SR 01-26-2021 8B
City Council
Housing Authority
Parking Authority
Report
City Council Meeting: January 26, 2021
Agenda Item: 8.B
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To: Housing Authority, Parking Authority, Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Budget
Subject: Financial Status Update and FY 2020-21 Midyear Budget
Recommended Action
Staff recommends that the City Council, Housing Authority, and Parking Authority:
1. Appropriate Fiscal Year (FY) 2020-21 midyear revenue and expenditure budget
adjustments (Attachment A).
Staff also recommends that the City Council:
1. Receive the FY 2021-22 through FY 2025-26 Five-Year Financial Forecast;
2. Adopt a Resolution of the City of Santa Monica establishing new classifications
and adopting salary rates for various listed positions (Attachment B);
3. Approve position and classification changes (Attachment C);
4. Adopt a Resolution regarding Travel by Council Members and City-Issued
Technology (Attachment D);
5. Adopt a Resolution Setting the Fire Basic Life Support (BLS) Paramedic
Assessment Fee and the Disposable Medical Supplies Fee (Attachment E);
6. Extend the current Human Services Grant Program (HSGP) grant cycle for two
years through FY 2022-23, to ensure staff and grantees can continue the critical
work they are doing to address the pandemic, and postpone the next grant cycle
to begin FY 2023-24;
7. Extend the current Organizational Support Program (OSP) grant cycle for two
years through FY 2022-23, to ensure staff and grantees can continue the critical
work they are doing to address the pandemic and postpone the next grant cycle
to begin FY 2023-24;
8. Authorize the City Manager to accept a grant award in the amount of $42,430
from the U.S. Department of Justice (DOJ) Edward Byrne Memorial Justice
Assistance Grant (JAG) for implementation of the JAG 2020 Project “Overtime
Operations to Keep Neighborhoods Safe” and execute all necessary documents
to accept the grant and all grant renewals;
9. Authorize the City Manager to accept a grant award in the amount of $2,681 from
the California Department of Justice for the Sexual Assault Evidence Grant
Program, to accept all grant renewals, and to execute all necessary documents
to accept the grant and all grant renewals;
10. Authorize the City Manager to accept a grant award in the amount of $24,276
from the United States Department of Justice (DOJ) for the 2020 Bulletproof Vest
Partnership (BVP) Grant for the purchase of bulletproof vests by the Police
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Department, to accept all grant renewals, and to execute all necessary
documents to accept the grant and all grant renewals;
11. Provide direction to the Interim City Manager to publicly announce and designate
a 30-day application timeline for seats on the We Are Santa Monica Fund
Advisory Board to be appointed by the Interim City Manager to provide
community engagement and advice to the Interim City Manager with respect to
the We Are Santa Monica Fund;
12. Provide direction to staff on whether to proceed with developing a digital Out-of-
Home (OOH) advertising and wayfinding program by (1) issuing a request for
proposals (RFP) for a digital OOH advertising vendor for the construction,
installation and management of advertising space for an initial phase of 25 digital
OOH kiosks, and a possible subsequent second phase of 25 additional kiosks in
highly trafficked areas of the City; and (2) returning to Council with proposed
kiosk locations and recommendations for new policies and/or changes to existing
City policies and municipal codes to guide the successful implementation and
operation of this program consistent with the goals of maintaining community
aesthetics and enhancing overall engagem ent with and value for the community;
and
13. Provide direction to staff on whether to return with additional information
regarding public-private partnership opportunities to support programs.
Summary
The City of Santa Monica, like the rest of Los Angeles County, California, and the
nation, is coping with the extended impacts of the COVID-19 pandemic. The pandemic
has severely depleted many of the City’s previously reliable revenue streams while also
requiring City staff to provide new emergency and recovery services.
In June 2020, three months into the pandemic, the City Council adopted the City budget
for Fiscal Year (FY) 2020-21. This budget called for the restructuring of City operations
and capital improvement spending to reduce the previously proposed City budget by
nearly 25% to ensure fiscal sustainability amidst severely diminished revenues, while
focusing City efforts during the pandemic on emergency response, delivering
foundational services, economic recovery, and racial equity.
The midyear budget report is the second opportunity to examine the financial status of
the City during the worst economic crisis of our generation, following the Year-End
Budget Report delivered to Council on October 27, 2020.
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The FY 2020-21 Adopted Budget sought to preserve the City’s long-term fiscal health
by utilizing $117 million in one-time funds to balance the budget while protecting
essential services, as well as by setting aside a $20 million “Shutdown Reserve” to
prepare for the possibility that a winter COVID-19 surge between December 2020 and
February 2021 would result in another shutdown of the economy and City revenues.
Staff has reviewed the City’s actual revenues and expenditures to date against targets
set as part of the FY 2020-21 Adopted Budget. This review yielded the following
conclusions:
• City operations, and those of our partners, remain severely impacted by COVID -
19 and will continue to be severely impacted for much of 2021.
• The City’s Five Year Financial Forecast (January 2021 Five Year Forecast/
updated Forecast) continues to anticipate slow economic growth, with the
economy ultimately recovering to pre-COVID revenue levels in FY 2024-25.
• City revenues are expected to come in $14.6 million lower than anticipated as a
result of the extended closures from the pandemic, and the City will therefore
need the $20 million Shutdown Reserve that was set aside in order to balance
the FY 2020-21 budget.
The mid-year budget also includes a number of recommended budget reallocations
within the General Fund. These reallocations are made consistent with guidance
provided by Council in September of 2020 that staff should seek to minimize inequities
between departmental budgets that occurred as the City focused on essential services
in the FY 2020-21 Adopted Budget and should recognize the role of many departments
in promoting public safety and community wellbeing. To this end, the adjustments
eliminate five vacant positions in the Santa Monica Police Department in order to
provide additional resources to address homelessness, enhance Code Enforcement
services to address quality of life concerns, improve customer service for residents and
divert non-emergency calls away from 9-1-1 by offering a 3-1-1 line, provide eviction
counseling to assist tenants who face losing their homes due to rent unpaid during the
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pandemic, and fund the inspector general position that will support the newly formed
Public Safety Reform and Oversight Commission.
Outside of the General Fund, proposed mid-year budget allocations provide:
• Additional assistance with property leasing at the Airport (Airport Fund);
• Technical support and fleet and facility maintenance at the Big Blue Bus (Big
Blue Bus Fund);
• Preservation of street sweeping services (Resource Recovery and Recycling
Fund);
• Additional funding for imported water purchases while repairs are made to local
wells (Water Fund).
As predicted prior to adoption of the FY 2020-21 Budget, the City has not received
meaningful stimulus funds from the federal government to date. To t he contrary, in the
face of the projected $224 million shortfall resulting from the pandemic, the City has
received only approximately $1.14 million in stabilization funds from the federal
government. Staff continue to advocate for additional funding at a ll levels of
government. President Biden has proposed new stimulus funds that would include a
combined $350 billion in federal government aid to state and local governments, but
there is insufficient information at this time to know whether Congress will a dopt this
proposal or how any such funds will be allocated among government entities. If such
funds become available, staff will return to Council with recommendations regarding
their use, either as part of the biennial budget process or sooner if approp riate.
The mid-year budget applies the adjustments and reallocations described above and
incorporates updated information about the pandemic and the economy into the
January 2021 Five Year Forecast for all City funds. The updated Forecast allows us to
understand the current financial health of the City, and it helps us to plan for the
upcoming biennial budget, which will be adopted by the Council in June 2021. Prior to
adoption of the biennial budget in June 2021, staff will, in February, engage the
community regarding priorities and concerns and will return to Council at its March 9th
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meeting to ask Council to establish or reaffirm community priorities for the biennial
budget process.
As Council and the community begin the biennial budget process, it will be important for
everyone to keep in mind that, while broad distribution of approved vaccines and
reopening of economic and civic life are closer each day, reopening will happen in
stages and phases; and economic recovery is expected to lag far behind the demand
for reopened City facilities and services. This will require the Council, together with the
community, to make difficult budget decisions and tradeoffs, even as we seek federal
stimulus funds and new revenue sources. As noted above, we do not antic ipate that our
economy or our revenues will return to pre-pandemic levels until FY 2024-25 at the
earliest. At that time, in addition to enhancing City services, it will also be necessary to
address deferred maintenance and rebuild reserves. In addition, as we weather the
economic disruption of the pandemic, we are also experiencing the acceleration of other
economic shifts, such as declining in-person retail and increased online shopping, that
further impact traditional revenue streams as well as how and where people work.
In addition to presenting the midyear budget, this report includes a number of additional
items for Council direction or adoption. These include proposed:
• Adoption of an updated resolution that puts in place guidelines and standards
regarding Council travel, staff assistance, and City-issued technology equipment;
• Acceptance of a number of public safety grants;
• Extension of existing Human Services Grant Program (HSGP) and
Organizational Support Program (OSP) grant contracts by two y ears so that City
staff can continue to prioritize emergency response and community recovery
before beginning a new competitive grant process when the emergency ends
and so that the City can provide stability to our non-profit community and their
clients at a time when services are strained;
• Adoption of a resolution setting a Basic Life Support (BLS) Paramedic
Assessment Fee to be charged to individuals transported by ambulance and a
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Disposable Medical Supplies Fee imposed on the ambulance company in order
to recover the cost of services; and
• Request for direction regarding public-private partnership work requested by
Council as part of the FY 2020-21 budget discussions, as well as an update on
this work, which includes the We Are Santa Monica Fund as well as exploration
of digital wayfinding and advertising.
Background
The City’s fiscal year for budgeting and accounting purposes runs from July 1 to June
30. Since 2011, the City has utilized a biennial budget process, which allows the City to
plan ahead and focus on strategic projects and capital budgeting in the second year,
and has the added benefit of decreasing requested budget increases from one year to
the next. The City adopted its FY 2019-21 budget on June 25, 2019, and staff will
propose the FY 2021-23 budget in June of this year. In 2020, the historic impacts of the
COVID-19 pandemic and the absence of meaningful federal stimulus support forced the
City to make substantial adjustments in the midst of its biennial budget process in order
to maintain fiscal sustainability, strong financial health, and a balanced budget for the
community and its workforce.
On April 14, 2020, recognizing the potentially dire impacts of the pandemic on City
revenues and operations, the Council (1) authorized the City Manager to implement a
Voluntary Early Separation Incentive Program (VESIP) for eligible employees and (2)
directed staff to return to Council with a proposed plan to restructure City operations
and balance the City budget. Following this direction, on May 5, 2020, staff presented a
revised forecast for City revenues for the remainder of fiscal year 2019-20, as well as
fiscal years 2020-21 and 2021-22. In the midst of historic volatility and the economic
devastation brought on by the pandemic, the forecast showed annual General Fund
deficits of $48 million, $102 million and $74 million respectively. The projections driving
these deficits reflected that Santa Monica’s economy not only was at that time but would
continue to be significantly impacted by the COVID-19 pandemic.
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Local governments across the country have suffered revenue losses in the pandemic,
but cities like Santa Monica with relatively low residential populations but strong
economies and strong tourism and hospitality sectors have suffered more than others.
This is for a few reasons. First, the pandemic has halted tourism-related air travel as
well as non-essential business travel and required people to stay largely at home,
impacting a wide range of the City’s revenue streams and accelerating trends away
from in-person retail and toward online shopping. In Santa Monica, this has dramatic
effects:
• The City has
historically relied on
Transient
Occupancy Taxes
(hotel / motel / short-term rental taxes), Sales Taxes, and Parking-Related
Revenues to support up to 49% of its General Fund programming and
community services. As of May 5, 2020, these revenue streams were projected
to decrease by 35% through FY 2020-21 due to closures starting in March 2020.
Second, other tax revenues and cost recovery revenues from City services are also
curtailed as residents and tourists alike leave home less due to public health closures.
Third, while the $2 trillion federal Coronavirus Aid, Relief, and Economic Security
(CARES) Act provided $150 billion to stabilize states, territories, tribal, and local
governments, the Act did not include any direct stabilization aid to local governments
with populations under 500,000, regardless of public health or economic impacts. As a
result of the federal and state allocation formulas utilized, Santa Monica received just
over $1 million in stimulus funds while cities with populations only three to five times our
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size received over 20 times as much funding (e.g., Santa Ana ($28.6 million),
Bakersfield ($33.5 million), Long Beach ($40.3 million)). Future stimulus proposals
improved allocation mechanisms but the local government aid in these proposals was
never approved by Congress.
In light of the devastating impacts of COVID-19 and the absence of meaningful
stabilization funds, and in order to maintain essential and emergency operations during
the pandemic while preserving the City’s financial resilience to the greatest extent
possible, staff proposed the following:
• Expenditure savings in FY 2019-20;
• Significant budget restructuring beginning in FY 2020-21 and resulting in
reductions in expenditures of $192.3 million Citywide and $111.8 million in the
General Fund; and
• Use of $117 million in one-time funds, including capital project funds that were
deferred, reduced or cancelled, economic uncertainty, contingency and other
reserve funds, and use, for one year, of funds that would otherwise be set aside
for affordable housing purposes.
