa.com]
Sent: Tuesday, June 4, 2019 4:41 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: Lincoln Pool Santa Monica
Dear all,
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually.
Three weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for
the proposed six weeks every year is too long.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the
Swim Center closed. Even though the hours at the Lincoln Pool are inconvenient to most and way too limited -
which is probably one of the reasons that pool is purportedly "under-utilized" - at least having that pool
available a couple of days a week is good, especially while the Swim Center is closed.
Swimming is a LIFE-SKILL and the pools in SM are available to everyone, young and old. The learn to swim
programs are wonderful and if being open 3 more weeks allows someone to learn how to swim and saves just 1
life, then it is well worth it.
And please don't propose raising fees again. The people who budget for the Swim Center can do a better job
budgeting and spending without cutting swim days, times, and hours.
Many thanks and kind regards,
Niki Vale
Executive Sales Consultant | DRE #0206244
C 310 357 8218
niki.vale@harcourtsusa.com
www.harcourtsusa.com
Harcourts Beverly Hills
433 N. Camden Dr. Suite #400
Beverly Hills, CA 90210
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 5:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: proposed extended closing of SM pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Early, Tom M.D. [mailto:TEarly@mednet.ucla.edu]
Sent: Tuesday, June 4, 2019 5:03 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: proposed extended closing of SM pool
Dear Council members,
I would like to express my concerns and objection to the proposal to close the SM pool for 6 weeks every year. Closing
the pool for yearly maintenance is appropriate but extending that time to 6 weeks I feel is not reasonable. The pool is an
invaluable source for many SM residents as they work on staying active and healthy in today’s world. As a physician, I
have always advocated for a regular exercise routine for patients. I have noticed that as patients grow older swimming
has been an increasingly popular activity as it puts less stress on their joints and bones. Taking 6 weeks off from a
regular, healthy routine is not a good idea. In addition, I would mention the very beneficial effects that swimming has on
our young SM residents. That encompasses all the active youth swimming programs and the school aged learning to
swim activities for our SM schools. Please do not vote to extend the closing of the pool beyond the normal maintenance
period because of all the residents who depend on this facility for their exercise and pool activity. Thank you,
Sincerely Tom Early, M.D.
UCLA HEALTH SCIENCES IMPORTANT WARNING: This email (and any attachments) is only intended for the use of the
person or entity to which it is addressed, and may contain information that is privileged and confidential. You, the
recipient, are obligated to maintain it in a safe, secure and confidential manner. Unauthorized redisclosure or failure to
maintain confidentiality may subject you to federal and state penalties. If you are not the intended recipient, please
immediately notify us by return email, and delete this message from your computer.
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 5:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica Pool closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Hanna Hoffman [mailto:hannahoffman@hotmail.com]
Sent: Tuesday, June 4, 2019 4:51 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monica Pool closure
To whom it may concern:
I’m writing this email to express my disapproval of closing down the Santa Monica swim center for 5‐6 weeks annually. I
am a member of SCAQ, a local masters swim team, and I rely on weekly practices for training and overall general health
and wellbeing. I pay extra fees to swim at SMCC because it’s a beautiful facility. Having worked in the swim industry for
many years now, it’s common knowledge that a pool doesn’t need to be closed down for 5‐6 weeks annually for
“maintenance.” These closures drastically affect the people who utilize and PAY FOR these facilities. In all my years of
swimming, I have never experienced a pool with this many closures, and I’ve swam at nicer and fancier pools!
I highly encourage to vote down on the pool closures so that all of us who frequently utilize and pay for the facility don’t
have to be inconvenienced. Thank you for your time.
Sincerely,
Hanna Hoffman
SCAQ
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Vernice Hankins
From:Council Mailbox
Sent:Tuesday, June 4, 2019 5:42 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica Swimming Pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: crustoner@gmail.com [mailto:crustoner@gmail.com]
Sent: Tuesday, June 4, 2019 4:50 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monica Swimming Pool
Council members:
Please don't close the pool! I rely on the pool to swim in throughout the year. Not only does it serve as great
exercise, but it's a place for families to socialize. Friends to meet up and swim.
Most importantly, it provides for one of the great ways to promote health among the citizens of your
constituency. The ramifications of which, will be felt for years to come, in preventing stress,
cardiac disease, strokes, and many other ills.
Thank you.
Gregory Cooke
Resident/homeowner
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Vernice Hankins
From:Laila Taslimi <untitledno.1school@gmail.com>
Sent:Wednesday, June 5, 2019 1:47 AM
To:councilmtgitems; Council Mailbox; Rick Cole
Cc:Katie E. Lichtig; Anuj Gupta
Subject:Re: June 5, 2019 Budget Study Session
To the Santa Monica City Council & City Manager
Dear Mayor & City Council, and City Manager,
I recognize the immense effort that went into producing this document – the Proposed Biennial Budget. I
recognize the chess-player’s skill it took, to keep in mind the whole frame that holds in place the warp of
values for the weft of priorities, and to weave foundational activities through strategic goals toward Framework
Outcomes. And while I can respect and have no doubt that organizational skills were applied to achieve a
fiscally responsible budget, I wish to say that as an educator, I perceive an “academic Achilles heel.” Some
metrics appear to have been devised without research-bases.
Please excuse the platitude, and moreover I mean no disrespect, but we must avoid this pitfall when landing
upon what (and how) to measure: If you don't know how to count what's important you make what you know
how to count important...
Practitioners in the various fields involved with the priority: Engaged and Thriving Community (e.g., education,
social work, mental health and public health) seek out research-based best practices to apply to our own
ongoing research within our contexts. By contexts I mean, the place and people we serve – so there is
collaboration across our fields to create nets of support to serve some of the same young people here in
Santa Monica. In all cases, we rely on research[1]to arrive at theories (let alone conclusions) about what’s
working well, what isn’t, and why. You too have metrics in the proposed budget to assess whether an action
plan is working well or not. But missing from the metrics I read in the budget are pertinent and validated
indicators to account for the outcomes.
Skewing toward “failure” is as risky as skewing toward “success” because we dare not continue to act if we’re
ignoring the realities that persist for our non-thriving fellow Santa Monicans. We need to make room in our
thinking about a budget, that the cost of any action or the savings of any inaction cannot always be expected
to pencil out, because what can be the dollar value of community members thriving - living productive lives in
support of their families and our community?
As a teacher, I reject a deficit-finding lens to define fellow community members of any age, and instead
attempt to focus through the lens of equity to advocate for access, opportunity. Asset-based thinking inspires
what I look forward to sharing Wednesday evening, because it illustrates the priceless nature of healthily
engaged community members.
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Sincerely,
Laila Taslimi
[1]For example, a newly-published longitudinal study on protective factors including neighborhood collective
efficacyhttps://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-019-6906-y
‐‐
Laila Taslimi
www.untitledno1.org
Untitled No. 1 School
501(c)(3) Public Charity - Use this Amazon Smile link when you shop
Regard each person as a mine rich in gems of inestimable value.
Education can, alone, cause it to reveal its treasures, and enable mankind to benefit therefrom.
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June 4, 2019
By FedEx and Electronic Mail
Mayor Gleam Davis and City Council
City Hall
1685 Main Street, Room 209
Santa Monica, California 90401
gleam.davis@smgov.net
council@smgov.net
RE: FY2019-21 Biennial Budget and Santa Monica Municipal Airport
Dear Mayor Davis and Members of the Council:
I write on behalf of the National Business Aviation Association (“NBAA”). NBAA represents over 11,000
member companies which own and operate general aviation aircraft to facilitate the conduct of their
businesses, or which are otherwise involved with business aviation. NBAA’s members include numerous
tenants and users of the Santa Monica Municipal Airport (“SMO” or “Airport”), who along with NBAA itself
continue to be strongly interested in the Airport’s future accessibility and viability.
NBAA submits these comments in advance of the City Council’s June 5 study session regarding its
proposed FY2019-21 biennial budget, which was released to the public on May 23. NBAA has identified
several items in the proposed budget vis-à-vis the Airport which appear to implicate the City’s
compliance with its ongoing obligations to the Federal Aviation Administration (“FAA”), and thus which
require the Council’s attention.
• First, the budget proposes to expend more than $1.7 million to build a staging area for the
Santa Monica Police Department’s (“SMPD”) Mounted Unit, as well as storage for SWAT
equipment, at the Airport. But Santa Monica is required to prioritize the aeronautical use of
the Airport. This SMPD facility may not displace aviation tenants at SMO, and if it is to be
located on property that has potential aeronautical use but is unoccupied, the SMPD’s lease
must be terminable on 30 days-notice, in order to comply with FAA requirements.
Additionally, because the SMPD functions to be located at SMO are unrelated to the Airport
(by the City’s own admission), the SMPD must pay fair market value to the Airport, consistent
with the rent that is collected from aeronautical and other existing tenants. (NBAA also
understands that SMPD equipment is already being stored in an existing hangar at the
Airport, which must meet the same requirements.) The Council should require that these
issues be addressed before any funding is authorized.
• The budget allocates $105,000 of Airport funds each year for “Future Airport Reconfiguration.”
The City has made clear that it intends, if legally allowed, to close the Airport and convert it to
other uses, such as a park. However, consistent with its obligations to the FAA, the Airport’s
funds generally may not be used to plan for post-closure uses; indeed, NBAA understands
that the City recently committed to return $100,000 (plus interest) to Airport accounts because
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those funds had improperly been used for landscaping design on a portion of the airport
withdrawn from aeronautical use. The Council should require that the intended expenditures
be specifically identified – and confirmed to be compliant – before any funding is authorized.
• Finally, the budget states that additional allocations will be made to various City departments,
including the Airport, to accelerate the paydown of the City’s unfunded pension liabilities. This
potentially conflicts with the City’s obligations to the FAA. As discussed above, airports may
reimburse their municipal sponsors for services actually provided, but those services must be
documented and justified. It is not evident that the additional allocations made to the Airport
will be proportional to its share of the City’s unfunded pension liabilities. Moreover, there is a
six-year statute of limitations on municipal collections from airports; to the extent that these
allocations appear to be intended to address decades of underfunding, they appear to exceed
– at least in part – the permissible assessments from SMO. As above, the Council should
require that this issue be addressed.
Thank you for your attention to these items. Please do not hesitate to reach out to us if we can be of
assistance.
Sincerely,
Alex Gertsen, C.M.
