Loading...
SR 06-05-2019 4A City Council Report City Council Meeting: June 5, 2019 Agenda Item: 4.A 1 of 23 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.” 2 of 23 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. 3 of 23 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. 4 of 23 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. 5 of 23 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 6 of 23 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. 7 of 23 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 8 of 23 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. 9 of 23 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 10 of 23 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, 11 of 23 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 12 of 23 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. 13 of 23 • 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. 14 of 23 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 15 of 23 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 16 of 23 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. 17 of 23 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 18 of 23 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. 22 of 23 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 OUTCOME SUB-OUTCOME DEPARTMENT DIVISION SERVICE ACTIVITY METRIC METRIC DESCRIPTION 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 116 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% 11 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 Item 4-A 06/05/19 1 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 2 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 3 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 4 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 5 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 6 of 105 Item 4-A 06/05/19 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 ********************************************************************************** Item 4-A 06/05/19 7 of 105 Item 4-A 06/05/19 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  Item 4-A 06/05/19 8 of 105 Item 4-A 06/05/19 1 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  ‐‐‐    Item 4-A 06/05/19 9 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 10 of 105 Item 4-A 06/05/19 1 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 06/05/19 11 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 12 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 13 of 105 Item 4-A 06/05/19 • 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 Item 4-A 06/05/19 14 of 105 Item 4-A 06/05/19 1 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.    Item 4-A 06/05/19 15 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 16 of 105 Item 4-A 06/05/19 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. Item 4-A 06/05/19 17 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 18 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 19 of 105 Item 4-A 06/05/19 2   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: Item 4-A 06/05/19 20 of 105 Item 4-A 06/05/19 3   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.     To help protect your priv acy, Microsoft Office prevented automatic download of t his pict ure from the Internet.Facebook   To help protect your priv acy, Microsoft Office preventedownload of t his pict ure from the Internet.Twitter   To help protect your priv acy, Microsoft Office preventedownload of t his pict ure from the Internet.Website   To help protect your priv acy, Microsoft Office preventedownload of t his pict ure from the Internet.In stagram     Item 4-A 06/05/19 21 of 105 Item 4-A 06/05/19 4   Follow the City of Santa Monica to get daily updates!     To help protect your privacy, Microsoft Office prevented automatic download of t his pict ure from the Internet.     City of Santa Monica Santa Monica City Hall 1685 Main Street Santa Monica, CA 90401 You signed up for email communications from the City of Santa Monica from one of our departments. If you would no longer like to receive emails, unsubscribe from this list. You can also update your preferences.       Item 4-A 06/05/19 22 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 23 of 105 Item 4-A 06/05/19 2 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 Item 4-A 06/05/19 24 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 25 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 26 of 105 Item 4-A 06/05/19 2   Item 4-A 06/05/19 27 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 28 of 105 Item 4-A 06/05/19 2 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 Item 4-A 06/05/19 29 of 105 Item 4-A 06/05/19 3 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 Item 4-A 06/05/19 30 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 31 of 105 Item 4-A 06/05/19 2 More items...•Jan 15, 2018 Drowning - World Health Organization https://www.who.int/news-room/fact-sheets/detail/drowning Regards, Alan Levenson Item 4-A 06/05/19 32 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 33 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 34 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 35 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 36 of 105 Item 4-A 06/05/19 1 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!!!!!!!  Item 4-A 06/05/19 37 of 105 Item 4-A 06/05/19 2   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  Item 4-A 06/05/19 38 of 105 Item 4-A 06/05/19 1 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        Item 4-A 06/05/19 39 of 105 Item 4-A 06/05/19 1 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.      Item 4-A 06/05/19 40 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 41 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 42 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 43 of 105 Item 4-A 06/05/19 1 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.     Item 4-A 06/05/19 44 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 45 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 46 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 47 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 48 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 49 of 105 Item 4-A 06/05/19 1 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.    Item 4-A 06/05/19 50 of 105 Item 4-A 06/05/19 2 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.  Item 4-A 06/05/19 51 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 52 of 105 Item 4-A 06/05/19 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 Item 4-A 06/05/19 53 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 54 of 105 Item 4-A 06/05/19 2 Item 4-A 06/05/19 55 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 56 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 57 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 58 of 105 Item 4-A 06/05/19 1 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) Item 4-A 06/05/19 59 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 60 of 105 Item 4-A 06/05/19 1 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,  Item 4-A 06/05/19 61 of 105 Item 4-A 06/05/19 2 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.  Item 4-A 06/05/19 62 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 63 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 64 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 65 of 105 Item 4-A 06/05/19 2 20 year Santa Monica Resident       Item 4-A 06/05/19 66 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 67 of 105 Item 4-A 06/05/19 2 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   Item 4-A 06/05/19 68 of 105 Item 4-A 06/05/19 3 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         Item 4-A 06/05/19 69 of 105 Item 4-A 06/05/19 4 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? Item 4-A 06/05/19 70 of 105 Item 4-A 06/05/19 5 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 Item 4-A 06/05/19 71 of 105 Item 4-A 06/05/19 6 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/ Item 4-A 06/05/19 72 of 105 Item 4-A 06/05/19 7 Regards, Olga Zurawska Item 4-A 06/05/19 73 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 74 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 75 of 105 Item 4-A 06/05/19 1 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    Item 4-A 06/05/19 76 of 105 Item 4-A 06/05/19 1 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.  Item 4-A 06/05/19 77 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 78 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 79 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 80 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 81 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 82 of 105 Item 4-A 06/05/19 2 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. Item 4-A 06/05/19 83 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 84 of 105 Item 4-A 06/05/19 1 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   Item 4-A 06/05/19 85 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 86 of 105 Item 4-A 06/05/19 2 2318 Pearl St. Item 4-A 06/05/19 87 of 105 Item 4-A 06/05/19 1 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! Item 4-A 06/05/19 88 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 89 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 90 of 105 Item 4-A 06/05/19 2 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  Item 4-A 06/05/19 91 of 105 Item 4-A 06/05/19 1 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. Item 4-A 06/05/19 92 of 105 Item 4-A 06/05/19 1 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   Item 4-A 06/05/19 93 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 94 of 105 Item 4-A 06/05/19 2 937 Harvard Street Item 4-A 06/05/19 95 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 96 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 97 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 98 of 105 Item 4-A 06/05/19 Item 4-A 06/05/19 99 of 105 Item 4-A 06/05/19 Item 4-A 06/05/19 100 of 105 Item 4-A 06/05/19 1 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.   Item 4-A 06/05/19 101 of 105 Item 4-A 06/05/19 1 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 ***** Item 4-A 06/05/19 102 of 105 Item 4-A 06/05/19 1 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  Item 4-A 06/05/19 103 of 105 Item 4-A 06/05/19 1 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      Item 4-A 06/05/19 104 of 105 Item 4-A 06/05/19 1 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 Item 4-A 06/05/19 105 of 105 Item 4-A 06/05/19 1 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