These significant actions have allowed the City to maintain essential operatio ns and
services in the midst of what we project to be the worst part of the economic crisis
through June 30, 2022.
The significant budget restructuring conducted in May and June 2020 and adopted by
Council in the FY 2020-21 Budget on June 23, 2020 made the following changes:
• The FY 2020-21 Citywide budget was reduced by $192.3 million as compared to
the FY 2019-20 revised budget.
• The FY 2020-21 Citywide operating budget contains 298.8 fewer full time
equivalent (FTE) permanent positions and 122.3 fewer FTE as-needed positions
• The General Fund was reduced by $111.8 million in the FY 2020 -21 budget as
compared to the FY 2019-20 revised budget.
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• The General Fund contains 234.1 fewer permanent positions and 103.3 fewer
as-needed positions in the FY 2020-21 budget as compared to the FY 2019-20
revised budget.
The restructuring of City operations focused the City’s resources on emergency
response, providing foundational services for cleanliness and safety, economic
recovery, and working towards greater racial equity. The restructuring took into account
that some City programs and services could be safely offered during the pandemic,
while others could not, as well as broader community impacts and needs resulting from
the pandemic. A more detailed description of service changes is included in the FY
2020-21 Adopted Budget (Attachment A).
As reported to Council on October 27, 2020, to balance the FY 2019 -20 General Fund
budget, the City accessed one-time funds previously set aside to cover a $30 million
revenue gap. At the same meeting, Council approved the appropriation of $1.14 million
in CARES Act federal stimulus funds distributed by the State to address severe health
and safety gaps resulting from the COVID-19 pandemic. The Big Blue Bus separately
received $24 million in federal stimulus funds through the CARES Act that have helped
that enterprise fund to carry on operations despite loss of revenues from suspended
fare collection during the pandemic.
Discussion
The national, State, and local economies continue to be significantly impacted by the
COVID-19 pandemic. The partial re-openings of businesses and the economy in
general have been curtailed in many areas due to the recent resurgence of the virus.
This is especially true in Southern California, which is under state-mandated Stay at
Home orders right now until hospital capacity returns. Restaurants, hotels, retailers and
countless small businesses have laid off millions as revenue has receded. Gross
Domestic Product (GDP) contracted at an annual rate of 5% in the first quarter and
31.4% in the second quarter, the worst drop since the Great Depression. The third
quarter 33.1% increase, while positive, still leaves the economy below its prior year
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level. Even with the promise of a vaccine widely available in 2021, economists are
anticipating that the national economy will not recover until late 2021 or 2022.
Santa Monica’s economy has been and will continue to be particularly hard hit by the
pandemic. As noted above, cities with a high dependence on sales and hotel occupancy
taxes are suffering the most. Tourism and hospitality are key components of the Santa
Monica economy. Transient occupancy taxes have historically accounted for a higher
proportion of General Fund revenues (17%) than in most cities, and sales taxes
generated by tourists and daytime visitors at restaurants and retail outlets also
contribute greatly to the City’s revenues. In fact, these two sources, along with parking -
related revenues accounted for nearly one-half of General Fund revenues prior to the
pandemic and are now projected to decrease 44% from pre-COVID levels (this is a
greater reduction than the 35% decrease that had been anticipated in the FY 2020 -21
Adopted Budget). The full or partial shutdown of non -essential businesses also affects
other key City revenue sources such as utility users taxes, business license taxes, and
charges for services. It is anticipated that some physical distancing measures will be
kept in place in hotels, restaurants, and shopping establishments for a period beyond
widespread distribution of the vaccine. It will likely be months or even years before
international and interstate travel resume in a meaningful way, and business travel may
never return to pre-virus levels. People’s shopping habits may also be altered for a
significant amount of time or forever.
City General Fund revenues are expected to begin to recover in FY 2021 -22 as a
vaccine becomes more widely available after plunging during the last quarter of FY
2019-20 and much of FY 2020-21. Estimated actual revenues in FY 2020-21 are now
anticipated to be 25% less than in FY 2018-19, the last full fiscal year before the
pandemic. As noted above, much of the decrease results from reductions in Transient
Occupancy Taxes, parking-related revenues, and revenue from fees and charges.
Overall, General Fund revenues are not projected to return to pre-COVID levels until FY
2024-25. It should also be pointed out that the future is still very uncertain and
revenues could be impacted, either positively or negatively, by future events.
More information on the City’s key General Fund revenue sources is provided below:
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• Sales taxes (both sales and use and transaction and use tax) have been
impacted by the pandemic, but by less than previously anticipated . Sales taxes
in FY 2020-21 are projected to be about 11% less than in FY 2019-20 after a
similar decrease the year before. Sharp declines in the restaurant/hotel and
general consumer goods categories have been partially offset by strong receipts
from State and County pools reflecting on-line purchases. Also, auto sales have
been stronger than expected. Sales tax revenues are projected to increase by
14% in FY 2021-22 followed by an 8% increase the following fiscal year.
Subsequent fiscal years are expected to show increases of 3% to 4% annually.
• As would be expected, Transient Occupancy Taxes (TOT) continue to be hit
hardest by the pandemic with a 56% decrease projected for FY 2020 -21 after a
21% decrease in FY 2019-20. Stay at home orders are curtailing travel and
physical distancing requirements are requiring hotels and motels to keep many
rooms unoccupied. International and business travel are not anticipated to
resume quickly. Rather, TOT revenues are expected to begin recovering
beginning in FY 2021-22, but are not projected to reach pre-COVID levels until
FY 2024-25.
• Due to the reporting period for Business License Taxes, the full impact of the
pandemic will not be seen until FY 2021-22, as taxes are based on gross
receipts from the prior calendar year. A 16% decrease in Business License
Taxes is currently anticipated based on factors including business closures, a
shift to teleworking, and pandemic-related impacts on the leisure and hospitality
sector. Although Business License Tax revenue s are expected to begin to
recover in FY 2022-23, revenues are not projected to recover to pre-COVID
levels until after the January 2021 Five-Year Forecast period.
• Parking revenues are projected to decline by about 32.5% in FY 2020-21
following a 20.0% decrease in FY 2019-20. Stay at home orders, business
closings, and increases in teleworking have all decreased visitation to the City.
Additionally, recent shifts in how people travel into and around the City as well as
the opening of certain streets for outdoor dining are expected to impact parking
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revenues on an ongoing basis. Parking Facility Taxes are expected to show a
similar pattern.
• Utility Users Tax revenues are expected to grow by an average 4% annually
primarily due to scheduled water and wastewater rate increases.
• Investment income will drop sharply as interest rates are anticipated to remain
near historically low levels for much of the January 2021 Five-Year Forecast
period and the City’s investable fund balance will also decline as the City was
forced to use reserves during the pandemic.
• Revenues from fees, charges, and certain other revenue sources have also
declined 35% in FY 2020-21 based on the closing and/or scaling back of
programs in the pandemic as well as a decline in certain development-related
revenues due to the recession. The City is currently conducting a comprehensive
City-wide cost of services study to ensure fees are set at appropriate levels for
full cost recovery. The current forecast does not account for any adjustment in
fees. Fee recommendations will be presented to Council as part of the FY 2021 -
23 Biennial Budget process.
• On November 3, 2020, Santa Monica voters approved Measure SM, a general
tax measure that increases the Documentary Transfer Tax on property sales o f
$5 million or more by an additional $3.00 per $1,000 in sale price. Voters
overwhelmingly adopted Measure SM with 71.88% of the vote. Staff anticipates
that 10% of properties sold in the City annually will be subject to the tax increase
and that the measure will generate $3 million annually initially, and up to $6
million annually by the end of the January 2021 Five -Year Forecast period.
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General Fund Five-Year Financial Forecast
Staff has updated the Five-Year Financial Forecast first presented to Council on June 9,
2020 and incorporated into the FY 2020-21 Revised Budget new revenue projections
based on (1) actual revenues generated in the first half of the year and (2) updated
assumptions based on vaccine rollout, anticipated reopening, and the real impacts that
extended public health restrictions have had on our local economy. The table above
shows the balance of General Fund revenues less expenditures on an annual basis for
the next five fiscal years. The Baseline scenario, shown as a solid line, keeps
assumptions regarding future year spending at the same level as those shown in the
June 2020 Five-Year Financial Forecast. Specifically, it does not take into consideration
the programming of fund balance to rebuild reserves or address the catch up that would
be necessary for capital infrastructure maintenance and equipment replacement after
several years of unfunded needs during the emergency, nor does it contemplate
wholesale service and program restoration to pre-COVID levels. The Recovery
scenario, shown as a dotted line, reflects potential funding shifts beginning in FY 2023 -
24 and through the end of the updated Forecast period to address deferred capital
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infrastructure needs and to rebuild reserves. While the Recovery scenario similarly
does not contemplate wholesale restorations, future year balances show, in the
absence of substantial stimulus funds, the potential amount and timing of available
funds to assist with further reopening of programs that do not achieve cost recovery
through fee revenue. More detail on each scenario is included below. The following
are notable changes from the June 2020 forecast and assumptions in the updated
Forecast:
• Use of $20 Million Shutdown Reserve: The June 2020 forecast anticipated that
Stay at Home Orders would lift by July 1, 2020, and that the economy would
have begun a recovery process beginning in January 2021. Instead, surges in
June and July and since the end of October have resulted in persistent
restrictions and closures and delayed the prospect of reopening and recovery.
Updated projections show that FY 2020-21 General Fund revenues (in particular
tourism and parking-related revenues) are anticipated to be $14.6 million less
than projected in the FY 2020-21 Adopted Budget, and the Beach Fund will
require an advance of $2 million from the General Fund due to parking revenue
loss. These shortfalls will be ameliorated with the use of the Shutdown Reserve
funds that were specifically set aside in anticipation of such an event. Looking
ahead, staff has amended FY 2021-22 revenue projections to be $11.6 less than
previously estimated.
• Dedication of $3 Million to Reopening: Both scenarios of the updated Forecast
include $3 million dedicated to initial reopening efforts as we aim to bring a
limited set of City services (including, for example, some Library services and in-
person community engagement) back online in FY 2021 -22 as well as ongoing
funding for important services to address homelessness that will otherwise be
unfunded after this year. To be clear, this $3 million in dedicated reopening
funds is a small fraction (5%) of the $60 million that was cut from the operating
and ongoing capital maintenance General Fund budget to account for the
economic impacts of COVID, and it will not be anywhere close to sufficient to
restore City services and programs to pre-COVID levels; this small amount in
reopening funds will, however, allow us to restore some vital City programs and
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activities to support the health and wellbeing of our community. Specific
decisions related to this reopening funding will be considered as part of the FY
2021-23 Biennial Budget process in May and June. By FY 2025 -26, the final
year of the Five-Year Financial Forecast, the Recovery scenario shows that the
General Fund will be able to support an additional $9 million in ongoing
expenditures; when added to the initial $3 million increase in services in FY
2021-22, this reflects a total of $12 million in new services—representing a
restoration of only 20% of the ongoing budget cuts made in FY 2020-21.
• Potential Refunding of Lease Revenue Bonds: Staff is evaluating the potential
of taking advantage of the current low interest rate environment and refunding
eligible General Fund Lease Revenue Bonds that would result in debt service
savings beginning in FY 2021-22. Staff will return to Council this Spring with
recommendations on refunding.
• Maintaining GSH Tax Revenue in the General Fund: On May 5, 2020, in order
to preserve essential services in the face of drastic revenue losses, Council
authorized staff to retain $5.3 million in FY 2020 -21 Measure GSH transaction
and use tax revenue in the General Fund that would have otherwise been used
for Affordable Housing per a November 2016 voter-approved advisory measure.
Based on current projections, it may be necessary to retain the FY 2021-22
portion of Measure GSH revenues in the General Fund as well. Staff will return
to Council for further consideration of this need as part of the FY 2021-23
Biennial Budget.
• Capital Improvement Program (CIP) Budget Reductions: The FY 2020-21
Adopted Budget lowered the General Fund capital improvement program (CIP)
annual budget allocation from $21 million to approximately $7.3 million in FY
2020-21, and the June forecast assumed that the allocation would i ncrease to
$10.7 million in FY 2021-22 before being restored to $21 million in FY 2022-23.
In the updated Forecast, the slower revenue recovery would require the City to
maintain its General Fund CIP budget at a level below $21 million for an
additional two years, through FY 2023-24. In the Baseline scenario, funding
would be restored to the $21 million level in FY 2024 -25, while the Recovery
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scenario reflects additional allocations to address deferred infrastructure and
equipment maintenance, price escalation in this area, and a renewed focus on
community amenities that have been put on hold during the pandemic, such as
the Memorial Park Expansion project and planning for the Airport to Park
Conversion.
• Federal Stimulus Funds: The updated Forecast does not assume any federal
stimulus funds, as the availability, amount and timing of federal stimulus all
remain uncertain at this time.