Director, Airports & Ground Infrastructure
CC (via e-mail only):
Mayor Pro Tempore Terry O’Day, terry.oday@smgov.net
Council Member Sue Himmelrich, sue.himmelrich@smgov.net
Council Member Kevin McKeown, kevin.mckeown@smgov.net
Council Member Pam O’Connor, pam.oconnor@smgov.net
Council Member Greg Morena, greg.morena@smgov.net
Council Member Ana Maria Jara, anamaria.jara@smgov.net
City Manager Rick Cole, manager@smgov.net
City Attorney Lane Dilg, lane.dilg@smgov.net
Deputy City Attorney Ivan Campbell, ivan.campbell@smgov.net
Airport Director Stelios Makrides, stelios.makrides@smgov.net
Director FAA Office of Airport Compliance and Management Analysis Kevin Willis
kevin.willis@faa.gov
Manager FAA Los Angeles Airports District Office (LAX-ADO) David Cushing,
dave.cushing@faa.gov
Director FAA Western-Pacific Regional Office Mark McClardy, mark.mcclardy@faa.gov
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 8:48 AM
To:councilmtgitems
Subject:FW: Santa Monica Pool Closure
From: Carl Beaird [mailto:cali9cats@yahoo.com]
Sent: Tuesday, June 4, 2019 8:04 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Greg Morena
<Greg.Morena@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Deborah Cohen
<Deborah.Cohen@SMGOV.NET>; Marcy Kaplan <Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia
<Maryanne.LaGuardia@SMGOV.NET>; Lori Brown <Lori.Brown@SMGOV.NET>; Andrew Gomez
<Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>; jeanette.grant@smgov.net; Gleam Davis
<Gleam.Davis@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; sue.himmelrich@gmail.com; Councilmember
Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Albin Gielicz
<Albin.Gielicz@SMGOV.NET>; klmelick@yahoo.com
Subject: RE: Santa Monica Pool Closure
To Whom It May Concern,
It is with great sorrow that I hear that the only 50-meter competition pool in Santa Monica, will be closing for 6
weeks out of the year. I have come to depend on and enjoy coming to this facility. I come to this facility not
only for lap swimming, adult swim team practices, and competitions, but also for gathering to meet up with
friends. The other pools in Santa Monica are not conducive for swim workouts. The water is too hot.
I am a teacher and many of the families (multi-cultural) that I work with live in Santa Monica. They depend on
the pool at Santa Monica College as well. One of my families (of color), attend the pool on the weekends as
one of the only places she and her family will go. Most of the families will not travel to any of the Los Angeles
City facilities. I have been told if the Santa Monica pool closes, they will start attending the new facility in El
Segundo. I too will be forced to find another place to swim. Loyola maybe? This is unfair especially when this
has been the preferred place of swimming for us older generational athletes. If this were a gym, and I was told
that it was going to be closed 6 weeks out of the year, I probably would not join it.
Why are the pools closing for so long? I say pools, because there are two pools on the Santa Monica campus.
We already had to wait for the pool to be built and now this closure. Why should I be forced to travel out of
Santa Monica to swim at a pool? Is there a way that the pool could be closed for a shorter period? Or keep one
pool open and close the other?
Sincerely,
CMB
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 8:48 AM
To:councilmtgitems
Subject:FW: Please stop closing the Santa Monica swim center
From: Hendifar, Andrew, M.D. [mailto:Andrew.Hendifar@cshs.org]
Sent: Tuesday, June 4, 2019 8:21 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day
<Terry.Oday@smgov.net>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; sue.himmelrich@gmail.com; Councilmember
Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg Morena <Greg.Morena@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>
Cc: SCAQ <SCAQ@swim.net>
Subject: Please stop closing the Santa Monica swim center
Hello,
My name is Andrew Hendifar, I am a resident at 475 20th street. Every year the pool is closed at the inconvenience of its
members and Santa Monica residents for 6 weeks. The pool users and residents of the city always have a good laugh as
we are forced to reconvene at other swim centers across Los Angeles. There is no other pool facility that is closed for
this many days in a given year. Your attention to this matter is appreciated.
Andrew Hendifar
IMPORTANT WARNING: This message is intended for the use of the person or entity to which it is addressed
and may contain information that is privileged and confidential, the disclosure of which is governed by
applicable law. If the reader of this message is not the intended recipient, or the employee or agent responsible
for delivering it to the intended recipient, you are hereby notified that any dissemination, distribution or copying
of this information is strictly prohibited. Thank you for your cooperation.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 8:49 AM
To:councilmtgitems
Subject:FW: SMC pool closure
From: Rebecca Campbell [mailto:smithrmo@hotmail.com]
Sent: Tuesday, June 4, 2019 10:48 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Ana Maria Jara
<AnaMaria.Jara@SMGOV.NET>; sue.himmelrich@gmail.com; Greg Morena <Greg.Morena@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Deborah Cohen
<Deborah.Cohen@SMGOV.NET>; Marcy Kaplan <Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia
<Maryanne.LaGuardia@SMGOV.NET>; Lori Brown <Lori.Brown@SMGOV.NET>; Andrew Gomez
<Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>; jeanette.grant@smgov.net;
klmelick@yahoo.com; Kevin McKeown Fwd <kevin@mckeown.net>
Subject: SMC pool closure
Dear City Council members,
I've been a Santa Monica resident for more than 10 years and a regular swimmer at SMC for longer than
that. The Swim Center is a tremendous community resource for everyone: dedicated fitness/recreational
swimmers like myself, age group swimmers, and kids like my 10 year old son who took several sets of lessons
at the pool.
I'm writing to ask you to consider finding alternatives to avoid lengthy closures of the pool. I understand and
appreciate the need for maintenance and upgrades, but no other area pools, to my knowledge, are closed for
so long each year. I rely on the pool for fitness, especially in the winter. I know of parents of age group
swimmers who have to spend hours driving to other pools for workouts during the closure ‐ a waste of time
and gasoline all around!
Thank you for your service to Santa Monica and for your consideration of this matter. Keep the Swim Center
open!!
Respectfully,
Rebecca S. Campbell
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 8:50 AM
To:councilmtgitems
Subject:FW: SM Swim Center
From: Kelly Rielly [mailto:kellyriellyrielly@gmail.com]
Sent: Wednesday, June 5, 2019 4:13 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Greg Morena
<Greg.Morena@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Deborah Cohen
<Deborah.Cohen@SMGOV.NET>; Marcy Kaplan <Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia
<Maryanne.LaGuardia@SMGOV.NET>; Lori Brown <Lori.Brown@SMGOV.NET>; Andrew Gomez
<Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>; jeanette.grant@smgov.net; clay@swim.net
Subject: SM Swim Center
Dear SM Council,
Please consider keeping the SM Swim Center open year round. I visit often and I am thrilled and amazed at the
diverse crowd of swimmers the swim center serves! It is a gem and should remain open without disruption.
The Swim Center represents the diversity that is your city.
Thank you for your consideration,
Kelly Rielly
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Vernice Hankins
From:David Avshalomov <davshalomov@earthlink.net>
Sent:Wednesday, June 5, 2019 10:09 AM
To:councilmtgitems
Subject:PLEASE don't cut SMC pool hours, instead increase lap lanes for adults!
Dear Friends in the SM City Council,
We know you are having to make hard choices in the current budget crunch, but please avoid choices
that could degrade the health and well-being of your constituents! Consider the long term . . .
In my opinion, we shouldn't try to save a pittance with SMC pool closures or hours reductions, but,
per contra, we need instead to provide *more adult lap swim hours* and less renting out of lanes to
commercial swim schools. Weekdays now have long stretches with zero or as few as 4 lanes for us.
Obviously pool use for public school swim programs (college and HS, e.g.) and their swim meets is
first priority, it is after all a school pool supported by tax dollars for education. But the very next priority
should be to continue to support the health of the taxpaying adults who depend on that pool to
support their wellness and physical rehabilitation activities. I am one of them, and I might add that I
personally would willingly accept a reasonable increase in the Resident Senior swim fees, which are
now really low (compared to, say, the "Y"), if that would help keep the SMC pool open fully and open
up more lanes for adult lap lanes. (I know that might be a hardship for others, but you could make it
voluntary or income-based, whatever works fairly.) Please consider this!
Best regards,
David Avshalomov
(40-year resident of Santa Monica)
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Vernice Hankins
From:Jeremy Alcock <jeremy@jeremyalcock.com>
Sent:Wednesday, June 5, 2019 11:12 AM
To:councilmtgitems
Subject:SMC pool closure - PLEASE DO NOT CLOSE!
Hi there,
I am writing you today to inform you that closing the SMC pool every year for extended time periods is bad for the
community and for the pool itself.
As a patron of the SMC aquatics center I use it almost daily and have done for the last several years. These
closures I have come to learn are bad for the actual pool itself. LMU has this same pool model and does NOT close
for extended periods, drain their pool for whatever reason or have to resurface the deck because of drain gate pool
and then the after effects need additional deck refinishing, etc. It’s clearly(seems crystal clear) a use of earmarked
funds that need spending so that budget is reviewed and awarded again.
The masters program suffers, the team clubs suffer and many people like myself just stop swimming while you guys
just set a time of whatever for closure to do exactly what? Fix bathroom again? Boiler work? Again? Resurface the
deck again? Enough is enough.
Please consider changing the closures and understand it affects a LARGE number of families in this community.
Cheers,
Jeremy
--
Jeremy Alcock
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Vernice Hankins
From:melts47469@mypacks.net
Sent:Wednesday, June 5, 2019 11:19 AM
To:councilmtgitems; Council Mailbox; Gleam Davis; Rick Cole; Ana Maria Jara; Terry O’Day; Sue
Himmelrich; Councilmember Kevin McKeown; Greg Morena; Ted Winterer; Katie E. Lichtig; Deborah
Cohen; Community & Cultural Services; Aquatics Mailbox; Karen Ginsberg; Albin Gielicz; Swim With
Heart
Cc:editor@smdp.com; tj@smmirror.com; editor@smmirror.com; joe@ArgonautNews.com;
editor@smobserver.com; smstarnewspaper@gmail.com; editor@santamonicalookout.com;
corsair.editorinchief@gmail.com
Subject:Re: SM Budget & Pool Closures
+councilmtgitems@smgov.net
11:18am Santa Monica Time
‐‐‐‐‐Original Message‐‐‐‐‐
>From: melts47469@mypacks.net
>Sent: Jun 5, 2019 3:56 PM
>To: council@smgov.net, gleam.davis@smgov.net, rick.cole@smgov.net, anamaria.jara@smgov.net,
terry.oday@smgov.net, sue.himmelrich@smgov.net, kevin.mckeown@smgov.net, greg.morena@smgov.net,
ted.winterer@smgov.net, katie.lichtig@smgov.net, deborah.cohen@smgov.net, ccs@smgov.net,
aquatics.mailbox@smgov.net, Karen.ginsberg@smgov.net, albin.gielicz@smgov.net, Swim With Heart
<info@swimwithheart.org>
>Cc: editor@smdp.com, tj@smmirror.com, editor@smmirror.com, joe@ArgonautNews.com, editor@smobserver.com,
smstarnewspaper@gmail.com, editor@santamonicalookout.com, corsair.editorinchief@gmail.com
>Subject: Re: SM Budget & Pool Closures
>
>Also, it appears full time staff will continue to be paid and accrue benefits and the City will continue to accrue costs
during the extra three weeks of pool closure anyway. The city would basically only be saving on "as needed" staff.
>
>Users and residents do not benefit in any way, including supposedly because they / we will have more certainty about
the length of closure each year.
>
>PLEASE DON'T CLOSE THE POOL MORE THAN THREE WEEKS EACH YEAR.
>
>From:
>A concerned Santa Monica resident choosing to exercise 1st Amendment rights to anonymous petitioning of my
government and free speech. Even though this is anonymous it should be considered, read into, and made a part of the
official record. It does not come with lobbying money.
>
>
>‐‐‐‐‐Original Message‐‐‐‐‐
>>From: melts47469@mypacks.net
>>Sent: Jun 2, 2019 4:02 PM
>>To: council@smgov.net, gleam.davis@smgov.net, rick.cole@smgov.net, anamaria.jara@smgov.net,
terry.oday@smgov.net, sue.himmelrich@smgov.net, kevin.mckeown@smgov.net, greg.morena@smgov.net,
ted.winterer@smgov.net, katie.lichtig@smgov.net, deborah.cohen@smgov.net, ccs@smgov.net,
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aquatics.mailbox@smgov.net, Karen.ginsberg@smgov.net, albin.gielicz@smgov.net, Swim With Heart
<info@swimwithheart.org>
>>Cc: editor@smdp.com, tj@smmirror.com, editor@smmirror.com, joe@ArgonautNews.com, editor@smobserver.com,
smstarnewspaper@gmail.com, editor@santamonicalookout.com, corsair.editorinchief@gmail.com
>>Subject: SM Budget & Pool Closures
>>
>>cut & pasted:
>>
>>"I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually. Three
weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for the proposed
six weeks every year is too long.
>>
>>Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are horrible and way too limited ‐ which is probably one of the
reasons that pool is purportedly "under‐utilized" ‐ at least having that pool available a couple of days a week is good,
especially while the Swim Center is closed.
>>
>>And please don't propose raising fees again. The fees are already too high. The people who budget for the Swim
Center can do a better job budgeting and spending without cutting swim days, times, and hours. Speaking of which, this
is a formal request for copies of the proposed/forecast & actual budgets, with income and expenditures in detailed form
for last four years and the coming year."
>>
>>Feel free to forward this email to groups and people who might be interested in expressing a viewpoint."
>>
>>From:
>>A concerned Santa Monica resident choosing to exercise 1st Amendment rights to anonymous petitioning of my
government and free speech. Even though this is anonymous it should be considered, read into, and made a part of the
official record. It does not come with lobbying money.
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Vernice Hankins
From:Anne B Lee <abellowslee@gmail.com>
Sent:Wednesday, June 5, 2019 11:23 AM
To:councilmtgitems
Cc:Greg Lee
Subject:DO NOT CUT YOUTH PROGRAMS re:item 4a biennial fy 2019-2020 budget review
As a parent and resident, I am distressed that the city has proposed to cut after school courses, art classes and pool
time. I vehemently disagree with these proposed cuts to youth programs. Please cut City hall expansion and cut the SMC
lab school before you cut our children's current programming.
Thank you,
Anne Lee
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Vernice Hankins
From:Clerk Mailbox
Sent:Wednesday, June 5, 2019 11:30 AM
To:councilmtgitems
Subject:FW: 2019-2021 budget
From: Michele Perrone <micheleperrone@me.com>
Sent: Wednesday, June 5, 2019 11:25 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Clerk Mailbox <Clerk.Mailbox@SMGOV.NET>; Santa Monica City
Manager's Office <manager.mailbox@SMGOV.NET>
Subject: 2019‐2021 budget
Dear City Council.
I understand that the City Manager is proposing to cut community programs while commiting $800 Million of local tax dollars
to fight global
Climate Change. Seriously? OMG. Unreal. I hope you reject this one! It’s immoral.
Sincerely,
Michele Perrone
Ocean Park Resident since 1997
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Vernice Hankins
From:Ann Maggio <annmaggio@gmail.com>
Sent:Wednesday, June 5, 2019 11:51 AM
To:councilmtgitems; Council Mailbox
Cc:Sam Thanawalla; Ann Maggio Thanawalla
Subject:Re: 6/5/2019 Item 4A Biennial FY 2019-21 Budget Review - *CREST * SWIP * Pool *Pico
Dear City Council,
Full time Crest programs cost parents $450/month. The Budget does not reflect the income
for the CREST program. Why not?
How do you know it's not paying for itself if you can't see the annual revenues?
You have spent an estimated $50 Million thus far to protect your council seats and your decision to do that
now means you can make cuts to eliminate low income minority children attending SMMUSD. This appears to
be a plan by DESIGN and several years in the making. Shameful!
Cutting CREST funding will effectively compliment the District's already absurd decision by the school board to
eliminate the Head Start program. By doing that, the District pushed out the poorest of the poor who don't
live locally while they continue to accept kids who come with some State Aid or a backpack full of cash. Now
you are prepared to take that elimination plan a step further and cut off the childcare lifeline to low income
working families who qualify for free or reduced fees for CREST.
1. This budget should include line item to GIFT SMMUSD the amount of
CREST FUNDS that subsidized the District's low income students.
2. Eliminate Funding for the phony Pico so-called well being project.
3. Reduce the number of weeks the SMC pool will be closed. Nothing more
than three weeks is acceptable.
4. Stipulate the need for a NEW CEQA analysis for the SWIP at the Civic
Center because the relocation of the Memorial Park piece increased the
size and scope of the hole at the Civic Center. The project is a huge dig
that exceeds the CEQA waiver of 1.0 acres.
This project is 1.26 acres, the DIG is at least two stories deep on land that
is suspected to be contaminated. Without a CEQA analysis, City staff,
residents, Samohi students and staff, surrounding business
owners/patrons and nearby residents will not be required to receive
notice of the potential health risks before the project gets underway.
Thank you,
Ann Maggio Thanawalla
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20 year Santa Monica Resident
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Vernice Hankins
From:OZ <zurawska@yahoo.com>
Sent:Wednesday, June 5, 2019 11:56 AM
To:councilmtgitems
Cc:Sue Himmelrich; Greg Morena; Ana Maria Jara; Ted Winterer; Gleam Davis; Terry O’Day; Kevin
McKeown Fwd
Subject:written public comment - 4. Study Session - extension of funding for OPCC dba The People Concern
- 6/5/19 City Council meeting
Dear Santa Monica City Councilmembers,
Please accept this email as my written public comment regarding the proposed extension of funding
for OPCC dba The People Concern.
I oppose the extension of the funding for OPCC dba The People Concern unless the City
commissions an independent fiscal and performance audit of the service provider.
If the City extends the funding, I propose it should be conditional for the next two years, with specific
goals and benchmarks for the provider to meet each quarter, and with citizen’s oversight formed
within the first year.
This proposal should be welcomed by a City that aspires to be fiscally responsible, and a progressive
leader on addressing homelessness. It should be welcomed by Executive Director of The People
Concern John Maceri, who repeatedly publicly states that his organization is transparent and open to
anybody who wants to come in.
The current status quo where the City blindly gives out taxpayer dollars to the organization, violates
the City’s fiduciary duty to the residents. The funding is based only on John Maceri’s unverified
reports, and is not justified by any assessments, which are required by the Municipal Code, but not
conducted.
Whistleblower clients have made his Council well aware of the mistreatment of clients that OPCC dba
The People Concern engages in, including warehousing in the shelters without effective housing case
management, and gross civil rights violations.
For your information, enclosed below please find my written public comment submitted to the LAHSA
Commission on May 23, 2019. It addresses the curious letter the Executive Director of LAHSA Peter
Lynn had submitted to the Santa Monica City Council for its March 26, 2019 meeting, apparently in
support of OPCC dba The People Concern. It also addresses the recent ACLU of Southern California
report on the conditions in homeless shelters. As I have previously notified the City Council, the
ACLU also conducted a focus group with OPCC clients and the clients' responses mirror the ACLU
report.
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Regards,
Olga Zurawska
Sent: Thursday, May 23, 2019 1:33 AM
Subject: public input for 5/24/19 LAHSA Commission meeting
Dear LAHSA Commissioners,
Please accept this email and its attachments as my written public input for the 5/24/19 LAHSA Commission
meeting.
1. I am baffled by a letter on LAHSA letterhead, signed by LAHSA Executive Director Peter Lynn,
dated March 22, 2019 and addressed to the Santa Monica City Council in regards to agenda item 8
on the Santa Monica City Council meeting of March 26, 2019.
In the letter Mr. Lynn appears to be whitewashing LAHSA’s own monitoring reviews of OPCC dba
The People Concern, which repeatedly find the organization to be noncompliant with the terms of
contract provisions. In his letter. Mr. Lynn states, “OPCC/The People Concern meets contract
performance expectations to successfully serve vulnerable homeless populations.”
Meanwhile, just a glance at one of the recent LAHSA monitoring reviews contradicts Mr. Lynn's
statement. The findings include unmet performance targets, noncompliance with contract provisions,
insufficient documentation of reported outcomes, insufficient documentation of homelessness, failure
to follow internal controls, inadequate written policies and procedures, under utilization of program
funding, and failure to utilize program funds in accordance with the contract budget. Even more
alarmingly, many of these findings are repeat ones from the prior year.
Further, in his March 22, 2019 letter Mr. Lynn states, “We recognize the services OPCC/The People
Concern (OPCC/TPC) provides to individuals experiencing homelessness in Los Angeles City and
County.” This is a surprising statement, to say the least, considering that over the period of at least
the past three years Mr. Lynn and LAHSA have been presented with abundant evidence including
multiple client testimony about the warehousing of OPCC clients in unsanitary conditions, without
housing case management other than on paper, while subjecting the clients to a variety of civil rights
violations including intimidation, disability discrimination, unlawful evictions and rampant retaliation.
Measure H atrocities: testimony re The People Concern
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To help prprivacy, Mprevented download from the In Measure H atrocities: testimony re The
People Concern
Advocates and clients testify at the 5/15/18 Los Angeles County
Board of Supervisors meeting about the poor qual...
The People Concern: violence against women, ineffective grievance procedure, retaliation
To help prprivacy, Mprevented download from the In The People Concern: violence against
women, ineffective grievance
procedure...
A disabled female client of The People Concern testifies
regarding the bullying she has experienced at the homel...
David Morris
To help prprivacy, Mprevented download from the In David Morris
Intel re OPCC dba The People Concern ‐ shh... don't tell anyone
how your tax $$$ are spent. Click on each pi...
Santa Monica funds abuses of the homeless? Testimony re The People Concern
To help prprivacy, Mprevented download from the In Santa Monica funds abuses of the
homeless? Testimony re The People
Concern
Advocates and clients of City‐funded nonprofit OPCC dba The
People Concern describe the organization's failu...
Lorenna Taylor
To help prprivacy, Mprevented download from the In Lorenna Taylor
Amid reports of abuse of clients, OPCC dba The People Concern
is being sued by former employees for whistleblowe...
Mr. Lynn’s statements in the March 22, 2019 letter make one wonder what the motivation for such
unfounded assertions might be. It appears that the Executive Director of OPCC dba The People
Concern, Mr. John Maceri, is attempting to perform damage control after the Santa Monica City
Council hesitated to extend funding for OPCC after hearing the testimony of multiple clients reporting
egregious treatment they endure at his facilities, and Mr. Lynn decided it was necessary to try to
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come to Mr. Maceri’s rescue by writing a letter of support, even if not based in fact. The question
remains, does LAHSA as a public agency allow this kind of willful misrepresentation aimed at
misleading the Santa Monica City Council and the public in order to assist an underperforming and
lawless service provider with their attempts at securing continued City of Santa Monica funding?