• Restoring Healthy Reserves: Following Council authorization on May 5, 2020,
in order to provide essential services and ensure fiscal health, staff accessed the
City’s economic uncertainty reserves, lowered the contingency reserve level from
15% of ongoing expenditures to 12.5%, and accessed other reserves to balance
the budget. Strong reserves protect our ability to provide ess ential services
during emergencies and are a signal of financial health in the bond market,
allowing the City to borrow funds at a lower rate. While the Baseline scenario
does not show funds set aside to rebuild reserves, the Recovery scenario
assumes that the City will begin rebuilding its reserves in FY 2023-24 once key
services are restored and the General Fund is no longer drawing on Measure
GSH funds to maintain a positive balance.
• Making CalPERS Unfunded Liability Paydowns: The updated Forecast
continues to assume that the City will resume making discretionary paydowns to
CalPERS in FY 2022-23 to decrease the City’s unfunded retirement liability on a
15-year accelerated schedule.
Other Fund Status
The January 2021 Five-Year Forecast includes other major funds that fall into two
categories: 1) funds that bring in sufficient revenues to sustain operating and capital
costs; and 2) funds that have structural deficits, in which revenues are not sufficient to
cover expenditures. Similar to the General Fund, the projections in the Other Funds
reflect pandemic-related shutdowns and suspensions of programming.
Self-Sustaining Enterprise Funds
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The following enterprise funds are projected to bring in sufficient revenues to support
operations throughout the updated Forecast period:
The Water and Wastewater Funds maintain a positive balance through the Forecast
period. These Funds are making progress on a number of projects that will increase
locally sourced water supply and reduce the City’s reliance on imported water. These
projects include the Arcadia Water Treatment Plant Expansion Project (Water Fund)
and the Sustainable Water Infrastructure Project (SWIP) (Wastewater Fund).
Historically, imported water has cost as much as 30% more than local water. By
continuing to invest in local water supply, the City diversifies and enhances its drought
resiliency and provides long-term cost savings and cost certainty for the community. On
January 28, 2020, Council adopted a resolution establishing a five -year schedule of
water and wastewater rate adjustments. These rate adjustments, which became
effective March 1, 2020, will help the Water and Wastewater Funds to maintain a
positive fund balance over the next five years, even as the Funds maintain current
operations while also completing capital projects to increase local water supply and
reduce costs.
The Resource Recovery and Recycling (RRR) Fund will remain self-sufficient
throughout the updated Forecast period. Staff has worked diligently and prudently to
reduce expenditures. Due to COVID-19’s economic impacts, RRR is in active
negotiations with Southern California Disposal (SCD) to secure a long -term contract to
accept and transfer the City’s curbside recycling material. In addition, the City and SCD
are working together to secure and share construction costs for an adequate area (on
City property) to allow the transfer of the City’s curbside recycling. A one-time cash
infusion from the closeout of old construction and demolition projects has deferred the
need to increase solid waste rates. Staff will propose a solid waste rate increase to
Council in April 2022, with the new rate anticipated to be effective in July 2022.
The Big Blue Bus (BBB) Fund will maintain a positive fund balance over the updated
Forecast through the use of one-time federal relief funds (CARES Act) allocated in
response to COVID-19. The FY 2020-21 mid-year revenue update reflects 24% and
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21% reductions, respectively, in state and local sales tax revenues upon which BBB
relies to subsidize services. Revenue reductions were exacerbated as the BBB
temporarily suspended fare collection systemwide in order to institute rear-door
boarding in the pandemic to protect customers and Motor Coach Operators and mitigate
the spread of COVID-19. While state and local sales tax revenue is anticipated to
increase with the introduction of the COVID-19 vaccine and ridership is also expected to
increase over time, recovery will be slow. Staff remains committed to ensuring the
health and safety of all while continuing to identify operational efficiencies and funding
opportunities to ensure fiscal sustainability. BBB will continue to provide service levels
that support its customers, many of whom are essential workers who rely on BBB for
essential trips, traveling to work, medical appointments, and shopping.
The Airport Fund will generate adequate revenues to sustain its operations throughout
the next five years. However, economic conditions remain uncertain and changes in the
economy and COVID-19 related policies may continue to negatively impact revenue
streams from commercial tenants. Revenue adjustments in the Mid-Year Budget
correct an overstatement of prior-year deferred rent that was expected to be received
this fiscal year.
The Community Broadband Fund will maintain a positive fund balance throughout the
updated Forecast period. The updated Forecast incorporates revenue for additional
project phases of 5G Small Cell deployments on the CityNet fiber network. While these
additional projects generate ongoing revenues, the revenues are partially offset by the
non-renewal of service for customers that have vacated business offices to work
remotely during the COVID-19 pandemic. Staff will continue to monitor market
conditions, changes to customer service accounts, and competition within the
telecommunications industry to ensure fiscal sustainability.
The Cemetery Fund will maintain a positive fund balance throughout the updated
Forecast period. Although the inventory for plots will be depleted by FY 2029-30, staff
continues to assess overall Cemetery operations, projected plot sales, and
reconfiguration of plots in order to extend inventory and maintain fiscal sustainability.
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The Housing Authority Fund is stable and will maintain a positive fund balance
throughout the updated Forecast period. The CARES Act included additional
administrative funding for the Housing Authority Section 8 program this fiscal year. This
additional funding will create a surplus that will be used to offset future year
administrative deficits.
The Stormwater Management Fund, Special Revenue Fund, and Internal Services
Funds will generate adequate revenues to remain sustainable throughout the next five
years.
Funds Requiring Subsidies
The Pier Fund updated Forecast typically reflects sufficient revenues to fund operating
costs and to partially fund capital costs. The COVID-19 pandemic has, however, had a
significant impact on Pier operations and the Pier Fund, resulting in a projected negative
fund balance for FY 2021-22. The primary revenue sources for the Pier Fund are lease
payments, filming and event fees, and parking income, all which have been severely
impacted due to COVID-19. The Pier has been closed to the public at various points in
the pandemic (mid-March to late-June, weekend and holiday periods starting December
31 and throughout January). When the Pier has been open in this fiscal year, many
restrictions have been in place, including closures of the amusement rides at Pacific
Park, the Pier Carousel, the Aquarium and the Arcade, as well as the Pier parking lot.
Filming and events have also been subject to significant restrictions throughout the
pandemic. The current commercial eviction moratorium and limited rent relief programs
have also significantly impacted revenues. Staff continues to seek efficiencies (including
postponing non-essential capital projects) to ensure fiscal sustainability; but it is
projected that a General Fund subsidy will be required starting in FY 2021 -22.
The Beach Fund has been significantly impacted by the COVID-19 pandemic. The
Beach Fund updated Forecast assumes that Stay at Home orders may continue to
affect local and regional visitors to the beach and that domestic and international
tourism will not return to pre-pandemic levels until 2024. Beach lot parking revenues
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and concessions revenue have been the most affected, with concessions revenue
decreases exacerbated by commercial eviction moratorium and limited rent relief
programs. The Beach Fund is anticipated to end this fiscal year and next fiscal year with
negative fund balances and to require advances from the General Fund in these fiscal
years.
Midyear Budget Adjustments
Revenue Adjustments – General Fund
Staff now projects actual revenues for FY 2020-21 of $305.7 million. This projection is
based on actual data from July to November 2020 as well as anticipated changes in
economic conditions and community behaviors over the remainder of the fiscal year
(including a small, phased upturn in activity in the last quarter of the year in certain
areas). These projections require adjustments to decrease FY 2020-21 Revised Budget
revenue targets in the General Fund by $14.6 million. A summary of the significant
budget changes is below.
Type of Revenue Amount of Change
Sales Tax $2.8 million
Utility Users Tax $1.3 million
Transient Occupancy (Hotel) Tax -$6.5 million
Property Tax $2.1 million
Business License Tax $1.4 million
Documentary Transfer Tax $2.5 million
Parking Facility Tax -$2 million
Parking-Related Revenue -$12 million
Fees/Charges/Other -$5.3 million
Investment Income $1.1 million (due to realized
gains on sale of bonds
Revenue Adjustments – Other Funds
Significant revenue adjustments in other funds include:
• Airport Fund – Decrease of $5.3 million, reflecting the impacts of COVID-19 on
lease revenues, including deferrals and abatements.
• Beach Fund – Decrease of $2.2 million reflecting the impacts of COVID-19 on
lease, filming permit, contract classes, and parking revenues.
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• Big Blue Bus Fund – Increase of $6.1 million to reflect funding marks from LA
Metro and anticipated receipt of reimbursement revenues for capital projects,
partially offset by decreased passenger revenue.
• Local Return Fund – Increase of $1.7 million in transit-related sales tax revenues
distributed by LA County Metro to align with final funding marks from LA Metro.
• Pier Fund – Decrease of $4.6 million reflecting the impacts of COVID-19 on Pier
parking and lease revenues, including deferrals and abatements.
• Resource Recovery and Recycling Fund – Increase of $3.3 million based
primarily on an audit of forfeited construction and demolition deposits.
• Vehicle Management Fund – Increase of $1.0 million related to corrections to
align contributions from other funds for vehicle replacement and repairs.
• Wastewater Fund – Decrease of $1.5 million primarily due to decreases in sewer
usage as a result of business closures.
• Water Fund – Decrease of $2.0 million primarily due to decreases in water usage
as a result of business closures.
Expenditure Adjustments and Personnel Changes – General Fund
Staff proposes General Fund operating expenditure adjustments that result in a $0.4
million net decrease to the General Fund budget. Attachment A details all of the
expenditure adjustments. Included in these adjustments are items that have a
substantive impact on the overall budget and operations, as well as accounting -related
changes shifting budget amounts between funds or between departments in the same
fund that are necessary for appropriate reporting but resu lt in no net change to the
overall budget.
On September 8, 2020, Council directed staff to take steps through the budget process
to reduce disparities in budget cuts among community-facing departments in order to
achieve more balanced investment of City resources across all departments responsible
for providing direct services to promote community wellbeing. As discussed above, the
budget restructuring that took place in June 2020 specifically accounted for the direct
impacts of the pandemic and the increased need for essential and emergency services
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while certain community facing services could not be offered due to public health
restrictions.
Staff has carefully reviewed current community needs and prior Council direction and at
this time recommends deleting five vacant positions in the Police Department budget
going forward and reprogramming the available funds to the services listed below that
have been identified as critical needs in the COVID and post -COVID environment. On
an ongoing annualized basis, the value of the changes totals $863,000. A detailed
explanation of the reprogrammed funds, along with annualized ongoing costs, follows:
• $61,000 in funding is proposed for the remainder of FY 2020-21 ($146,000
ongoing) to support one Senior Human Services Analyst in the Community
Services Department to address local demand for homeless coordination and
increase the City's ability to actively engage in regional homeless planning as
Los Angeles County responds to increased homelessness in the wake of COVID-
19.
• $30,000 in ongoing funding to add 0.8 FTE as-needed Library Page hours to
support current curbside service and allow more senior staff to focus on
community-facing literacy and other services as well as plans for reopening
library facilities. Any further proposed funding associated with enhancing Library
services and reopening facilities will be presented along with the FY 2021-23
Proposed Biennial Budget.
• $91,000 in funding for the remainder of FY 2020 -21 ($219,000 ongoing) to
support creation of two Code Enforcement Officer positions in the Code
Enforcement Division to enforce high-priority State, County, and City codes that
address health and safety concerns. The Code Enforcement Division will
continue to play a significant role in public health compliance as the pandemic
subsides but face coverings and physical distancing remain critical. In addition,
Code Enforcement plays a key role in working with community partners and
various City departments to address quality of life across the City. Co de
Enforcement’s role in addressing certain challenges, such as vending in violation
of City codes, has been increased by State laws calling for civil rather than
criminal enforcement. During the budget restructuring, the Code Enforcement
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Division was reduced by 20% while the Police Department budget was reduced
by only 3.3%, though Code Enforcement public health enforcement resources
have been temporarily enhanced through use of as -needed Health
Ambassadors. A shift in resources from the Police Departmen t to the Code
Enforcement Division is consistent with addressing key public health and safety
needs during the pandemic and that will continue and re -emerge in the future as
well as increased use of administrative citations rather than criminal penalties
required by State law.
• $59,000 in funding is proposed for the remainder of FY 2020-21 ($108,000
ongoing) to support the creation of a new 3-1-1 Customer Service system for
the City with staffing to include one new Customer Service Assistant position.
Among the concerns raised in public safety reform and racial justice
conversations has been the overuse of 9-1-1 and the SMPD non-emergency
dispatch line for non-emergency community issues. The direction of calls to
these lines has the potential to lead to the over use of a police response to
respond to issues that are not criminal in nature or do not threaten life or physical
safety. The City also currently receives tens of thousands of calls per year across
more than 1,400 City phone numbers, and likewise received a similar number of
emails requesting assistance to various email accounts across all departments
By creating a 3-1-1 system, the City has the opportunity to preserve 9-1-1 and
public safety dispatch for appropriate uses while enhancing resident services by
providing a single point of entry for residents to contact that would be answered
by a person during business hours when they have concerns or need
information. The project also creates an opportunity to align customer service
efforts across phone, email, and web, including an upgrade to the Santa Monica
Works app that would be rebranded SaMo311. The upgraded system would be
built off existing technology investments and would ultimately allow staff to
record, track, monitor responses to, and report to Council on resident requests
and responses across the City with no new investments in technology required.