What are the taxpayers supposed to think of LAHSA as a public agency, and Mr. Peter Lynn as its
Executive Director now, if Mr. Lynn publicly whitewashes his agency’s own monitoring reviews of
OPCC dba The People Concern and the multiple reports of egregious violations of the law by OPCC
and Mr. Maceri? Does LAHSA think that the taxpayers, who foot LAHSA’s and Mr. Maceri’s bills, are
not watching?
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2. In the context of the programmatic standards for Los Angeles County homeless shelters that
LAHSA is working on, how is LAHSA taking notice of the 100+ page ACLU of Southern California
report on the conditions in Orange County homeless shelters, and the resulting ten recommendations
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the ACLU has issued? The ACLU findings in Orange County parallel the conditions and violations of
the law present in one of the largest providers of homeless services providers in Los Angeles County,
namely OPCC dba The People Concern, as has been repeatedly reported to LAHSA, the LA County
Board of Supervisors, and other County representatives over the past three years, as well as in the
extensive May 9, 2018 KPCC article by Rina Palta.
I urge LAHSA to carefully study the ACLU report on Orange County shelters since it mirrors the
conditions in Los Angeles County shelters, and incorporate the ACLU recommendations for Los
Angeles County as well, possibly as part of the programmatic standards LAHSA is currently working
on. Thanks to the advocacy of former and current OPCC dba The People Concern clients, the County
Board of Supervisors passed an ordinance with minimum standards of health and safety for the
shelters. However, all the other recommendations by the ACLU are still much needed in Los Angeles
County, and LAHSA is in a position to incorporate them in the programmatic standards. It is the right
thing to do, and it is long overdue.
2019 ACLU report: https://www.aclusocal.org/sites/default/files/aclu_socal_oc_shelters_report.pdf
2018 KPCC article on Los Angeles County shelters:
https://www.scpr.org/news/2018/05/09/82908/rats-roaches-bedbugs-mold-why-thousands-of-las-hom/
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Regards,
Olga Zurawska
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Vernice Hankins
From:Elizabeth Van Denburgh <emvandenburgh@gmail.com>
Sent:Wednesday, June 5, 2019 12:01 PM
To:Gleam Davis; Ted Winterer; Sue Himmelrich; Councilmember Kevin McKeown; Ana Maria Jara; Greg
Morena; Terry O’Day; councilmtgitems
Subject:City Council Meeting - June 5, 2019 - Budget Study Sesssion - Please add an assessment for a
Wilmont Dog Park
Dear Mayor Davis and City Council Members,
As I walk my neighborhood this week, I was once again reminded of the number of dogs and residents in it. Wilmont has
more than 20,000 residents which translates into over 5,000 dogs. As the City focuses on climate change, homelessness
and affordable housing, I would request an element in the capital budget to assess the identification of a dog park in
Wilmont. With our focus on the big ideas, I would request a simple idea that would improve the well being of our
residents i.e., getting outside, walking and socializing. As well, the freedom of an off‐leash park for the dogs. Please
consider this in your meeting tonight.
Best regards,
Ellizabeth Van Denburgh
Chair, Wilmont
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Vernice Hankins
From:tvrebeccak@aol.com
Sent:Wednesday, June 5, 2019 12:05 PM
To:councilmtgitems; Council Mailbox; Council Mailbox
Subject:Re: 6/5/2019 Item 4A Biennial FY 2019-21 Budget Review - Do Not Cut Youth Programs
Dear City Council and City Manager ‐
As a resident, I was very disappointed to hear about Staff's proposal to cut after‐school programs, art classes and pool
time. I oppose any cuts to youth programs for residents so long as the City continues to move forward on staff projects
that residents do not want. These programs could be paid for many times over if the City would stop the City Hall
expansion and SMC Lab School, or at the very least engage in market contracts for LEED silver instead of platinum and
charging market rent for the lease, respectively.
Also, the short notification of these cuts barely gives parents any time to speak up before the vote.
Thanks,
Rebecca Terlizzi
Santa Monica Resident and SMMUSD parent
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Vernice Hankins
From:Lorelyn Lewis <lorelyn@dslextreme.com>
Sent:Wednesday, June 5, 2019 1:30 PM
To:councilmtgitems
Subject:Pool hours
Dear City Council,
The public pool at Santa Monica College is a wonderful community resource. I am a senior and I use it often, sometimes
for lap swim but more often for the water aerobics class. Please do not reduce the hours that the pool is open to the
public. As a matter of fact, I would like it if hours for public use were extended as opposed to curtailed. I would be willing
to pay more for my swimming, if that is a consideration.
Thank you,
Lorelyn Lewis
848 Pacific St. Unit 6
Santa Monica, CA 90405
Sent from my iPad
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:05 PM
To:councilmtgitems
Subject:FW: Santa Monica Swim Center
‐‐‐‐‐Original Message‐‐‐‐‐
From: Ryan Postas [mailto:rpostas@yahoo.com]
Sent: Wednesday, June 5, 2019 1:40 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day
<Terry.Oday@smgov.net>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; sue.himmelrich@gmail.com; Councilmember
Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg Morena <Greg.Morena@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>; Karen Ginsberg <Karen.Ginsberg@SMGOV.NET>; Albin Gielicz
<Albin.Gielicz@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Marcy Kaplan
<Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia <Maryanne.LaGuardia@SMGOV.NET>; Lori Brown
<Lori.Brown@SMGOV.NET>; Andrew Gomez <Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>;
jeanette.grant@smgov.net; klmelick@yahoo.com; clay@swim.net
Subject: Santa Monica Swim Center
Please do not close the Santa Monica Swim Center for 6 weeks. It is hard enough to find time to get to the pool, let
alone not even having the option to go and get a work out in.
Please reconsider!
Thank you,
Ryan P.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:07 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Keep Santa Monica Swim CEnter Pool open
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Juan Jose Quintana [mailto:jjquintana@gmail.com]
Sent: Wednesday, June 5, 2019 1:47 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Keep Santa Monica Swim CEnter Pool open
I want to express my disappointment with the idea of closing the pool for six week.
As a swimmer, SM being able to work out at SM is very important. I do it 4 times a week and when the pool
closes, it creates a burden for me an many others who need to go somewhere else, increasing traffic and altering
a routine.
I hope you can reconsider thgat decision. Wee need the pool and we nee it open. Thanks
Juan Jose Quintana
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:07 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: SMC Pool Closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: cheri dickinson [mailto:texart68@verizon.net]
Sent: Wednesday, June 5, 2019 12:47 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: SMC Pool Closure
Council Members -
Every Tuesday, Thursday and Saturday morning I and a number of other senior citizens swim in the SMC pool. Many
of us are no longer able to run and don't feel safe biking around the excessive automobile and scooter traffic in Santa
Monica. Swimming has become an essential to our health and fitness. You are no doubt aware that as we age it
becomes more difficult to get back into shape after any break in exercise so extended time off is not conducive to the
good muscle maintenance required for good health in our later years. Extended layoffs often times lead to injuries when
returning to exercise.
Therefore, I am asking that the SMC pool not be shut down for extended periods such as the 6 weeks proposed. Six
week layoffs every Winter would certainly have detrimental effects on the seniors, and all Santa Monica citizens, who rely
on regular exercise. "Use it or lose it" - we prefer not to lose the hard fought health gains we've attained.
Sincerely,
Cheri Dickinson
2268 22nd Street
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:08 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Permanent pool closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Christina Miller [mailto:christina.sa.miller@gmail.com]
Sent: Wednesday, June 5, 2019 11:48 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Permanent pool closure
I am writing to urge that the council reconsider and reject this idea - many SM residents and non-
residents alike depend on the pool as a health rehabilitation, strengthening exercise platform, and
let’s not forget all the youth programs that use the pool for water polo and swim training. The
pool is also an integral part of the park and recreation program for all Santa Monica families.
While it is understandable that in some years the pool needs to close for more than one month to
facilitate needed maintenance, and last year for refurbishing of the changing rooms/shower
areas, fixing a six week hiatus is truly a poor way to economize. It hurts not only your clientele,
but the lifeguards and other staff who are not ‘permanent’ employees and therefore stand to lose
needed income.
Perhaps an annual membership fee would fill the gap, perhaps raising the lap swim fees? How
about closing the smaller pool which is heated at 85 degrees for longer and only operating the lap
pool for a portion of the winter months.
Perhaps finding that $25K from another source!
As a Santa Monica resident and a senior who uses the pool for rehabilitation and strengthening, I urge you to
reconsider and reject the proposed permanent closure for 6 weeks.
Thank you
Christina Miller
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:08 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monia Pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Wynn Miller [mailto:wynn@wynnmiller.com]
Sent: Wednesday, June 5, 2019 10:03 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monia Pool
Please do not close the pool.
It is a vital necessiy for the community
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:08 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Please don't reduce the open day/hours of SMSC
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Ed Mofrad [mailto:ed@mofradfinancial.com]
Sent: Wednesday, June 5, 2019 10:49 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Please don't reduce the open day/hours of SMSC
I am a resident of Santa Monica who uses the pool regularly.
A couple of years ago I had breathing problems. My doctor told me I had asthma and emphysema. I took on
swimming daily at SMC. (1 am over 55 years old.)
Turns out, my problem was lack of exercise and excess weight. I have so far lost 25 lbs swimming and am in
great physical shape. The "asthma & emphysema " have disappeared.
Santa Monica Swim Center is not a luxury for me; it's life, health, and breath. Please don't chip away at it or
take it away from us!
My gratitude in advance,
Ed Mofrad
2325 Kansas Avenue Unit 8
Santa Monica CA 90404
--
Ed Mofrad, CPA CVA MBA
Mofrad Financial Solutions
3255 Wilshire Boulevard, Suite 1600
Los Angeles, California 90010
Telephones:(213) 388-8400; (310) 382-0584
Fax: (213) 291-0900;
ed@mofradfinancial.com
www.mofradstaxservices.com
CONFIDENTIALITY NOTICE: THIS COMMUNICATION (AND/OR THE DOCUMENTS ACCOMPANYING IT) HAS BEEN SENT BY A ACCOUNTING FIRM AND
MAY CONTAIN PRIVILEGED OR OTHER CONFIDENTIAL INFORMATION. IF YOU ARE NOT THE INTENDED RECIPIENT, YOU ARE HEREBY NOTIFIED
THAT ANY DISCLOSURE, COPYING, DISTRIBUTION OR THE TAKING OF ANY ACTION IN RELIANCE ON THE CONTENTS OF THIS INFORMATION IS
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STRICTLY PROHIBITED. IF YOU HAVE RECEIVED IT IN ERROR, PLEASE ADVISE THE SENDER BY E-MAIL AND IMMEDIATELY DELETE THE MESSAGE
AND ANY ATTACHMENTS WITHOUT COPYING OR DISCLOSING THE CONTENTS.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:08 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: We need specifics on
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Katherine Reuter [mailto:kereuter@aol.com]
Sent: Wednesday, June 5, 2019 7:57 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: We need specifics on
Exactly what you are doing about the increase in homelessness NOW! As a start, we immediately need portable toilets
throughout the city that are cleaned once a week. Homelessness is a public health crisis. I can’t tell if portable toilets are
in the budget.
Katherine Reuter
1210 Grant St. 99405
Sent from my iPhone
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:09 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: SMC POOL CLOSURE
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Nancy Abrahams [mailto:nancy.jean.a@gmail.com]
Sent: Wednesday, June 5, 2019 7:45 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: SMC POOL CLOSURE
I am a long time swimmer at SMC and am against the closure of the pool for 6 weeks . The six week closure is way too
long ,the pool is a place that is for some of us our only way to socialize and get exercise . Durning the holiday period it
can be stressful and lonely and this is one of the ways people get to see others and benefit from a swim . Many of us
meet friends daily there and it is the only way we can get together . To take 6 weeks instead of the 3 is too long and not
needed . There are so many other ways to cut the budget .
nancy abrahams
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:09 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Please keep Santa Monica Swim Center Open
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Gabrielle Rose [mailto:gefr77@gmail.com]
Sent: Wednesday, June 5, 2019 6:39 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Please keep Santa Monica Swim Center Open
I am writing you today to ask that the Santa Monica Swim Center open and accessible
for the community year-round, without extended breaks.
I have lived in Santa Monica for the past 2 and a half years, just down the street from
Santa Monica College. I am an Olympic swimmer (2000 Games) and cannot say enough
good things about the benefits of swimming for exercise and mental health. Also,
swimming is a lifesaving skill that all young children should have the opportunity to
learn, and much of my professional work in the nonprofit world is focused on creating
access for more children to learn to swim. The community pool has been an incredible
year-round resource for so many families, and my 5 year old daughter has enjoyed both
having her take swim lessons there and going for weekend play sessions at the pool. I
also use the pool because I love to do SCAQ masters workouts and swim on my own
when I can. As a busy working mom, the location of the pool is essential to getting in a
workout that I consider vital for my mental health and well-being. It is disruptive to
close the pool for a month and a half each year, disruptive to an adult community of
swimmers who rely on the pool for its convenience to receive the health benefits of a
low impact exercise and disruptive for families who seek out a healthy and easy way to
be active and encourage their children to have greater ease and comfort in the water. I
certainly recognize the kindness, courtesy, hard work, and professionalism of the Santa
Monica Swim Center staff and lifeguards and believe they deserve a well-earned break
from their work, but I urge the City Council to reach a happy medium in which the Swim
Center is not inaccessible for 6 weeks.
Thank you for your consideration and service to our community,
Gabrielle Rose
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2318 Pearl St.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:09 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: against closing of Santa Monica Pool for 6 weeks
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Kevin Ashe [mailto:ashekevin23@gmail.com]
Sent: Wednesday, June 5, 2019 2:54 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day
<Terry.Oday@smgov.net>
Subject: against closing of Santa Monica Pool for 6 weeks
Dear Council,
I am writing to ask you not to close the SM pool for 6 weeks. I have swam on the SCAQ team for many
years. This pool is the best pool in the LA area. It is an especially beautiful facility. I have also seen countless
families with their children who were using the pools for fun and recreation.
Please consider the supreme value your pool provides for Santa Monica community.
Please consider alternative ways to financially support the pool-- swim a thons, donations, raising fees for those
who can pay, pool parties! Creative solutions can be found!
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:09 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Swimming pool at SM Center
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Martín Vaccaro [mailto:mvuniv@yahoo.com]
Sent: Wednesday, June 5, 2019 12:09 AM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Swimming pool at SM Center
To whom it may concern,
I want to express my disapproval about closing Santa Monica swim center's swimming pool for six
months.
I have been a professional swimmer and a competitive swimmer for most of my life and I've never
heard about a pool closing for 6 weeks, particularly during summer.
Please consider this e-mail as a petition to keep the pool open.
Thank you very much for your consideration.
Sincerely,
Martin Vaccaro
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:10 PM
To:councilmtgitems
Subject:FW: Request from the Ocean Park Association - Ocean Park Traffic, Bike, Scooter and Pedestrian
Circulation and Safety Study
‐‐‐‐‐Original Message‐‐‐‐‐
From: Mike Feinstein [mailto:mfeinstein@feinstein.org]
Sent: Wednesday, June 5, 2019 2:09 PM
To: Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Greg Morena
<Greg.Morena@SMGOV.NET>; Sue Himmelrich <Sue.Himmelrich@SMGOV.NET>; Ted Winterer
<Ted.Winterer@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Councilmember Kevin McKeown
<Kevin.McKeown@SMGOV.NET>
Cc: Council Mailbox <Council.Mailbox@SMGOV.NET>; Rick Cole <Rick.Cole@SMGOV.NET>; David Martin
<David.Martin@SMGOV.NET>; Henry Servin <Henry.Servin@SMGOV.NET>
Subject: Re: Request from the Ocean Park Association ‐ Ocean Park Traffic, Bike, Scooter and Pedestrian Circulation and
Safety Study
Dear Councilmembers and City Staff
I am writing to recommend that you consider giving City Staff direct to look into the OPA study request and return with
recommendation and cost options as part of your June 25 final budget approval.
While there are concerns that need to be address in various parts of Ocean Park, as a former 32 year resident of the 100
block of Hollister Ave., I can attest from personal experience that there are significant circulation and safety issues in the
South Beach area existing the beach parking lots, and want to address them here ‐ issues that I brought to City staff’s
attention as far back as when Chief Butts was our police chief, and have involved Traffic Department follow up going
back to at least 2011.
The current ingress/egress layout from the South Beach parking lots was approved by the City Council at its August 14,
1984 meeting, as part of the Ocean Park Revised Beach Plan. One of the goals of that plan to direct inbound beach traffic
down Pico Bl. (and from northern Ocean Ave) to enter little Ocean Ave. south of Pico and enter the beach parking lots at
Bicknell and secondarily at Hollister and south of Ocean Park Bl. ‐ rather than passing through the neighborhood and
entering the beach parking lot directly at Bicknell. That Plan involved closing the entrance into the beach lots at Bicknell,
as is the case today ‐ and that beach ingress part of the plan has worked well.
However the beach **egress** part of the Plan has not, because not only was the beach parking lot entrance closed at
Bicknell in 1984, **but was so was the exit**. This has directed the majority of outbound beach parking lot traffic from
the beach lots at Bicknell southward to Hollister, where people make a left turn onto Hollister to leave the beach. This
traffic is then combined with the outbound beach parking lot traffic leaving the beach directly at Hollister. Together
combining the beach egress from both Hollister and Bicknell (and other traffic leaving the beach area from
Barnard/Ocean) mostly all onto Hollister Ave. has disproportionately impacted the 100 block of Hollister!
Furthermore, when the Council approved this plan to direct most of the beach existing traffic on Hollister, there were
**two** lanes to handle outbound beach traffic on Hollister, and one lane (on the north side) for parking. The two open
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lanes included a right hand lane for the important right hand terms southbound on Barnard Way, allowing an efficient
separation between south bound and other existing (eastbound, northbound) traffic .
But in the late 1990s, as part of a compromise with the Coastal Commission to avoid a legal fight over the Commissions’
jurisdiction over Ocean Park parking in the Coastal Zone, the City added parking on the south side of Hollister as part of
an overall plan for Ocean Park beach parking access.
***This elimination of the south side lane on Hollister significantly changed the terms of the 1984 traffic calculation, as
Hollister became choked to a single lane, losing capacity by half, and creating a range of safety issues that the Hollister
residents will speak to you about tonight.***
Furthermore, not only does the street back up because there is only one lane (on summer weekends it can back up into
the beach lot exit at Hollister itself), but because much of the right hand lane is taken up by parking, one can only get
into the right hand lane to make a right hand turn close to the corner in front of 150 and 159 Hollister, which means
right hand turners clog up the center lane. For a few days of the week, even that small open space (in front of 150
Hollister) is occupied by city trash and recycling collection bins for 142, 150, 158, 153 and 159 Hollister.
There are also safety and circulation problems at Bicknell and little Ocean, where southbound drivers pass Bicknell and
make a U‐turn on Ocean Ave. to return north ‐ a traffic danger in general, but in particular a pedestrian safety danger for
the seniors living in Ocean House and others who are crossing Ocean at Bicknell.
What is the answer?
Today is not time to prejudge the solutions. That is why Council should authorize a study, as beach traffic also connect to
Main St. traffic and so‐on.
Only with such a formal study can circulation and design changes be approved.
This study is long due and very needed. I hope you will give direction to City Staff to look into the OPA study request and
return with recommendation and cost options as part of your June 25 final budget approval.
Thanks
Mike
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:11 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Elimination of early care and late start care
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Beth Rolandson [mailto:brolandson@yahoo.com]
Sent: Tuesday, June 4, 2019 10:54 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Elimination of early care and late start care
I am concerned about the proposed elimination of early care and late start care as proposed in the budget you are
considering Wednesday night.
I understand the intention is to redirect the working families who rely on these services to other programs offered by
SMMUSD or the City.
My children are students at Roosevelt Elementary; most Wednesdays class does not begin until 10am. I was planning on
enrolling my soon-to-be 4th grader in the CREST late start care program; she is already enrolled in CREST Club for next
year which provides supervision until 6pm. She is currently enrolled in the SMMUSD equivalent of AM care for $50 per
month, this school year it would have also been available to her as a 4th grader through CREST for $50 per month. With
the elimination of the late start program as proposed, I would need to enroll her in a SMMUSD program that costs $200
per month.
The other services participants are being referred to are available, but they cost four times as much.
The parents that I know that use these services have careers ranging from teachers, bank tellers, retail workers, and tech
professionals. We don't have a lot of bandwidth to advocate as much as we'd like for our children, but we all value and
rely upon these services for our children.
Please reconsider elimination of early care and late start care.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:11 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica Swim Center winter closures
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Peter M. [mailto:petermeinhold@hotmail.com]
Sent: Tuesday, June 4, 2019 10:50 PM
Subject: Santa Monica Swim Center winter closures
Dear City Council member,
I am a Santa Monica resident. I'm an active member of the Southern California Aquatic Club (SCAQ) and swim
regularly at the Santa Monica Swim Center. I have swum competitively and for leisure for 37 years in various
places in the Los Angeles (Pasadena, Pacific Palisades, Santa Monica) and around the world (Germany, Austria,
France, Italy, South Africa, England).
The Santa Monica Swim Center is the one and only pool I have ever encountered that argues a 6‐week winter
closure is necessary for maintenance purposes. I don't buy it. And if a 6‐week winter closure really is
necessary, then you should really be looking into current maintenance practices that lead the this need in the
first place.
Closing the pool is disruptive to club activities and more importantly to the those who swim for leisure and
health reasons.