The 3-1-1 Customer Service Team would reside in the City Manager’s Office and
comprise two Customer Service Assistant positions (with one new position as
described above and one position repurposed internally from within the City
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Manager’s Office) as well as 50% of time repurposed from a current Assistant
Administrative Analyst in the City Manager’s Office. This 3-1-1 system would be
possible due to many months of work by the Information Services Department
(ISD) to enhance customer service technology across the City, due to
identification of customer service needs as part of the City’s longstanding work to
upgrade its website, and due to expedited work by Christopher Smith, Chief of
Staff to the Interim City Manager, to respond to resident and Council requests for
improved customer service. With approval of funding, staff would aim for an
initial launch date for this new service in late March or early April.
• $120,000 in funding per year for FY 2020-21 and FY 2021-22 for a two-year pilot
program to provide tenant counseling services to assist residents at risk of
being evicted from their homes. In the wake of the public health and economic
crises created by the COVID-19 emergency, the City is at risk of an
unprecedented wave of evictions. City and state eviction moratoriums have
delayed and blunted the impact of potential early evictions. But there is little
doubt that among Santa Monica’s 32,000-plus renter households, the COVID-19
emergency will result in a significant number continuing to be unable to pay rent
and facing eviction efforts in a system stacked against unrepresented tenants.
Data suggests as well that the tenants most likely to face eviction will be minority
and low-income tenants. Making sure that Santa Monica’s tenants have access
to legal representation aligns with the City’s commitment to maintaining an
inclusive and diverse community and offering housing at all affordability levels.
According to the 2019 STOUT report, Cost-Benefit Analysis of Providing A Right
to Counsel to Tenants In Eviction Proceedings, Los Angeles County’s most
vulnerable tenants are frequently unrepresented and evicted by landlords who
are represented by experienced counsel. Providing tenants with counsel is
critical to leveling the playing field and would significantly improve the likelihood
that eviction cases are decided fairly and on the merits. According to STOUT,
97% of Los Angeles County tenants are unrepresented in eviction cases while
landlords are unrepresented in just 12% of their cases. Unrepresented tenants in
LA County get displaced 99% of the time, but if they get representation, they
avoid displacement 95% of the time. The STOUT report also concluded that
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Right to Counsel programs likely result in many direct and indirect benefits to the
community: decreased use of shelters, increased housing stability, decreased
impact on employment, decreased impact on law enforcement, and decreased
impact on the health of displaced children. This pilot program will also help the
City accomplish one of its top three stated goals in its 2020 Assessment of Fair
Housing -- to “prevent displacement of low- and moderate-income residents.” As
set out in the assessment, the top strategy for achieving that goal is to “explore
the feasibility of a Right to Counsel Ordinance to protect tenants’ legal rights.”
The pilot program will assure that eligible households have access to Full -Scope
Legal Representation by a designated organization in eviction proceedings.
What this means is that an attorney from a designated organization will file an
official notice of appearance as counsel on behalf of the income-eligible
individual and will then continue to provide ongoing legal representation in the
eviction proceeding, identifying potential defenses, negotiating on the tenant’s
behalf, participating in mediation or other dispute resolution procedures as
appropriate, and proceeding to trial as necessary.
Households will be eligible for Full-Scope Legal Representation as part of the
pilot program on a first-come, first-served basis if the following criteria are met:
(1) The household earns 80% of the Area Median Income or less as defined in
the Los Angeles/Long Beach metropolitan statistical area (For example, $90,100
now for a family of four.) (2) The household was renting in Santa Monica and
have protections in their eviction case under the City’s Eviction Moratorium, the
state’s COVID-19 Tenant Relief Act of 2020, or any other COVID-19-related law.
(3) The household has already attempted to get full-scope legal services from
Stay Housed LA and LA Represents and could not obtain such services.
The program’s objective will be to provide Full-Scope Legal Representation to
Santa Monica residents in at least 75 eviction cases in each of the first two years.
This objective is based on a proposed budget of $120,000 and preliminary
conversations with LAFLA, which has estimated that a non -profit attorney could
provide representation in 75 cases in twelve months and that a salary and
benefits package of $100,000 is the average for such an attorney.
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The program’s goal is to lower the rate of tenants’ disruptive displacements. To
assess whether the program’s services are achieving that goal, the selected
provider’s required quarterly reports shall include the number of cases in which
full-scope representation was provided, the outcome of the unlawful detainer
(dismissed by parties, dismissed by court, defaults, summary judgments, tria l
verdicts). For comparison and to help measure the success of the program, the
selected provider shall use the reporting by landlords (now required by the City’s
Eviction Moratorium) to provide the number of all unlawful detainers filed by
landlords, eviction notices served, results in those case, and information on legal
representation for all parties.
Given the need to get this program in place before the anticipated wave of
COVID-19 related evictions, the City Manager will, pursuant to SMMC Section
2.24.240(a) authorize the CAO to forego a formal solicitation and instead
proceed with an informal solicitation in accordance with SMMC Section 2.24.210,
using the relevant criteria set out in SMMC Section 2.24.190(i). The CAO will
contract with the selected provider of legal services under the authority granted
the CAO under SMMC 2.24.080. The CAO anticipates that its solicitation will
seek proposals that include coordination of intake, provision of legal services,
and regular reporting (on at least a quarterly basis), with the maximum amount of
funds dedicated to providing legal services to the greatest possible number of
tenants.
The CAO will assign an attorney from its Public Rights section to oversee and
monitor the program. The CAO will work with the Housing and Human Services
Division to initiate education efforts to inform families, tenants, landlords, and
legal aid providers about the availability of this program and the new reporting
requirements.
• $112,500 for the remainder of FY 2020-21 ($225,000 ongoing) in funding to
support retention, onboarding, and the work of a public services contractor to
serve as an Inspector General to facilitate the work of the Public Safety Reform
& Oversight Commission for the co-production of public safety and community
wellbeing between the community and the Santa Monica Police Department.
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Ongoing costs for the positions created above are net neutral due to the elimination of
the vacant Police Department positions. Because these positions are vacant, the
elimination of these positions does not impact current personnel or current staffing
levels. Additionally, $35,000 in training funds is being transferred from the Police
Department to the City Manager’s Office to support training for the members of the
Public Safety Reform & Oversight Commission.
Other General Fund proposed changes include $170,000 to be allocated for the
acquisition of software tools for development of the City’s cybersecurity program and
the restoration of 1.0 FTE Civil Engineering Assistant (limited term) position in the
Public Works Department to address the current inflow of permit applications, thereby
improving customer response times; addition of 1.0 FTE Property Management
Specialist (limited term) in the Community Development Department, reimbursed by the
Airport Fund, to support the leasing and property management work for the Airport; and
addition of 1.0 FTE Business Process Technology Analyst in the Information Services
Department, reimbursed by the Big Blue Bus (BBB) Fund, to provide critical technical
systems support to BBB. These adjustments result in a zero-net change in funding to
the General Fund either because the changes are offset by increased revenues or are
reimbursed by other funds.
The combined midyear staffing adjustments in the General Fund result in a net increase
of 2.0 FTEs. Attachment B is a Salary Resolution detailing new classifications and
salary rates, and Attachment C details the staffing adjustments.
The Mid-Year FY 2020-21 Budget also includes other, non-personnel changes that, in
total, result in an overall reduction in General Fund expenditures. These include:
• The transfer in of $1.14 million in CARES Act funding received in the Fall from
the Miscellaneous Grants Fund.
• A correction to transfer the Water Conservation Unit expenditures from the
General Fund to the Water Fund.
• Cost-neutral budget corrections and adjustments made as City restructuring
continued throughout the fiscal year in the face of the $192.3 million reductions in
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citywide expenditures and $111.8 million reductions in the General Fund as
compared to the prior fiscal year.
• A reduction in payments related to parking management services for downtown
Parking Structures 7 and 8 as a result of decreased parking activity.
• Decreased expenses for contract classes, sports leagues and youth camps as a
result of public health restrictions.
• Funds to partially offset the reductions above that were allocated to swim, tennis
reservations and other programs that continue to operate safely under current
restrictions and are covered by participant revenues.
Expenditure Adjustments – Other Funds
Also included in Attachment A are expenditure adjustments for other funds.
Significant expenditure adjustments that result in a $1.1 million increase in expenditures
and 3.0 full-time equivalent positions in all other funds include:
• Airport Fund – a $0.05 million increase to support economic recovery through
creation of a limited term Property Management Specialist in the Community
Development Department to support leasing and property management work at
the Airport.
• Big Blue Bus Fund – a $0.28 million increase to support a Business Process
Technology Analyst in the Information Services Department to provide critical
technical systems support to BBB and the addition of a Transit Mechanic
Supervisor and a Transit Training Coordinator and realignment of resources to
maintain the transit fleet and facilities, as well as-needed staffing in the area of
customer service.
• Miscellaneous Grants Fund – a $1.24 million increase to reflect the transfer of
CARES Act funding received in FY 2019-20 to the General
Fund, and appropriations to reflect award of the following grants: Bulletproof Vest
Partnership grant, California Department of Justice (DOJ) Sexual Assault
Evidence grant, Justice Assistance Grant (JAG), and Council of Governments
(COG) Homeless Hygiene grant.
• Resource Recovery and Recycling Fund – A cost neutral adjustment to add one
Motor Sweeper Operator position to avoid a further decrease in the frequency of
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street sweeping in residential areas to address cleanliness concerns from
residents, which is offset by a reduction in expenses resulting in a net zero
impact.
• Water Fund – $1.5 million increase to fund the purchase of imported water to
meet residential and business demand while repair to local groundwater wells is
completed.
The increases are offset by changes in the Clean Beaches, Community Broadband,
Gas Tax, Resource Recovery and Recycling, Stormwater, Vehicle Management,
Wastewater and Water funds to reflect corrections that align the budget with changes
made as a result of the restructuring process and that adjust and correct transfers
between funds, including the General Fund, to reflect anticipated spending.
As with the General Fund adjustments, Attachment B is a Salary Resolution detailing
new classifications and salary rates, and Attachment C details the staffing adjustments.
Capital Improvement Program (CIP) Budget Adjustments
Recommended changes to the FY 2020-21 CIP budget include a net budget increase of
approximately $1.2 million, comprised of a $0.17 million increase to one General Fund
project budget, offset by a $0.10 reduction reflecting the transfer of Computer
Equipment Replacement Program CIP funds to the operating budget and approximately
$1.1 million in combined increases to five non-General Fund project budgets. The
budget changes are detailed in Attachment A and summarized below.
General Fund
Staff recommends a one-time appropriation of $170,000 to fund a web
application firewall as part of the continued development of the City’s cyber
security program to minimize the likelihood of a security compromise, or to detect
and eradicate cyberattacks.
Community Broadband Fund
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The City has entered into a contractual agreement, the City's Lit Fiber
Agreement, with Los Angeles SMSA Limited Partnership dba Verizon Wireless,
for a 5G Small Cell deployment leveraging the City's fiber optic network. Staff
recommends a one-time budget appropriation of $677,500 to fund the
construction and installation for Verizon's deployment of Phase III and Phase IV
of the project. Funds for the project are collected from Verizon Wireless for the
Community Broadband Enterprise Fund.
Local Return Fund – Measure M
The Measure M program is funded by a sales tax measure approved in 2016 by
Los Angeles County voters to finance public transit, paratransit and related
transportation infrastructure projects. Staff recommends allocating $150,000 in
currently available resources to the Traffic Signal Safety – Power Outage Back-
Up Battery project. This project will ensure that there are safe and effective traffic
signal systems, to enable the movement of cars, buses, pedestrians, and
emergency vehicles. When the traffic systems fail there is an emergency
condition that needs to be dealt with immediately. The battery back-up system is
essential to avoid outages because it provides the necessary safety net for
construction and periodic power outages.
Cemetery Fund
The Rooftop Fall Protection and Access Retrofits project funds the OSHA
compliant fall protection plan which includes construction of physical barriers,
installation of fall protection systems, and miscellaneous other engineering
solutions to ensure safety for all maintenance staff. This plan ensures that all
employees who work on the rooftop of Woodlawn Cemetery have access to the
proper equipment and training and that the proper engineering controls are in
place to ensure their safety while conducting such maintenance tasks. Staff
recommends allocating $150,000 in available Cemetery Fund resources to fully
implement safety recommendations.
Special Revenue Fund
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The state Low Carbon Fuel Standard Program (LCFS) requires that revenues
generated through this program be used for clean transportation projects. The
EV Charging Station project will procure and install new EV charging ports at
both off‐street and on‐street locations throughout the City. Creating a network of
public ports that will make driving an electric vehicle a more convenient option
and as a result, reduce citywide air pollution and greenhouse gas emissions.
Staff recommends allocating $50,000 in available LCFS special revenue funds to
expand the EV charging network.
The Storefront Door Safety Repair project will provide funding to repair the Bike
Center storefront doors on Colorado Avenue. In addition to regular repair
required of a ten year old space, the facility was repeatedly vandalized during the
May 31st civil unrest to the point where there are immediate and significant safety
concerns and require implementation of safety measures. Staff recommends
appropriation of $47,000 in available Bayside District Parking Levy Assessment
funds.
Proposed Resolution to Adopt a BLS Paramedic Assessment Fee and a Disposable
Medical Supplies Fee
Responding to Council direction as part of the FY 2020-21 budget adoption process to
identify areas where the City can achieve better cost recovery on services rendered to
individuals, the Santa Monica Fire Department (SMFD) is proposing to implement a BLS
Paramedic Assessment Fee on users of Basic Life Support ambulance transports to
recover the costs of providing services, as well as a Disposable Medical Supplies Fee
charged to the ambulance provider. These fees are similar to those charged by
neighboring jurisdictions (Beverly Hills, Torrance) and seek to recover costs in an area
that is particularly strained as a result of the City’s increased daytime visitor population.
To provide background, Emergency Medical Services (EMS) is the core of SMFD’s
Suppression and Rescue Division. Highly trained firefighters located at 5 stations
throughout the City deliver emergency services around the clock. In 2020, SMFD
responded to 15,860 calls for service that included medical emergencies, fires,
transportation accidents and other emergency calls. Approximately 70% of emergency
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responses are EMS calls. The number of calls is boosted by Santa Monica’s daytime
visitor population, which rises from approximately 93,000 residents to 250,000 people in
the City on a given day.
There are two levels of emergency medical service: 1) Basic Life Support (BLS) is
limited to basic assessment and first aid treatment, and 2) Advanced Life Support
(ALS), which is provided by licensed paramedics who can administer IV medication,
intubate, and provide cardiac monitoring to a patient. EMS is delivered via Advanced
Life Support (ALS) capable SMFD engine companies staffed by four personnel, two of
whom must be licensed paramedics. To provide EMS transportation services, the City
contracts with a private ambulance company staffed with EMTs.
When a person calls 9-1-1, an ALS paramedic fire engine is dispatched along with the
contracted ambulance provider to ensure the highest level of care can be provided.
SMFD has the responsibility and authority for all medical decisions and actions on every
call. The paramedics provide a medical assessment to determine the appropriate level
of care required based on the patient’s presenting symptoms. ALS is provided to
patients who require paramedic services for serious emergency situations. If it is
determined the patient requires ALS, a SMFD paramedic rides along in the ambulance
with the patient to continue patient treatment while en route to a medical facility. BLS is
provided to patients with less serious emergency situations and the ambulance provider
transports the patient utilizing their two emergency medical technicians.
In 2020, total calls resulted in care being provided to 9,664 patients. Of those patients
receiving care, 6,860 were transported to the hospital: 44% were ALS transports and
56% were BLS transports.
While SMFD paramedics provide care and expertise throughout the process, SMFD
does not currently charge patients for responding to calls, conducting examinations, or
working with the ambulance provider to transport patients who only need a BLS
transport. Instead, under the current billing structure, SMFD only charges a fee for
paramedic services when a patient requires an Advanced Life Support transport.
The City of Santa Monica has the legal right to establish its own ambulance
transportation fees but has always utilized the rates established by Los Angeles County.
The County establishes maximum allowable rates chargeable to the general public for
ambulance transportation for those cities that do not have the right to establish their
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own ambulance transportation fees. The current LA County charge for a BLS transport
is $1,695 and the current charge for an ALS transport is $2,540. Under the City’s
current fee structure, SMFD receives the monetary difference between a BLS and an
ALS call on every ALS transport call ($845), and nothing for a BLS transport call.
The ambulance provider bills the patient on behalf of the City for the ALS Transport Fee
and also bills for their own services. In FY 2019-20 the City recovered approximately
$550,000 in costs for ALS paramedic services. If a patient is not transported to a
hospital no fees are charged regardless of the service provided by SMFD.
The proposed BLS Paramedic Assessment Fee of $640 is based on a full cost recovery
determination from the results of the current comprehensive fee study and reflects the
average time required for an engine company to complete a BLS EMS call (30 minutes).
Los Angeles County also sets a “disposable medical supplies” fee of $29 that can be
charged on every call that results in transportation. SMFD also recommends
establishing the Disposable Medical Supplies fee of $29 per call, on a per transport
basis, to recover the costs of utilizing the disposable medical supp lies provided by the
City. This fee is currently charged and retained by the ambulance provider.
There are four basic payer types when billing for ambulance transportation: MediCal,
MediCare, Private Pay, and Commercial. MediCal and MediCare payers both p ay a
fixed amount regardless of the charge and would not be affected by this new fee.
Private Pay are people who do not have insurance. A small percentage of this group
are very wealthy people who pay as they go and can generally afford a fee like this. The
vast majority of Private Pay are uninsured due to financial hardship and their fees are
typically reduced or waived entirely. Commercial insurance is the main group that pays
a billed rate through their insurance provider.
The proposed BLS Paramedic Assessment Fee would enable the City to bill for its costs
of responding to, and providing an assessment on, calls that result in a BLS level
transport. The current ambulance operator would bill and collect the proposed BLS
Paramedic Assessment Fee on the City’s behalf, with an estimated annual cost
recovery of $300,000.
Alternatively, the Council may elect to subsidize the BLS Paramedic Assessment Fee
for residents and recover the full cost of the service from non-residents. For example, a
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25% subsidy for residents would result in a BLS Paramedic Assessment fee of $480 for
residents and result in an annual total cost recovery of approximately $250,000.
Extension of Grants Programs
Human Services Grants Program
The City engages in a competitive process to allocate funding for a wide range of
safety-net services for Santa Monica residents through the Human Services Grants
Program (HSGP). For over 40 years, the HSGP has provided predictable, stable
operating funds through multi-year funding cycles, with contracts and outcomes
modified to meet emerging needs each year during the cycle. On June 23, 2015
(Attachment F), Council awarded four-year grants to 22 nonprofit agencies through the
FY 2015-19 HSGP. On January 22, 2019 (Attachment G, Council approved a two-year
extension of the grant cycle, postponing the next HSGP cycle to FY 2021-22 in order to
allow staff sufficient time to redesign performance measures and outcomes to serve as
the foundation for a new Request for Proposals (RFP). A robust community
engagement process was conducted in 2019, but the emergence of COVID-19 in early
2020 effectively halted RFP development, as staff quickly shifted focus to working with
HSGP grantees to pivot services in response to the pandemic, and also to launching
new programs aimed at addressing food and housing stability via the Virginia Avenue
Park Food Panty and the City’s COVID-19 Emergency Rental Assistance Program
(ERAP). In doing this work, staff bandwidth was stretched thin, as the newly
restructured Community Services Department (CSD), which also provides an array of
social, cultural, recreational, educational, and housing programs and services, was
reduced by 87 full-time-equivalent staff positions as part of the restructured FY 2020-21
Budget, further eroding available resources and making delivery of a meaningful RFP in
the fall of 2020 unattainable.
With the current grant cycle set to end on June 30, 2021, staff recommends that Council
extend the cycle for an additional two years, through June 30, 2023. A two-year
extension will allow the City to continue its commitment to these critical programs and
permit staff and grantees to focus limited resources on efforts to address basic needs
and support economic recovery until the pandemic subsides, likely by Fall 2 021. Staff
would then resume HSGP RFP development in early 2022 to inform a Fall 2022 release
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that reflects post-COVID community needs. The resulting grant awards would be part of
the new grant cycle, which would be included in the FY 2023 -24 Biennial Budget
Process for Council’s consideration.
Due to the uncertainty of City’s current fiscal position, staff is not recommending
approval of specific grant amounts at this time, only the acknowledgement of current
grantees (Attachment H) and extension of the current grant cycle through FY 2022-23.
Over the next several months, as the City develops the FY 2021 -23 Biennial Budget,
CSD staff will work with the Finance Department to solidify estimates for the diverse
funding sources that support these grants. These estimates could be impacted by local,
State, and Federal stimulus efforts, changes in funding levels for grants the City
receives, and unpredictable changes in the City’s economy. Then, using the funding
estimates, staff will allocate funding to best support the critical work of the program’s
grantees. Staff will present the recommended annual grant amounts to Council with the
Proposed Biennial Budget for FY 2021-23, a timeline that is consistent with past
practices.
Organizational Support Program for Santa Monica Arts and Culture Non-Profits
The Organizational Support Program (OSP) provides discretionary, multi-year support
for day-to-day operations of Santa Monica’s non-profit arts and culture organizations,
funding that is traditionally difficult to obtain in the arts sector. Council awarded four-
year grants to 13 nonprofit arts organizations on June 23, 2015 (Attachment F). The
timing of the awards was coordinated with the HSGP calendar. On January 22, 2019
(Attachment G), Council approved an RFP process for a new two-year OSP grant cycle.
On June 25, 2019 (Attachment H), Council approved OSP grants to 20 nonprofit arts
and culture organizations, an increase from 13 in the previous cycle. The increase in
grantees reflected eligibility changes to the program based on equity recommendations
made in a 2019 assessment of Cultural Affairs’ grants programs. The new eligibility
requirements made it possible for smaller and mid-sized arts organizations, which often
serve lower-income communities and communities of color, to apply and be considered
for OSP grants.
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The COVID-19 pandemic has created overwhelming difficulties for arts non -
profits, and most are struggling with fewer staff and reduced capacity to invest
in developing and submitting new grant applications for OSP funding. In addition, the
Cultural Affairs Division’s chief priorities for the current and the coming year are the Art
of Recovery Initiative and the Belmar History + Art project, leaving limited capacity in the
reduced staff and current environment for initiating a new OSP cycle. The Art of
Recovery Initiative also plays a key role in supporting the needs of the artist community
during the pandemic by putting artists to work using Private Percent for Arts Funds to
implement projects that strengthen and connect the Santa Monica community in these
historically challenging times. As a result, staff recommends that Council extend the
current OSP cycle for two years, through June 30, 2023. This would allow staff and the
grantees to continue to focus on critical recovery efforts, rather than the administrative
tasks of initiating a new grant cycle.
Due to the uncertainty of City’s current fiscal position staff is not recommending
approval of specific grant amounts at this time, only the extension of the current grant
cycle and the acknowledgement of the grantees and programs that will be included
through FY 2022-23 (Attachment H). Over the next several months, as the City
develops the FY 2021-23 Biennial Budget, CSD staff will work with the Finance
Department to solidify estimates for the funding sources that support these grants.
Then, using those estimates, staff will allocate funding to best support the critical work
of the program’s grantees. Staff will present the recommended annual grant amounts to
Council with the Proposed Biennial Budget for FY 2021 -23, which is consistent with past
practices. Staff would return to Council at the start of 2023 with a request
to implement a new OSP grant process for the 2023-24 fiscal year.
Acceptance of Grant Awards
Justice Assistance Grant (JAG) 2020 - $42,430
The JAG program is a formula grant that provides funding to support a range of
program areas including law enforcement. Santa Monica has been an annual recipient
of varying amounts of Justice Department grant funds for the past ten years. SMPD
plans to leverage 2020 JAG funds to fund additional overtime operations that will
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address identified public safety challenges. Without the JAG funds, the opportunity to
respond to unanticipated neighborhood crime and public safety concerns is reduced.
California Department of Justice Sexual Assault Evidence Grant Program - $2,681
As part of the 2019 State budget, the California Legislature appropriated $2 million in
grant funding to assist local law enforcement agencies with the process of submitting
and testing sexual assault forensic evidence. Local law enforcement agencies in
California are eligible for the grant. The Santa Monica Police Department was awarded
funding for a project to re-evaluate and properly update some cases from the 1980s and
1990s where reports, property, and evidence were not logged in a clear and detailed
manner. The funding will provide overtime to accomplish this in order to ensure that
there is no impact on the efficient processing of current kits. This is estimated to be a
six-month project.
2020 Bulletproof Vest Partnership (BVP) Grant - $24,276
The US Department of Justice, Bureau of Justice Assistance awarded the Santa Monica
Police Department a two-year grant as part of the 2020 BVP grant program. This grant
would reimburse SMPD for 50 percent of the cost of approximately 75 replacement
bulletproof vests purchased under the program. Bulletproof vests are an important tool
for keeping officers safe in the field. Bulletproof vests are on a five-year replacement
cycle because of the degradation of the Kevlar from repetitive use. These funds will
support the purchase of vests through 2022.
Resolution Regarding Travel by Council Members and City Issued Technology
City Council members are eligible to receive certain equipment and reimbursements for
costs in order to conduct their work on behalf of the City. This includes telephone and
computer equipment, access to wi-fi, and access to funds for City-related travel. To
date, the scope of these available resources has been defined in Resolution No. 9270
adopted on May 19, 1998. Staff recommends that Council adopt an updated resolution
regarding travel, staff assistance, City-issued technology and accepted use, and other
resources available to Councilmembers in order to take into account the significant
changes that have occurred over the past 23 years in the area of technology and
communications, and to align the resolution with current requirements related to use of
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equipment, travel and travel-related reimbursements per City Administrative Instructions
and State law.