I kindly ask you to reconsider.
thanks,
Peter
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:12 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Important News About Proposed Changes to Programming
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Christopher Armstrong [mailto:christopherjarmstrong@gmail.com]
Sent: Tuesday, June 4, 2019 10:07 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Re: Important News About Proposed Changes to Programming
Dear Councilmembers,
I’m a Santa Monica resident and both me and my daughters (ages 6 and 9) are regular users of the Santa Monica
Swim Center. The proposal to standardize the annual closure of the Santa Monica Swim Center to a 6-week
annual closure does not seem necessary, appropriate, or reasonable.
The Santa Monica Swim Center is a beautiful, multi-million-dollar facility. I would hope that the goal of the
city council would be to maximize access to and use of the facility. Unless there is something fundamentally
wrong with the facility that I’m not aware of, I cannot understand why the relatively new facility would need to
be closed annually for 6 weeks of maintenance. I note that, in addition to swimming at the Santa Monica Swim
Center, I swim at a variety of other pools. These other pools are generally much older than the Santa Monica
Swim Center, include a variety of pools that are 20 to over 70 years old, and do not require such extended
periods of annual closure for maintenance.
In addition to the above, I think it’s important to note that, with the proposal to phase out city-run aquatics
programming at the Lincoln Middle School pool, the Santa Monica Swim Center will be the only pool available
to the public in Santa Monica. As a result, any unnecessary closure of the Santa Monica Swim Center will only
serve to extend the period during which the public will not have access to an aquatics facility in the city.
In the spirit of trying to maximize access to and use of the Santa Monica Swim Center, I ask the city council to
reject the proposal for a 6-week annual closure and limit closure of the facility only to that period which is truly
required for maintenance that cannot be done at other times while the pool is open.
Best regards,
Christopher Armstrong
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937 Harvard Street
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:12 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica Swim Center Closure - Mistake
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Audel Mehrinfar [mailto:akmerci0130@gmail.com]
Sent: Tuesday, June 4, 2019 9:53 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monica Swim Center Closure ‐ Mistake
To whom this may concern,
This email is in the regards to closing the Santa Monica Swim Club for an additional 3 weeks, 6 weeks in total,
per year.
By doing so you cutting off the entire source of what makes the swim center a swim center. Swimming is a
lifelong sport, both as a recreational sport and more specifically a competitive one for which the winter months
are crucial to train. Cutting the training period would cause clubs and competitive swimmers to find other pools
to train as 6 weeks (1.5 months) is too much to ask of an athlete and for coaching staff. Losing this base of
competitive swimmers will have a direct effect on recreational swimmers that feed off of the competitive energy
of the pool day in and day out.
Making this a 6 week mandatory break would be a mistake.
I've seen it happen at my club team in Texas growing up where a similar maintenance schedule went into effect
at our club and we lost seven of our nine nationally ranked swimmers due to lost time in travel, team training,
and consistency especially during the crucial winter training periods.
Please make the smart move for the future of the pool, the patrons, and those looking to compete at the highest
level. This pool is home for a handful of hopeful future All-American swimmers, and as one myself, I know the
importance of a pool to call your home.
6 weeks is not a good idea for the moral, the business, or even the maintenance requirements for the pool.
Thanks and I'm confident that you all will make the right choice,
Best Regards,
Audel Mehrinfar
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:12 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: proposed pool closure change
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Jory Kahn [mailto:jory.kahn@gmail.com]
Sent: Tuesday, June 4, 2019 9:44 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: proposed pool closure change
I am a frequent swimmer at SM swim center. It is a great place! I swim all year around. When the pool closes
for extended periods it affects my exercise plans, and the class that I am enrolled in. The proposed 6 weeks
closure is a long time. I am against this change. The pool is there to be used, not to be closed, and sitting there
dormant. No one who uses the pool would conceivably want that.
best regards,
Jory Kahn
mobile 360-670-3684
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:12 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: SMC Pool Closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Richard Dickinson [mailto:dickinso@yahoo.com]
Sent: Tuesday, June 4, 2019 9:28 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: SMC Pool Closure
Council Members -
Every Tuesday, Thursday and Saturday morning I and a number of other senior citizens swim in the SMC pool. Many
of us are no longer able to run and don't feel safe biking around the excessive automobile and scooter traffic in Santa
Monica. Swimming has become an essential to our health and fitness. You are no doubt aware that as we age it
becomes more difficult to get back into shape after any break in exercise so extended time off is not conducive to the
good muscle maintaince required for good health in our later years. Extended layoffs often times lead to injuries when
returning to exercise.
Therefore, I am asking that the SMC pool not be shut down for extended periods such as the 6 weeks proposed. Six
week layoffs every Winter would certainly have detrimental effects on the seniors, and all Santa Monicans, who rely on
regular exercise. "Use it or lose it" - we prefer not to lose the hard fought health gains we've attained.
Sincerely,
Richard Dickinson
2268 22nd Street
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:13 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica swimming pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Ryan Svendsen [mailto:svendsenryan@gmail.com]
Sent: Tuesday, June 4, 2019 7:42 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monica swimming pool
Hello. My name is Ryan Svendsen and I have been a resident of Santa Monica for 2 years. I have also been a member of
SCAQ masters swimming club at the Santa Monica College pool for 3 years. I have heard the city needs to close the pool
for 6 weeks every dec/Jan rather than the typical 3 week. I have never been a member of a pool that closes for so long
each year. It deters people from joining, loses members, and disrupts the whole point of swimming year round to stay In
shape.
I would like to disagree with the notion that we will have more certainty about the length of closure each year. It should
just be the typical 3 weeks (If even that is needed). Not 6.
Thanks
Ryan Svendsen. Santa Monica resident. Life long swimmer. SCAQ member.
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:13 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Pool Closure proposal opposition
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Dianna Sadlouskos [mailto:dianna@sadlouskos.com]
Sent: Tuesday, June 4, 2019 6:31 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Pool Closure proposal opposition
I write to oppose any proposal to close the Santa Monica Aquatics Center for more than three weeks annually.
Three weeks closure is already too long. Many people depend upon the pool for health reasons. Being closed for
the proposed six weeks every year is too long. I am a lifelong swimmer, have lived in Santa Monica for 25 years and
have been a homeowner for almost 20 years. I work hard, pay taxes, and take advantage of this beautiful facility
almost daily. Swimming is an important part of my lifestyle- this facility is one of the benefits I pay for as a resident.
It’s unconscionable to close this facility for six weeks each year.
Also, the proposal to close the Lincoln Pool to public swims would only compound the problem of having the Swim
Center closed. Even though the hours at the Lincoln Pool are inconvenient to most and way too limited - which is
probably one of the reasons that pool is purportedly "under-utilized" - at least having that pool available a couple of
days a week is good, especially while the Swim Center is closed.
Swimming is a LIFE-SKILL and the pools in SM are available to everyone, young and old. The learn to swim
programs are wonderful and if being open 3 more weeks allows someone to learn how to swim and saves just 1 life,
then it is well worth it.
And please don't propose raising fees again. The people who budget for the Swim Center can do a better job
budgeting and spending without cutting swim days, times, and hours.
Dianna Sadlouskos
*****
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:13 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Santa Monica pool closure
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Dan Sullivan [mailto:dfsiii77@gmail.com]
Sent: Tuesday, June 4, 2019 5:58 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Santa Monica pool closure
Hi
Just wanted to write to express my sincere desire that the pool doesn’t close for 6 weeks in the winter. I swim multiple
times a week and love the facilities. It’s so important to my overall health.
Why does it close? It should remain open and close a few days like other pools in the area.
Thanks
Dan
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:16 PM
To:councilmtgitems
Subject:FW: Santa Monica SMCC Pool 6 week closure
‐‐‐‐‐Original Message‐‐‐‐‐
From: thomas einstein [mailto:einstein@jovanet.com]
Sent: Tuesday, June 4, 2019 5:47 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Terry O’Day
<Terry.Oday@smgov.net>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; sue.himmelrich@gmail.com; Greg Morena
<Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Marcy Kaplan
<Marcy.Kaplan@SMGOV.NET>; Maryanne LaGuardia <Maryanne.LaGuardia@SMGOV.NET>; Lori Brown
<Lori.Brown@SMGOV.NET>; Andrew Gomez <Andrew.Gomez@SMGOV.NET>; John Smith <John.Smith@SMGOV.NET>;
jeanette.grant@smgov.net; klmelick@yahoo.com; clay@swim.net; Albin Gielicz <Albin.Gielicz@SMGOV.NET>;
Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>
Subject: Santa Monica SMCC Pool 6 week closure
As swimmers, and Santa Monica residents, I implore the city council to keep the pool open as much as possible.
If economics are an issue, closure of the facility should be a last resort.
First cost savings could be obtained by cutting back on supervisory staff.
Second, it appears that pool covers are not being utilized on the large 50 meter pool with regularity. The evaporative
water losses, and heat losses from lack of covers adds up to thousands of dollars a month in heating and water costs.
Furthermore closure savings are minimal. So many pool employees are full time (they would continue to get paid during
prolonged maintenance closure) and revenue from lane rental and daily patrons would drop.
Finally, the City Council is a proponent of wellness. The City is better off spending the money on keeping the pool open
for delivery of "wellness", than staffing a department of wellness officers that only contemplate wellness programs in
theory.
Sincerely,
Katherine Alice Chang
Thomas Einstein
831 Berkeley Street
Santa Monica, CA
90403
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:33 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Please keep SMC Pool Open in January
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Nan Lee [mailto:nleenan50@gmail.com]
Sent: Wednesday, June 5, 2019 2:26 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Please keep SMC Pool Open in January
Council Members,
We understand that the City is looking at ways to reduce budget expenditures. Our family uses the SMC Pool
on a regular basis for our physical and mental well being. I know our neighbors surrounding us also depend on
access to the pool. January can feel particularly claustrophobic in our homes. Seniors feel safe at the SMC pool
staying active. Families with children need a place to play and expend energy - especially when it rains in
January.
Please do not close the pool for 6 weeks in winter,
Thank you,
Nancy Binfet
SMC Resident
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Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 2:55 PM
To:councilmtgitems
Subject:FW: Santa Monica pool closings
From: Aram Kadish [mailto:amk001@yahoo.com]
Sent: Wednesday, June 5, 2019 2:38 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis <Gleam.Davis@SMGOV.NET>; Rick Cole
<Rick.Cole@SMGOV.NET>; Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Sue
Himmelrich <Sue.Himmelrich@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>; Greg
Morena <Greg.Morena@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>; Katie E. Lichtig
<Katie.Lichtig@SMGOV.NET>; Deborah Cohen <Deborah.Cohen@SMGOV.NET>; Community & Cultural Services
<CCS.Mailbox@SMGOV.NET>; Aquatics Mailbox <Aquatics.Mailbox@SMGOV.NET>; Karen Ginsberg
<Karen.Ginsberg@SMGOV.NET>; Albin Gielicz <Albin.Gielicz@SMGOV.NET>
Subject: Santa Monica pool closings
I'm writing to oppose the proposed pool changes. I do understand your reasoning for closing the Lincoln Pool
due to poor attendance, but have you actually used the Lincoln Pool and the facilities? The pool is gloomy and
dark and the changing room is decrepit and dirty. Maybe investing in the pool and infrastructure so it is more
inviting would attract more swimmers. Also, the hours are highly restrictive which further limits participation
and use of this pool.
As for the Santa Monica swim center, I feel it should only be closed as needed. Those of us who use it
regularly very much depend on the pool being open for our health and well being. For many of us, swimming is
our primary workout and losing access to a pool for even a few weeks, negatively impacts our training and
skills. I've always wondered why is there an annual closure if there is no specific work, that absolutely requires
the closure of the pool. If work can be completed while the pool remains open, why not keep it up and
running? I fully understand the need to close the pool for major work, renovations and improvements, but to
simply have a 3 or 6 week closure every year for no specific purpose makes no sense to me.
I would appreciate if you could consider our requests for the pools and work with those of us who actively use
these facilities to formulate a better system.
Sincerely,
Aram Kadish
1
Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 5:22 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Reduced Hours at Santa Monica Pool - Please Don't!
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Master [mailto:Master@kristensenlaw.com]
Sent: Wednesday, June 5, 2019 5:06 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Reduced Hours at Santa Monica Pool ‐ Please Don't!
Dear Council Members,
I would like to add my voice to those who have already contacted you about reducing the hours at the Santa Monica Pool, which I understand is up for vote
this evening. Reducing the hours at the pool will make it nearly impossible for many Santa Monica residents, like my significant other and me, to use the
pool - something we consider to be a great asset and excellent benefit of living in Santa Monica. Further, reducing the hours causing more congestion
during operating hours, which will also injure patrons of the pool.
Please vote no on reducing the hours at the pool!
Sincerely,
Mekaela Brook Stephens
OFFICE ADMINISTRATOR
12540 Beatrice St., Suite 200
Los Angeles, CA 90066
Tel: (310) 507-7924 | Fax: (310) 507-7906
mekaela@kristensenlaw.com | www.kristensenlaw.com
This e-mail message, including any attachments, is for the sole use of the intended recipient(s) and may contain information that is confidential and
protected by law from unauthorized disclosure. Any unauthorized review, use, disclosure or distribution is prohibited. If you are not the intended recipient,
please contact the sender by reply e-mail and destroy all copies of the original message.
1
Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 5:22 PM
To:councilmtgitems
Subject:FW: Please do not reduce the availability/hours of the SM pool
From: Louis Ssutu [mailto:lsapc@aol.com]
Sent: Wednesday, June 5, 2019 4:19 PM
To: Ana Maria Jara <AnaMaria.Jara@SMGOV.NET>; Council Mailbox <Council.Mailbox@SMGOV.NET>; Gleam Davis
<Gleam.Davis@SMGOV.NET>; Greg Morena <Greg.Morena@SMGOV.NET>; Kevin McKeown Fwd
<kevin@mckeown.net>; Sue Himmelrich <Sue.Himmelrich@SMGOV.NET>; Ted Winterer <Ted.Winterer@SMGOV.NET>;
Terry O’Day <Terry.Oday@smgov.net>
Cc: lsapc@aol.com
Subject: Please do not reduce the availability/hours of the SM pool
Dear City Council,
In view of the countless millions in the SM budget, I trust you will not find it necessary to cut funding for the SM pool, a
treasured recreational facility for innumerable SM families and individuals ever since the pool was built.
Thank you for your thoughtful consideration.
Sincerely,
Louis Ssutu
Resident of Sunset Park
1
Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 5:22 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Budget Study Session: Supporting the council in delicate, budget considerations
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: crispeace@earthlink.net [mailto:crispeace@earthlink.net]
Sent: Wednesday, June 5, 2019 4:17 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Cc: Rick Cole <Rick.Cole@SMGOV.NET>
Subject: Budget Study Session: Supporting the council in delicate, budget considerations
Dear Santa Monica Mayor Davis and City Council Members:
As a resident who has long been dedicated to supporting, advocating for and helping to inform the policies and programs
to enable our city’s and community’s sustainable practices and commitments and as one who has attempted to live by the
behaviors necessary to achieve carbon neutrality by 2050 or sooner, I write to acknowledge the budget challenges
confronting Santa Monica. The climate emergency, however, demands extraordinary shifts and imaginative responses
from all of us.
It is key for the city to do what it can to make the reasonable climate investments possible. Certainly, we all can invigorate
the messaging to address the climate emergency with bold, creative, clear expectations. Community organizations that I
help lead, such as Climate Action Santa Monica and the CASM Climate Corps, are refining efforts to be strong in
collaborations with other groups and to enlist all kinds of volunteers who can engage and help build the community to take
the climate crisis seriously.
We are determined to move forthrightly and steadily to help ensure that Santa Monica achieves the goals of the recently
adopted Climate Action & Adaptation Plan.
With respect,
Cris Gutierrez
2
Santa Monica resident
1
Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 5:22 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: SMCC Pool
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
‐‐‐‐‐Original Message‐‐‐‐‐
From: Robert Dietz [mailto:elevy2@me.com]
Sent: Wednesday, June 5, 2019 3:41 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: SMCC Pool
Dear Council Members,
The pool is very important to the well being of our city’s residents. I am a senior and have taken the wonderful water
aerobics there for a number of years. My daughter enjoyed swimming in the pool when she was young. It is such a
wonderful asset to our community. Please don’t cut the hours.
Thank you,
Ellen Levy
Sent from my iPad
1
Vernice Hankins
From:Council Mailbox
Sent:Wednesday, June 5, 2019 5:22 PM
To:City Council Distribution Group
Cc:councilmtgitems
Subject:FW: Public Safety
Council‐
Please see the below email regarding the budget study session.
Thank you,
Stephanie
From: Lynne Thomas [mailto:lynne@thelobster.com]
Sent: Wednesday, June 5, 2019 3:04 PM
To: Council Mailbox <Council.Mailbox@SMGOV.NET>
Subject: Public Safety
Dear City Council,
As a business owner in close proximity to the Pier and Beach areas I am able to get a front row view
of the increasing crowds and hazards. I hope with all of the funds you are allocating, that the most
important priority of public safety is reflected in this years budget. Specifically as it related to Fire and
Paramedic coverage at the Pier and Beach areas.
Thank you all for your continuous and often thankless public service. You are appreciated.
Best Regards,
Lynne Thomas
The Lobster
Get Outlook for iOS
CITY OF SANTA M ONICA
PROPOSED BIENNIAL BUDGET
Study Session / June 5, 2019
FY 2019-21
FISCAL SUSTAINABILITY
•Six-year plan puts City on track for a decade of balanced budgets
•Sets City on a course to eliminate its current unfunded pension
liabilities in 13 years, saving over $100 million
•Minimizes impacts on resident services and on current workforce
•Continues aggressive capital investment in water self-sufficiency,
public safety, modern workplaces and enhanced mobility choices
•Shifts budget focus to delivering outcomes by measuring and
managing performance
•Invests in technology, cybersecurity and workforce development
FY 2019-21 FY 2021-23
FY 2019-21
FY 2021-25
Identifying activities & metrics
Efficiencies-lower impact
Mid-term program changes (2020)
13 Year Pension Liability Paydow n
Use metrics to make decisions
Continued efficiencies
Long-term program changes
13 Year Pension Liability Paydow n
6-YEAR BUDGET PLAN
ACTIONS:
1.Receive the FY 2019-20 through FY 2028-29 Financial Status Update,
the FY 2019-21 Proposed Biennial Budget, the FY 2019-20 Proposed
Capital Improvement Program (CIP) Budget and the Framework
(Attachment A);
2.Review and provide direction to staff regarding Pier-related matters
which discussion and direction shall not include Councilmember
Morena: the Pier Fund; Proposed Capital Improvement Program (CIP)
Pier-related projects; and Pier-related efficiencies;
3.Approve the six-year strategy outlined in this report and 13-year
paydown of the City’s current unfunded liability with California Public
Employees Retirement System (CalPERS);
OBJECTIVES OF THE STUDY SESSION
ACTIONS:
4.Approve the revised Framew ork for a Sustainable City of Wellbeing and
the Action Plans associated with the Council adopted Framework
Priorities;
5.Provide direction to staff on the FY 2019-21 Proposed Biennial Budget
and FY 2019-20 CIP Budget (Attachment A);
6.Receive an update from the City Manager about the methodology to be
used for analyzing and making recommendations on mid-and long-term
program changes (attached to April 30, 2019 staff report), including the
convening of a Budget Task Force reporting to the City Manager; and
7.Review and comment on the grant funding recommendations included in
the attached Cultural/Art Organizational Support Program (OSP) for the
FY2019-21 funding cycle.
OBJECTIVES OF THE STUDY SESSION
1.FY 2019-21 Proposed Biennial Budget and FY 2019-20
CIP Budget, excluding the Pier Fund-related items
2.Pier Fund -presentation, questions, public comment,
discussion
3.Proposed Budget Actions (excluding Pier) -questions,
public comment, discussion
PRESENTAT ION OVERVIEWPRESENTATION OVERVIEW
Enterprise
Funds
41%
General
Fund
59%
BUDGET OVERVIEW
Enterprise
Fund
33%General
Fund
67%
To tal FY 2019-20 City Budget: $712.1 million To tal FY 2020-21 City Budget: $755.9 million
$25
$20
$15
$10
$5
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
$60
$65
$70
$75
FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 23-24 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$7.1
($4)
($34)
($47)
($68)
Baseline Best Case Recession Case Worst Case
($2.5)
($6.1)
GENERAL FUND PROJECTED FUND BALANCE ($ in millions)
TEN YEAR FORECAST: APRIL 2019
$25
$20
$15
$10
$5
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
$55
$60
FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 23-24 FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$10.6
($20.1)
($33.0)
($53.9)
Baseline Best Case Recession Case Worst Case
GENERAL FUND PROJECTED FUND BALANCE ($ in millions)
$4.1$2.8
$6.4
Proposed Budget
TEN-YEAR FORECAST: MAY 2 019TEN YEAR FORECAST: MAY 2 019
Framework For A
Sustainable City Of
We llbeing
City of Santa Monica’s
Strategic Direction
City Council adopted Performance Management Policy
How much are we
doing?
Inputs
(Internal)
How well are we doing it?
Outputs
(Budget)
Ar e people better off?
Outcomes
(Framework)
PERFORMANCE MANAGEMENT STRUCTURE COMMITMENT TO PERFORMANCE MANAGEMENT
Learning
Lifelong
opportunities
for personal
growth
Early Childhood
Learning
A c ity that
supports children
(0-5) and their
families through a
network of
programs and
services
% of
kindergartners
who are
deemed ready
for
kindergarten
Out of School
Time
Programming-
General (CCS)
% increase in
program
participants
OutcomeSub-OutcomeOutcome MetricDepartment
Activities
Department
Metrics
Community
Programming
and
Coordination
(Library)
% of program
participants report
utilizing
library/community
resources for
further learning
PERFORMANCE MANAGEMENT EXAMPLEPERFORMANCE MANAGEMENT EXAMPLE
VA LUESVALUES
Affordability
Climate Change
Engaged and Thriving Community
Keeping Neighborhoods Safe
Mobility and Access
Reduce Homelessness
FRAMEWORK PRIORITIESFRAMEWORK PRIORITIES
AFFORDABILITY
Outcome Statement:A c ity that strives to provide opportunities for
people to afford living w ithin its boundaries.