Public-Private Partnerships
Prior to the COVID-19 pandemic, traditional City revenue streams (most prominently
sales tax and parking revenues) were already negatively impacted by new economic
trends including a decrease in in-person retail; increased use of the internet for activities
such as shopping, entertainment and communication; and the shift to a sharing and gig
economy. Before COVID-19, these trends were flattening future revenue growth, even
as expenditures and community services continued to grow. The COVID -19 pandemic
and related stay at home orders exacerbated and expedited these challenges, and
COVID-19 has likely brought permanent change to the way we work, live, and shop.
These negative economic impacts have occurred even as community needs have
grown due to public and mental health impacts of the pandemic and new economic
realities such as rising unemployment, rising food insecurity, rising homelessness, and
concerns about housing security once emergency orders end.
We Are Santa Monica Fund
Over the years, the City has developed programs and structures in various departments
that provide the ability to raise funds through private donations. Some examples include
the Library Foundation of Santa Monica (a 501(c)(3) organization dedicated to ensuring
that the City’s public library continues to evolve as a public space for culture,
opportunity, and lifelong learning); the Police Activities League (PAL) (a 501(c)(3)
organization operated by City staff that provides free youth programs for youth 6 to 17
years of age); the Friends of the Santa Monica Animal Shelter (a 501(c)(3) organization
dedicated to providing support and resources beyond the basic care and services the
animal shelter provides); and Give Santa Monica (a now-suspended program that
facilitated donations to the City’s parks and the Beach). The City has long aspired to
modernize and make more uniform its approach to enhancing City facilities and services
through private donations.
At the beginning of the COVID-19 pandemic, there was an outpouring of support from
residents and members of the business community who wanted to make philanthropic
donations of goods, services, and funds to aid recovery effort s, yet the City did not have
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a mechanism to receive general or emergency donations in a prudent and transparent
way. To address this issue, in March 2020, the City adopted an Emergency Donations
Policy and established the We Are Santa Monica Fund. This donor advised fund (DAF)
is administered through the California Community Foundation (CCF). Consistent with
prior Council direction, CCF awards donations to eligible non -profits and emergency
City service support in four areas including:
1. COVID-19 Relief for Santa Monica Residents donations support efforts to
address impacts of COVID-19 on Santa Monica residents including housing
insecurity and food insecurity.
2. Business Recovery donations provide support to efforts aimed at recovery so our
businesses can continue to serve the community.
3. Black Agenda in Santa Monica donations are a vehicle to support the Black
Agenda in Santa Monica and citywide efforts to advance racial equity in ou r
community. For general donations made without a support project selected, 10% will
be used to implement the Black Agenda in Santa Monica.
4. Food Pantry at Virginia Avenue Park donations help serve those facing food
insecurity in our community.
Between November 1 and December 31, 2020, community members contributed
$1,153,145 to the We Are Santa Monica Fund, with a large majority of donations
specifically designated to support the Virginia Avenue Park emergency food pantry,
which provides over 300 Santa Monica households experiencing food insecurity with
fresh groceries each week. This impressive coming together of our community to
support one another shows the viability of the We Are Santa Monica Fund as a long -
term tool to support the desire of community members to participate in lifting one
another up.
In order to continue the success of the We Are Santa Monica Fund, enhance
community engagement in these efforts, and adhere to best practices for donor-advised
funds, staff proposes to establish a small, five-member We Are Santa Monica Fund
Advisory Board, to be selected by the City Manager to advise the City Manager in the
following three areas:
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1. Provide knowledge of Santa Monica and its residents’ needs, as well as expertise
in fundraising, non-profit operations and management, government and community
relations, and/or knowledge in other valuable fields.
2. Provide input on allocation of funds to non-profit community partners and
community-focused programs and services.
3. Enhance community and donor awareness of the Fund, consistent with fundraising
restrictions and best practices for donor-advised funds.
The chart below depicts the role of the City Council, City Manager, and We Are Santa
Monica Fund Advisory Board and the system for the DAF.
The We Are Santa Monica Advisory Fund Advisory Board will provide advice to the City
Manager rather than the City Council in order to allow timely recommendations,
consistent with priority areas set by Council, regarding distribution of funds, with regular
reports to Council and the community. With Council approval, the City would publicly
announce and designate a 30-day application timeline for seats on the We Are Santa
Monica Fund Advisory Board in February 2021 and finalize appointments by ea rly
March, allowing the body to begin its work sometime in April or May 2021. In the long -
term, the City will evaluate whether to transition the We Are Santa Monica Fund from a
donor-advised fund administered through CCF to an independent 501(c)(3).
Other Opportunities
Today, COVID-19 has forced the City to take drastic action with respect to its budget,
but associated cuts leave services well below pre-COVID levels throughout the January
2021 Five-Year Forecast presented to Council in this staff report. Staff has identified $3
million in ongoing funds beginning in FY 2021-22 that can be used to assist as social
and civic life reemerge, as noted in the Five-Year Financial Forecast section above; but
this represents 5% of the ongoing budget cuts made in the FY 2020-21 Adopted Budget
for the General Fund. Looking at the “Recovery scenario” of the Forecast, by the end of
the forecast period, only $9 million in ongoing funds would be available to add to
existing services -- for a total of $12 million by FY 2025-26; this represents 20% of the
total budget cuts, or a restoration of one-fifth of the programs and services provided as
of January 2020.
In 2019 and again in 2020, Council directed staff to explore new revenue streams,
including public-private partnerships, to allow for the preservation and now restoration of
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youth programming and other City services. At the same time, the Budget Task Force –
a group of community members and staff convened by the City Manager in Fall 2019 to
identify new ways of reaching financial sustainability – recommended that the City look
deeper into public private partnerships as a way to increase revenues. Alternative
revenue streams from public private partnerships can accelerate the enhancement of
City services and strengthen our financial resilience as we re-emerge into a world that
has seen massive economic and behavioral disruption.
Responding to Council direction, on June 23, 2020, Council approved a first
modification to agreement #10813 (CCS) with The Superlative Group Corporation
(Superlative) for conducting a valuation of viable advertising, naming rights, and
sponsorship opportunities to inform development of a program with the objective of
reviewing the community’s needs and values and opportunities to fund commu nity
programs and services without increasing taxes and fees.
Digital Wayfinding & Out of Home Advertising
Both City staff and Downtown Santa Monica, Inc., have explored the potential of digital
kiosks to enhance wayfinding and supplement revenues. Within the relevant industry,
these kiosks are referred to as out of home (OOH) advertising, which refers to dynamic
media distributed across small geographic areas that provides the ability to rotate
advertisements for multiple brands, allowing advertisers to engage more effectively with
customers and audiences. Within cities utilizing these kiosks, such as Berkeley, CA,
Coral Gables, FL, and Tempe, AZ, the kiosks also provide key benefits including:
• Wayfinding Capabilities: OOH kiosks could greatly enhance the effectiveness
and adaptability of the City’s pedestrian wayfinding capabilities. The wayfinding
component could include a map of the immediate surrounding area, direct people
to transit options, and share information on nearby businesses, public spaces,
and local landmarks. All of these features could be digitally updated providing
immediate adaptability to changing conditions.
• Emergency, Public Safety, and Public Health Notifications: OOH kiosks
would also serve as an effective platform to share critical information with the
public, in emergency situations but also with PSAs focused on everyday actions
that improve the livability of the City such as emphasizing zero waste and anti -
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littering messaging as well as the need for all to lock car doors and not l eave
valuable items visible in parked vehicles. Kiosks could be used to dial 911 for
emergency assistance.
• Resident Response / Customer Service Capabilities: OOH kiosks also
present the potential to integrate new customer service tools, such as the 311
system, as these tools are enhanced and evolve over time so that all residents
and visitors can report problems and concerns effectively for City response. The
kiosks could also be used for customer surveys.
For all of the above reasons, OOH kiosks also present the potential to enhance
language justice by providing content in multiple languages as desired.
Following Council direction, staff worked with Superlative to explore opportunities for the
use of OOH kiosks in a manner that would be consistent with our community’s values
and beachside aesthetic. A comprehensive assessment resulted in a list of potential
stationary digital kiosk and possibly small format sign locations across Santa Monica,
calculated revenue potential of each location, and developed recommendations for
phased implementation of a digital wayfinding program that includes out of home (OOH)
advertising. Superlative recommended a two-phase market coverage approach that
would focus on strategic high-trafficked major commercial corridors. The first phase
would include 25 boards in highly trafficked areas such as the UCLA Medical Center
and Providence St. John’s Medical Center, the Pier, Santa Monica Boulevard, and the
Downtown. The second phase, if implemented, could include an additional 25 boards in
similar locations, as well as Montana Avenue and Main Street, to reach maximum
deployment of 50 total kiosks. A decision on whether to proceed with the second phase
would occur approximately 12 months after the first-phase deployment to allow the
network to mature and to address any community concerns or unanticipated impacts.
The map below depicts potential locations of Phase 1 kiosks, with such locations to be
reviewed by Council at a future meeting.
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To minimize the City’s upfront investment and ongoing operations and maintenance
costs, the kiosks could be leased from a digital signage management company and, per
industry standard, the City could anticipate a minimum of a 40 – 45% share of all
revenues generated net of installation, maintenance and content sales, with some
resources required for contract management. Agreements also include a minimum
annual payment guarantee. Other stakeholders, such as business improvement
districts, would receive some of the advertising space to use at their disc retion, in
accordance with Citywide policies and standards that would be established prior to
deployment of Phase 1.
The images below depict examples of different digital OOH Kiosks.
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LA Metro Station
Sunshine Coast, BC Canada
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San Antonio, TX
Superlative calculated revenue projections assuming an industry standard 45% revenue
share with the management company, an initial $10,000 investment per kiosk, and an
annual CPI escalator of 2.42 percent. If both phases are implemented, revenue over the
life of a 20-year term is conservatively estimated at $39.8 million, with the assumption
that the second phase would be deployed in Year 3. If only Phase 1 is implemented, the
program could generate approximately $22.9 million over 20 years. Proposed kiosk
locations would be vetted with the Council and the community prior to installation, with
the understanding that any changes made to the proposed locations would likely impact
projected revenues. Total net projected revenues by phase and year are detailed below.
ESTIMATED POTENTIAL REVENUE FROM DIGITAL WAYFINDING OOH PROGRAM
Term Phase
1
Phase
2
Total Projected Revenue
Year 1 $794,333 $ - $794,333
Year 2 $928,779 $- $928,779
Year 3 $951,255 $650,989 $ 1,602,244
Year 4 $974,275 $785,211 $ 1,759,487
Year 5 $997,853 $804,213 $ 1,802,066
Year 6 $ 1,022,001 $823,675 $ 1,845,676
Year 7 $ 1,046,733 $843,608 $ 1,890,342
Year 8 $ 1,072,064 $864,023 $ 1,936,088
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Year 9 $ 1,098,008 $884,933 $ 1,982,941
Year 10 $ 1,124,580 $906,348 $ 2,030,928
Year 11 $ 1,151,795 $928,282 $ 2,080,077
Year 12 $ 1,179,668 $950,746 $ 2,130,415
Year 13 $ 1,208,216 $973,754 $ 2,181,971
Year 14 $ 1,237,455 $997,319 $ 2,234,774
Year 15 $ 1,267,402 $ 1,021,454 $ 2,288,856
Year 16 $ 1,298,073 $ 1,046,173 $ 2,344,246
Year 17 $ 1,329,486 $ 1,071,491 $ 2,400,977
Year 18 $ 1,361,660 $ 1,097,421 $ 2,459,081
Year 19 $ 1,394,612 $ 1,123,978 $ 2,518,590
Year 20 $ 1,428,361 $ 1,151,179 $ 2,579,540
Total $ 22,866,611 $ 16,924,799 $ 39,791,410
Staff recommends that Council direct staff to proceed in exploring a digital OOH
advertising program that would include the following next steps:
1. Issue a request for proposals (RFP) for a digital wayfinding and OOH advertising
vendor for the construction, installation and management of advertising space of
an initial phase of 25 digital OOH kiosks, and a possible subsequent second
phase of 25 additional kiosks in highly trafficked areas of the City; and
2. Return to Council with proposed kiosk locations and recommendations for new
policies and/or changes to existing City policies and municipal codes to guide the
successful implementation and operation of the digital OOH advertising program
consistent with the goals of maintaining community aesthetics and enhancing
overall engagement with and value for the community.
Naming Rights and Sponsorship Opportunities
Consistent with guidance from the Budget Task Force, Superlative has also conducted
an evaluation of potential naming rights and presenting sponsorship opportunities for
City-owned facilities, public spaces, and category partnerships. Santa Monica has
engaged in public-private partnerships successfully in this area in the past. Most
prominently, the City successfully partnered with Santa Monica-based Hulu as the
presenting sponsor of the Breeze Bike Share system. This partnership resulted in
approximately $3.6 million in total sponsorship proceeds over the life of the City’s
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agreement with Hulu and ultimately supported more than 149,000 riders taking nearly
one million trips on Breeze bikes.