Outcome Metrics
•# of households supported by affordable housing programs; and
•% of households in Santa Monica that are low-or moderate-income.
Representative Sample of Activities (out of 12 activities at a cost of $21 Mil.):
•Affordable Housing Vouchers for Very Low-and Low-Income Households (HED);
•Investment in Production and Preservation of Affordable Housing (HED); and
•Mobility On Demand Everyday (MODE) (BBB).
One-Ti me Operating Projects (Estimated FY 19-20 Costs -$400,000):
•Start-Up Costs for Preserving Our Diversity (POD) Expansion (Enhancement); and
•Pilot Program to Help Locals Overcome Credit Barriers to City-Financed Affordable Housing (New).
CLIMATE CHANGE
Outcome Statement:A c ity that maintains a sustainable climate that
supports thriving human life and a flourishing biodiverse environment.
Outcome Metrics
•Achieve water self-sufficiency by 2023
•Achieve zero waste by 2030
•Reduce greenhouse gas emissions by 80% below 1990 levels by 2030
•Achieve carbon neutrality by 2050 or sooner
Representative Sample of Activities (out of 31 activities at a cost of $55 Mil.):
•Solar Policies and Programs (PW)
•Environmental Enforcement (PCD)
•Water Efficiency Policies and Programs (PW)
Representative Sample of Capital Improvement Program (CIP) Projects (out of six projects at a cost of $29 Mil.):
•Electric Vehicle Charging Stations
•Groundwater Sustainability Plan
•Water Facility Upgrades
ENGAGED AND THRIVING COMMUNITY
Outcome Statement:A C ity that supports its residents and community
members w ith opportunities to effectively engage and partner with local
government to promote a thriving community where investing in people and
preventive programs allows people to flourish.
Outcome Metrics
•% of residents who report living their best possible life;
•% of residents who feel they can influence decision-making in Santa Monica; and
•% of residents who see themselves as a member of the Santa Monica community.
Representative Sample of Activities (out of 19 activities at a cost of $5.5 Mil.):
•Engagement
While not mapped to Engaged and Thriving Community, these activities are representative of the City’s efforts to
develop an engaged and thriving community.
•Community programming and coordination (Library);
•Direct client services (CCS); and
•Adult Literacy Services (Library)
One-time Operating Project Cost (Estimated FY 19-20 Costs -$100K):
•Wellbeing Summit (Funded by Council Contingency Fund in FY 18-19)
KEEPING NEIGHBORHOODS SAFE
Outcome Statement:A c ity that provides services and engagement to
address crime, public confidence in safety, and wellbeing.
Outcome Metrics
•Crime trends;
•Misdemeanor conviction rate;
•Property crime rate; violent crime rate; and
•Officer-initiated activities.
Representative Sample Ac tivities (out of 43 activities at a cost of $67 Mil.):
•Police Patrol (SMPD);
•Juvenile Diversion Program (SMPD); and
•Prosecution (CAO).
Capital Improvement Program (CIP) Projects (Estimated FY 19-20 Costs -$4 Mil.):
•Criminal Prosecution Case Management System (New);
•Park Safety Enhancements (To ngva, Palisades, and Reed) (Enhancement);
•Specialized Units Staging Facility (New); and
•Street Lighting Modernization Program (Enhancement).
MOBILITY AND ACCESS
Outcome Statement:Create a more diverse, connected, and safe mobility system;
prioritize modes that move people efficiently and increase use of those modes;
reducing emissions and influencing regional solutions.
Outcome Metrics
•% increase in Average Vehicle Ridership of people employed in Santa Monica
•% increase in transit riders (BBB/Expo)
•% increase in daily resident walking, biking,etc.
•Increase in parks, schools, and open spaces accessible within 15 min walk/roll along a low stress
network
•Fatal/Severe Crashes year over year
•% of residents that feel safe crossings streets
Representative Sample Ac tivities (out of 41 activities at a cost of $85 Mil.):
•Mobility on Demand Everyday (MODE –BBB)
•Safe Routes to School (PCD)
Representative Sample CIP Projects (out of 12 projects at a cost of $38 Mil.):
•Bus Replacement Program
•Safe Streets for 17th Street project construction
REDUCE HOMELESSNESS
Outcome Statement:A c ity that supports increasing housing placements
and improving health outcomes of people experiencing homelessness.
Outcome Metrics
•% decrease in the number of behavioral health arrests and hospital emergency room visits.
Representative Sample Ac tivities (Estimated FY 19 -20 Costs -$11 Mil.):
•Direct Client Services -Homeless (CCS);
•Homeless Court (CAO); and
•Homelessness -Homeless Liaison Program (SMPD).
Representative Sample Operating Projects (Estimated FY 19 -20 Costs -$2 Mil.)
•Funding for C3 (City, County, and Community) Team (Enhancement);
•Funding for Library Social Worker and Library Services Officers (Enhancement);
•Multidisciplinary Street Team (Ongoing); and
•Funding for Senior Advisor to the City Manager on Homelessness (Continued).
FRAMEWORK PRIORITIESFRAMEWORK PRIORITIES
Stew ardship
•13 Year Unfunded Pension
Liability Paydown
Resilience | Accountability | Safety
•Business process automation,
•Cyber-security
•Shift from transactional to strategic
customer service
CITYWIDE INVESTMENTS
$14M citywide over 2 years
$3-4M ongoing thru 10 years
$2.8M citywide over 2 years
$1.6M ongoing
CITYWIDE INVESTMENTS
Revenues
46%
TBD
24%
Reductions
30%
FY 2020-21
Revenues
37%
Reductions
63%
FY 2019-20
CLOSING THE GENERAL FUND GAP
CLOSING THE GENERAL FUND GAP
Streamlining
historical
savings, belt
tightening
Leverage
funding
Cost
recovery
Program
adjustment•$13.3 million in FY 2019-20
•$3.9 million in FY 2020-21
•$10.9 million General Fund
over 2 years
•28 vacant positions
eliminated
FY 2019 -21 EFFICIENCIESFY2019 -21 EFFICIENCIES
(addendum to the FY 2018-20 Adopted CIP Budget)
FY 2019-20 CAPITAL IMPROVEMENT PROGRAM BUDGET
PROPOSED FY 2019-20 CIP BUDGET
$25.4 M, Gen Fund
CIP Funds
$26.9 M, Big Blue
Bus
$5.9 M, Vehicle
Management
$50.2 M, Water,
Wa stewater, and
Clean Beaches
Funds
$28 M, Other Funds
TO TA L BUDGET: $136.4 MILLION
General Fund
Non-General
Funds
PROPOSED FY 2019-20 CIP BUDGET
•Demolition of Parking Structure 3 -$3.5 million (General Fund)
•Wa ter and Wastewater Related Projects -$2.9 million
§Wa ter Main Replacement (Water Fund)
§Hyperion Capital Payment (Wastewater Fund)
§Cityw ide Municipal Drinking Water Wells (Water Fund)
•19th Street Land Acquisition -$1.8 million (CDBG and General Fund)
•Network Infrastructure Replacement-$1 million (General Fund)
•Early Childhood Lab School-$2.9 million (Child Care Linkage Fee)
CIP BUDGET ADJUSTMENTSCIPBUDGET ADJUSTMENTS
1.Fiscal Policies
•Performance Management | Fiscal Sustainability | Pension Liability
2.Fee, fine and rate changes
•COLA adjustments | Simpler Water Neutrality Fee | New Wireless Permit
Fees
3.Organizational Support Program Grants for Arts and Culture
Nonprofits
•20 organizations | Focus on Equity | $401,887
MISCELLANEOUS BUDGET ISSUESMISCELLANEOUS BUDGET ISSUES
PIER FUND OVERVIEW
PIER FUND OVERVIEW
Operating Budget
•FY 2019-20: $6.9 million; FY 2020-21: $7.1 million
•FY 2021-23: General Fund operating subsidy of $0.6 annually
due to decrease in lease revenues from construction impacts of
the Pier Bridge Replacement Project
Capital Budget
•FY 2019-20: $8.0 million; FY 2020-21: $1.5 million
•General Fund capital subsidy of $4.7 million
PIER FUND OVERVIEW
PIER FUND OVERVIEW
PIER FUND ACTION
Review and provide direction to staff
regarding Pier-related matters including the
Pier Fund; Proposed Capital Improvement
Program (CIP) Pier-related projects;
and Pier-related efficiencies
PIER FUND ACTION
1.Ap prove the six-year strategy outlined in this report and 13-year paydown of
the City’s current unfunded liability with California Public Employees
Retirement System (CalPERS);
2.Ap prove the revised Framework for a Sustainable City of Wellbeing and the
Ac tion Plans associated with the Council adopted Framework Priorities;
3.Provide direction to staff on the FY 2019-21 Proposed Biennial Budget and
FY 2019-20 CIP Budget (Attachment A);
4.Receive an update from the City Manager about the methodology to be used
for analyzing and making recommendations on mid-and long-term program
changes (attached to Ap ril 30, 2019 staff report), including the convening of a
Budget Task Force reporting to the City Manager; and
5.Review and comment on the grant funding recommendations included in the
attached Cultural/Art Organizational Support Program (OSP) for the FY2019-
21 funding cycle.
BUDGET STUDY SESSION ACTIONS
BUDGET STUDY SESSION ACTIONS
APPENDIX
SANTA M ONICA SWIM CENTER WINTER CLOSURE
•Establish standard 6-week winter closure to create
consistency and predictability for users
•Av erage closure time over past five years = 7 weeks/year
(varied from 3-11 weeks, 3 weeks is minimum)
•Close between mid-December and early February during
cooler months
•Annual CIP to service pool pumps, deck drains, boilers,
tiles, general facility upkeep and renovations
•Weekly net savings = $8,664 net savings
•Proposed additional three weeks of closure = $25,010
net savings
COMMUNITY OUTREACH –JULY THROUGH JANUARY
•To tal Responses: 3,373 People
•Over 200,000 Impressions on Social Media
•800 Community Members At tended 6 Pop-Ups
•Staffed by 21 Council Members, Elected Officials
and City Staff
•60,000 Households Through Seascape and Mailers
•6 Community Conversations With The City
Manager
COMMUNITY OUTREACH –FEBRUARY T HROUGH APRIL
•Hosted All-Hands and Staff Meetings
•Ta rgeted Program Participants
•Partners
•Boards and Commissions
COMMUNITY OUTREACH –MAY THROUGH PRESENT
•Tw o Emails Sent Via SaMoNews to 7,650 People
•12 Posts Across Facebook, Tw itter and Instagram
•Briefing With All Local Media Participants
•Press Release Af ter April 30th Meeting
•11 8 Views on Rick’s Blog Post About the Budget,
Spending an Av erage of 3:47 Minutes on the Page
•Over 800 Proposed Budget Website Views Since Posting
on 5/23
•Mention of the Budget Process Planned for June
Seascape Which Will be Distributed to 60,000 Homes