Any program introduced in this regard should emphasize the importance of maintaining
the authentic character and picturesque aesthetic of Santa Monica and be implemented
in a way that would be appropriate and respectful of the values of our close -knit
community.
Community value does not rest in revenue alone; and, should Council wish to consider
public-private partnerships that involve naming rights or sponsorships of City assets,
this would need to be done with incredible care to enhance rather than detract from
community value. As one example, the City could negotiate a partnership with a local
philanthropic foundation to rename the Santa Monica Swim Center for a 25 -year term to
support facility upgrades and renovations and fund water safety classes or other
community recreation programs.
Superlative’s valuation also highlighted the potential of “category partnerships,” across
City leases. As one example, exclusive single-source beverage pouring rights
agreements are a common category partnership entered into by municipalities,
universities, and private venues. Santa Monica could potentially benefit from a similar
agreement that would, for example, require a specific beverage be sold by lessees of all
City-owned restaurant and concessions facilities. In return, the beverage partner could
offer discounted rates and volume incentives to City lessees, pay an annual
sponsorship fee and signing bonus to the City, and provide other in-kind support,
including marketing if desired, for selected City facilities and programs. The City and
County of Denver have a five-year agreement for $250,000 per year with Pepsi as the
exclusive soft drink partner of city and county-controlled venues, and UCLA has a ten-
year exclusive pouring rights agreement with Coca-Cola for $15.4 million.
Staff recognizes the sensitivity of these matters and the extraordinarily careful balance
that must be struck in order to enhance community value and reside nt love of our public
spaces, programs, and facilities. At this time, staff seeks direction only on whether
Council would like to receive more information in a future study session as to these
and/or similar opportunities. Alternatively, Council could direct staff to defer work in this
area and focus efforts elsewhere.
Next Steps in the Budget Process – Community Outreach
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In December 2018 and January 2019, in preparing for the FY 2019-21 Biennial Budget,
staff conducted outreach to community members to u nderstand what aspects of the
Framework for a Sustainable City of Wellbeing (Framework) were priorities for our
community.
Council then considered the community’s priorities in developing a final set of six
Framework Priorities that would inform resource and energy allocation for the FY 2019-
21 Budget and serve as the basis of a performance measurement methodology to track
progress. The six priority areas were:
• Affordability
• Climate Change
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• Engaged and Thriving Community
• Keeping Neighborhoods Safe
• Mobility and Access
• Reduce Homelessness
During its decision making for the adoption of the restructured FY 2020 -21 Budget,
Council continued to invoke the priority areas and values shown above, but the
unprecedented health and economic crisis required a shift to immediately focus on
responding to the public health emergency, providing clean and safe foundational
services, economic recovery for our community, and racial justice and equity. While
recovery is anticipated to begin once the vaccine is widely distributed, economic
recovery will be slow and, as noted in the January 2021 Five-Year Forecast, the City will
be forced to make difficult decisions regarding the use of extremely limited resources in
future years in order to reopen facilities and programs and rebuild its financial resilience
in the face of any potential new emergencies. It will therefore be more important than
ever before to understand the community’s needs anew as staff and the Council
develop the FY 2021-23 Biennial Budget.
The FY 2019-21 Adopted Budget set a course for a six-year transformation to a
performance based management model using the Framework that required mapping
over 600 activities conducted by the City to one of 27 areas, costing those activities
individually, and tracking individual metrics for each activity. This model required the
dedicated support of over five positions in the City Manager’s Office in addition to
significant resources in the Budget Division and throughout the organization. The
dedicated positions were eliminated as part of the COVID-19-related restructuring in
2020. The City remains committed to using the principles of performance management
and metrics to ensure limited City funds are making the biggest impact for the
community. However, the unprecedented health and economic crisis is requiring that
we pivot on our approach: the City will adopt a simpler, more focused tool to gauge our
performance in achieving Council priorities while otherwise focusing resources on
providing services and addressing the immediate needs of our residents as the City
gradually reopens and re-establishes services in a changed landscape.
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While the pandemic has had devastating impacts on City revenues, staff remains
committed to a FY 2021-23 budget process that incorporates and reflects community
input. As a first step in this process, staff plans to conduct a community outreach
process in February to gauge needs. Given the fact that the Framework areas
(previously called “sub-outcomes”) represent every aspect of services a community
(and not just the municipal government) provides, staff will use a survey tool asking
community members to rank these same areas of service. The results of this survey
will be presented to Council as part of the March 9 priority setting session to further
inform Council’s understanding of community priorities. At the March 9 meeting, staff
will ask for Council direction on approximately five priority areas, once again based on
the Framework, that will guide staff in proposing allocation of scarce resources during
the preparation of the FY 2021-23 Biennial Budget.
Financial Impacts and Budget Actions
Recommended FY 2020-21 midyear revenue budget adjustments result in a $14.6
million decrease in the General Fund and $5.3 million decrease in the Othe r Funds that
result in a combined $19.9 million net decrease from the citywide revenue budget. The
recommended FY 2020-21 midyear expenditure adjustments result in a net $0.3 million
decrease in General Fund operating and capital expenditures and $2.3 mil lion increase
in the Other Funds operating and capital expenditures that result in a net $2.0 million
increase from the citywide expenditure budget. Details for FY 2020 -21 midyear
adjustments are in Attachment A.
Prepared By: Gigi Decavalles-Hughes, Director
Approved
Forwarded to Council
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Attachments:
A. Attachment A - Budget Adjustments FY 2020-21
B. Attachment B - Salary Resolution 01.26.2021
C. Attachment C - Position and Classification Changes
D. Attachment D - Council Member Travel Resolution
E. Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution
F. Attachment F - Council Meeting 06.23.15 - FY 2015-19 HSGP and OSP
G. Attachment G - Council Meeting 06.25.19 - Extension of HSGP and OSP
H. Attachment H - FY 2020-21 HSGP and OSP Grantees
I. Written Comments
8.B
Packet Pg. 902
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
GENERAL FUND (01)
CITY ATTORNEY This revenue is related to charging non‐General Fund
departments for administrative hearings. Adjustment reflects a
reduction to align the budget to projected actuals.(2,000)$
TOTAL CITY ATTORNEY REVENUE ADJUSTMENTS (2,000)$
RECORDS & ELECTION
SERVICES
This revenue is generated from charging departments for printing
services. Adjustment reflects reduced printing requests as a result
of facility closures and event cancellations due to COVID‐19
restrictions.(223,463)$
TOTAL RECORDS & ELECTION SERVICES REVENUE ADJUSTMENTS (223,463)$
BIG BLUE BUS 6 Adjustment reflects declines in parking revenue from decreased
activity at parking lots, parking structures and parking meters as
a result of public health restrictions and closures. This decrease
is partially offset by expenditure reductions from the parking
management services contract, as reflected in expenditure
change ID #6 below.(9,635,023)$
TOTAL BIG BLUE BUS REVENUE ADJUSTMENTS (9,635,023)$
COMMUNITY
DEVELOPMENT
Adjustment primarily related to reductions from construction and
building permit applications, which impact building & safety fees;
reduced revenue from code enforcement fees due to the
prioritization of enforcement efforts on emergency related
enforcement; and suspension of outdoor dining fees to aid
economic recovery efforts. (2,800,257)$
9 Adjustment reflects revenue to fund professional services to
review technical documents related to the City's Seismic Retrofit
Program. These are pass through fees charged back to
customers, as reflected in expenditure change ID #9 below.334,016$
TOTAL COMMUNITY DEVELOPMENT REVENUE ADJUSTMENTS (2,466,241)$
10 Adjustment reflects reduced revenue primarily from contract
classes, sports leagues, youth camps, swim programming and
facility fees as a result of public health restrictions. This is
partially offset by decreased expenses for contract classes, sports
leagues and youth camps, as reflected in expenditure change ID
#10 below.
(3,107,819)$
11 Adjustment reflects revenues to fund proposed increases to
programs that can continue safely under existing restrictions.
These revenues will fund the costs to operate the programs, as
reflected in expenditure change ID #11 below.
289,338$
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
REVENUE BUDGET ADJUSTMENTS
COMMUNITY SERVICES
January 26, 2021 1 of 17
8.B.a
Packet Pg. 903 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
12 Adjustment reflects passthrough revenues received for the lease
of Ken Edwards Center from the tenant, Wise & Healthy Aging, to
cover the costs of utilities and maintenance. These revenues will
fund the expenses paid by the Community Services Department,
as reflected in expenditure change ID #12 below.122,088$
TOTAL COMMUNITY SERVICES REVENUE ADJUSTMENTS (2,696,393)$
FINANCE 28 Adjustment reflects a correction to the budgeted reimbursement
to the General Fund from the Water, Wastewater, and Resource
Recovery and Recycling Funds for utilities billing services provided
by the Finance Department, based on actual costs. This
correction carries through to all impacted funds and results in a
net zero change, as reflected in expenditure change ID #28
below.(119,552)$
TOTAL FINANCE REVENUE ADJUSTMENTS (119,552)$
FIRE Adjustment reflects unbudgeted reimbursement revenue from
strike team and mobile stroke unit special deployments to assist
with wildfires as part of mutual aid. This was offset by reduced
revenue from fire permits and residential, commercial, and high‐
rise inspections as result of public health restrictions and
closures.
1,303,635$
TOTAL FIRE REVENUE ADJUSTMENTS 1,303,635$
LIBRARY Adjustment reflects reduction in rental revenue and other library
services revenue as a result of public health restrictions and
closures.(71,259)$
TOTAL LIBRARY REVENUE ADJUSTMENTS (71,259)$
POLICE Adjustment reflects reduction in parking citation revenue from
suspension of enforcement in preferential parking areas, as well
reductions in revenues from filming‐related assignments and
other fees and fines as a result of public health restrictions and
closures.(3,595,955)$
TOTAL POLICE REVENUE ADJUSTMENTS (3,595,955)$
PUBLIC WORKS Adjustment reflects reductions in Electric Vehicle (EV) charger
user fees as a result of public health closures, as well as a
reduction in utility fees from FCC regulation caps on certain fees.
(178,426)$
21 Adjustment reflects increased revenues in permit applications
and plan check review fees from the addition of a limited term
position to aid in processing the current inflow of permit
applications, thereby improving customer response times. This
increase will fund the added position, as reflected in expenditure
change ID #21 below.55,134$
TOTAL PUBLIC WORKS REVENUE ADJUSTMENTS (123,292)$
January 26, 2021 2 of 17
8.B.a
Packet Pg. 904 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
NON‐DEPARTMENTAL Adjustment in revenue from taxes is due to increased property
tax, sales tax, utilities users tax, business license tax, and
documentary transfer tax revenues, offset by lower transient
occupancy (hotel) tax and parking facility tax collections due to
public health restrictions and closures.2,983,525$
TOTAL NON‐DEPARTMENTAL REVENUE ADJUSTMENTS 2,983,525$
(14,646,018)$
AIRPORT FUND (57)
PUBLIC WORKS Adjustment reflects revenue reductions primarily due to
continued COVID‐19 related policy impacts on lease and other
revenue streams from commercial tenants, including payment
deferrals. (5,310,906)$
(5,310,906)$
BEACH FUND (11)
COMMUNITY SERVICES Adjustment reflects minor revenue increases from higher than
expected Beach House parking and concession revenues, offset
by lower Beach House rental and filming revenues due to health
restrictions and closures.28,577$
COMMUNITY
DEVELOPMENT
31 Adjustment reflects decreases in revenue from beach parking and
lease revenues due to health restrictions and closures. This is
partially offset by decreased expenses for contract classes at the
Beach House, as reflected in expenditure change ID #31 below.(2,280,661)$
(2,252,084)$
BIG BLUE BUS (60)
BIG BLUE BUS Adjustment reflects increased revenues to align with final funding
marks from LA Metro and anticipated receipt of reimbursement
revenues for capital projects, offset by decreases from lower
passenger revenues due to health restrictions and closures.
6,138,032$
6,138,032$
CEMETERY FUND (59)
PUBLIC WORKS Adjustment reflects increased revenues from lot sales.149,360$
TOTAL CEMETERY FUND REVENUE ADJUSTMENTS 149,360$
CLEAN BEACHES & OCEAN PARCEL TAX FUND (16)
PUBLIC WORKS Adjustment reflects increased revenues from projected
allocations of Los Angeles Safe Clean Water Municipal Program
(Measure W) funds for stormwater and urban runoff projects.100,000$
100,000$
TOTAL BEACH FUND REVENUE ADJUSTMENTS
TOTAL CLEAN BEACHES & OCEAN PARCEL TAX FUND REVENUE ADJUSTMENTS
TOTAL GENERAL FUND REVENUE ADJUSTMENTS
TOTAL AIRPORT FUND REVENUE ADJUSTMENTS
NON‐GENERAL FUNDS
TOTAL BIG BLUE BUS REVENUE ADJUSTMENTS
January 26, 2021 3 of 17
8.B.a
Packet Pg. 905 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
COMMUNITY BROADBAND FUND (55)
INFORMATION
SYSTEMS
Adjustment reflects receipt of one‐time reimbursements for
project costs related to next phase of the 5G Wireless Project,
partially offset by ongoing revenue reductions from the non‐
renewal of service for customers that have vacated business
offices to work remotely during the COVID‐19 pandemic.282,745$
TOTAL COMMUNITY BROADBAND FUND REVENUE ADJUSTMENTS 282,745$
COMMUNITY DEVELOPMENT BLOCK PROGRAM (19) FUND
COMMUNITY SERVICES Adjustment reflects revenue reduction to align with revised
allocation from the US Department of Housing and Urban
Development (HUD).(210)$
TOTAL CDBG FUND REVENUE ADJUSTMENTS (210)$
GAS TAX FUND (26)
PUBLIC WORKS 24 Adjustment reflects revenue reduction from lower than
anticipated State Gas Tax apportionment based on State
projections. This reduction carries through to the General Fund
transfer, as reflected in expenditure change ID #24 below.(588,486)$
TOTAL GAS TAX FUND REVENUE ADJUSTMENTS (588,486)$
HOUSING AUTHORITY FUND (12)
COMMUNITY SERVICES Adjustment reflects revenue decrease primarily due to a
reduction in the disbursement from HUD. The reduction does
not impact the effectiveness or outreach of the Section 8 voucher
program; it merely requires the Housing Authority to draw down
its reserves before it can receive additional funding.(705,857)$
(705,857)$
LOCAL RETURN FUND (27)
PUBLIC WORKS Adjustment reflects decreased revenue from percentage rent at
the bike center due to public health restrictions and closures.(28,889)$
NON‐DEPARTMENTAL Adjustment reflects revenue increase from transit‐related sales
tax revenues distributed by LA County Metro to align with final
funding marks.1,686,790$
TOTAL SCAQMD AB 2766 FUND REVENUE ADJUSTMENTS 1,657,901$
MISCELLANEOUS GRANTS FUND (20)
CITY MANAGER 40 Adjustment reflects increased revenues from award of a
Homeless Hygiene Grant from the Westside Cities Council of
Governments to assist cities with the hygiene needs of the
homeless during the pandemic. The corresponding expenditure
adjustment is reflected in expenditure change ID #40 below.14,315$
TOTAL HOUSING AUTHORITY FUND REVENUE ADJUSTMENTS
January 26, 2021 4 of 17
8.B.a
Packet Pg. 906 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
BIG BLUE BUS Adjustment reflects revenue reductions to grants supporting
capital projects primarily due to project delays related to public
health restrictions and closures. (1,523,595)$
COMMUNITY SERVICES Adjustment primarily reflects an increase in HOME Investment
Partnerships program funding under the CARES Act.122,331$
FIRE Adjustment reflects increased revenues to correct grant award
amounts from the 2016 Urban Areas Security Initiative (UASI),
2017 UASI and 2018 UASI grant programs.210,862$
LIBRARY 41 Adjustment reflects increased revenues from grant awards by
California Library Literacy Services (CLLS) Family Literacy Grant
and CLLS Adult Literacy Grant. The corresponding expenditure
adjustment is reflected in expenditure change ID #41 below.18,926$
POLICE 42 Adjustment reflects revenue from grant awards by the
Bulletproof Vest Partnership Grant, Justice Assistance Grant, and
California Department of Justice Sexual Assault Evidence Grant.
The corresponding expenditure adjustment is reflected in
expenditure change ID #42 below.69,387$
PUBLIC WORKS Adjustment reflects revenue reductions to grants supporting
capital projects primarily due to project delays related to public
health restrictions and closures. (497,849)$
NON‐DEPARTMENTAL 23 Adjustment reflects revenue from the CARES Act funds received
in the Fall. The funds are transferred from the Miscellaneous
Grants Fund to the General Fund (GF), as reflected in
expenditure change ID #23 below.1,140,344$
(445,279)$
PIER FUND (53)
COMMUNITY
DEVELOPMENT
Adjustment reflects significant decreases in revenues from pier
parking, filming, events and leases due to public health
restrictions and closures.(4,578,935)$
(4,578,935)$
RESOURCE RECOVERY & RECYCLING FUND (54)
PUBLIC WORKS Adjustment reflects one‐time revenue increase from forfeited
construction and demolition deposits, partially offset by impacts
of public health restrictions and closures on construction
projects.3,346,468$
TOTAL RRR FUND REVENUE ADJUSTMENTS 3,346,468$
SCAQMD AB 2766 FUND (18)
PUBLIC WORKS Adjustment reflects reduced reimbursement revenue from
Southern California Air Quality Management District (SCAQMD)
for installation of Electric (EV) charging stations due to delays in
construction.(46,002)$
TOTAL SCAQMD AB 2766 FUND REVENUE ADJUSTMENTS (46,002)$
TOTAL MISCELLANEOUS GRANTS FUND REVENUE ADJUSTMENTS
TOTAL PIER FUND REVENUE ADJUSTMENTS
January 26, 2021 5 of 17
8.B.a
Packet Pg. 907 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
SPECIAL REVENUE SOURCE FUND (10)
BIG BLUE BUS Adjustment reflects reduced revenue from lower transportation
impact fees due to slowdown in development projects as a result
of public health restrictions and closures.(657,000)$
COMMUNITY SERVICES Adjustment reflects revenue reduction from the indefinite
suspension of the Community Tribute Program due to the
pandemic; any donations for park facilities are instead being
directed to the We Are Santa Monica Fund.(15,000)$
FIRE Adjustment reflects correction to the Certified Unified Program
Agency (CUPA) Program grant to reflect the correct amount.(14,000)$
POLICE Adjustment reflects increased interest revenue received on a
bequest received by the Police Department.106$
PUBLIC WORKS Adjustment reflects decreased revenue from Low Carbon Fuel
Standard (LCFS) credits for EV charging stations due to lower than
anticipated usage.(5,756)$
(691,650)$
STORMWATER MANAGEMENT FUND (52)
PUBLIC WORKS Adjustment reflects increased revenue from the receipt of prior
year payments from the City of LA for Santa Monica Urban
Runoff Recycling Facility (SMURRF) operations, partially offset by
less than anticipated in‐lieu fee revenue as a result of public
health restrictions and closures.130,000$
130,000$
VEHICLE MANAGEMENT FUND (70)
PUBLIC WORKS Reflects increased revenues to correct and align contributions
from other Funds towards vehicle fleet replacement,
maintenance and repairs.1,089,070$
1,089,070$
WASTEWATER FUND (51)
PUBLIC WORKS Adjustment reflects decreased revenue from sewer usage
primarily as a result of business closures, partially offset by
Council approved wastewater capital facility fee increases.(1,515,817)$
(1,515,817)$
WATER FUND (50)
PUBLIC WORKS Adjustment reflects decreased revenue from water usage
primarily as a result of business closures, partially offset by
Council approved water capital facility fee increases.(2,050,000)$
TOTAL WATER FUND REVENUE ADJUSTMENTS (2,050,000)$
TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS (5,291,650)$
GRAND TOTAL ‐ ALL FUND REVENUE ADJUSTMENTS (19,937,668)$
TOTAL WASTEWATER FUND REVENUE ADJUSTMENTS
TOTAL STORMWATER MANAGEMENT FUND REVENUE ADJUSTMENTS
TOTAL VEHICLE MANAGEMENT FUND REVENUE ADJUSTMENTS
TOTAL SPECIAL REVENUE SOURCE FUND REVENUE ADJUSTMENTS
January 26, 2021 6 of 17
8.B.a
Packet Pg. 908 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
EXPENDITURE BUDGET ADJUSTMENTS
GENERAL FUND (01)
CITY MANAGER 1 Adjustment reflects funding to retain the services of an Inspector
General and the transfer of training funds from the Police
Department, to facilitate the work of the Public Safety Reform &
Oversight Commission. The Inspector General is a cost neutral
change due to the elimination of vacant positions in the Police
Department.112,500$
1 Adjustment reflects funding for a customer service position
related to the creation of a 3‐1‐1 Customer Service Team to
improve resident services by providing a single point of entry for
residents to contact when they have concerns or need
information. This is a cost neutral change due to the elimination
of vacant positions in the Police Department.59,453$
2 Adjustment reflects the transfer of training funds to the City
Manager's Office from the Police Department to facilitate the
work of the Public Safety Reform & Oversight Commission.35,000$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(2,865)$
4 Adjustment reflects the transfer of funds to Public Works to
consolidate the landscape budget under Public Works.(2,112)$
5 Adjustment to reflect the annual cost to use licensed music in the
City's communications and events.1,000$
TOTAL CITY MANAGER EXPENDITURE ADJUSTMENTS 202,976$
CITY ATTORNEY 1 Adjustment reflects funding for a two‐year pilot program to
provide tenant counseling services to assist residents at risk of
being evicted from their homes. This is a cost neutral change due
to the elimination of vacant positions in the Police Department.
$ 120,000
TOTAL CITY ATTORNEY EXPENDITURE ADJUSTMENTS 120,000$
BIG BLUE BUS 6 Adjustment reflects reduction in payments related to parking
management services as a result of decreased parking activity. $ (567,000)
7 Adjustment reflects reduction related to a personnel adjustment
in the Mobility Division as a result of a recent vacancy, which
results in an ongoing savings. $ (6,469)
TOTAL BIG BLUE BUS EXPENDITURE ADJUSTMENTS (573,469)$
January 26, 2021 7 of 17
8.B.a
Packet Pg. 909 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
COMMUNITY
DEVELOPMENT
1 Adjustment reflects addition of two positions in the Code
Enforcement Division to enforce high‐priority State, County, and
City codes that address health and safety concerns. This is a cost
neutral change due to the elimination of vacant positions in the
Police Department.91,387$
8 Adjustment reflects addition of one limited term position, funded
by the Airport Fund, to support the leasing and property
management work for the Airport.51,678$
9 Adjustment reflects funding for professional services to review
technical documents related to the City's Seismic Retrofit
Program, fully funded by pass through revenues charged back to
customers as applicable.334,016$
TOTAL COMMUNITY DEVELOPMENT EXPENDITURE 477,081$
COMMUNITY SERVICES 1 Reflects the addition of one position to the Homeless Unit to
address local demand for homeless coordination and regional
homeless planning. This is a cost neutral change due to the
elimination of vacant positions in the Police Department.60,936$
10 Adjustment reflects decreased expenses for contract classes,
sports leagues and youth camps as a result of public health
restrictions. (1,278,699)$
11 Adjustment reflects funds allocated to other programs that
continue to operate safely under current restrictions and are
covered by participant revenues. 289,339$
12 Adjustment reflects funding to cover utilities and maintenance
expenditures related to Ken Edwards Center. This is fully funded
by pass through revenues received from the tenant, Wise &
Healthy Aging. $ 118,000
13 Reflects the correction to remove the Emergency Rental
Assistance Program expense from the department budget as it is
included in the Council discretionary fund budget. $ (21,534)
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction. $ (30,602)
TOTAL COMMUNITY SERVICES EXPENDITURE ADJUSTMENTS (862,560)$
FINANCE 14 Adjustment primarily reflects personnel‐related changes,
resulting a net reduction to fund temporary staffing to provide
support to the procurement division.(13,680)$
14 Adjustment reflects the addition of temporary staffing to provide
support to the procurement division, offset by savings outlined
above.13,680$
TOTAL FINANCE EXPENDITURE ADJUSTMENTS ‐$
January 26, 2021 8 of 17
8.B.a
Packet Pg. 910 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
FIRE 15 Adjustment is cost neutral and reflects the transfer of funds from
the Computer Equipment Replacement Program back to the Fire
Department to align the contribution amount for Mobile Data
Computer equipment with the number of devices and their cost. $ 96,764
4 Adjustment reflects the transfer of funds to Public Works to
consolidate the landscape budget under Public Works. $ (1,056)
16 Adjustment reflects a transfer of funds to Police Department to
pay pending invoices from the West Coast Care Foundation.(12,500)$
TOTAL FIRE EXPENDITURE ADJUSTMENTS 83,208$
HUMAN RESOURCES 17 Adjustment reflects a transfer of funds from Police Department
for HR to manage the fingerprinting process for non‐Police
Department hires.10,000$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(428)$
TOTAL HUMAN RESOURCES EXPENDITURE ADJUSTMENTS 9,572$
INFORMATION
SERVICES
18 Adjustment reflects personnel‐related changes in the Customer
Experience and Support Division, resulting in net savings this
fiscal year.(8,112)$
19 Adjustment reflects funding for one position to provide dedicated
critical technical support to Big Blue Bus (BBB). This position is
fully funded by the BBB Fund.64,172$
19 Adjustment reflects funding for one position to provide dedicated
critical technical support to Big Blue Bus (BBB). This accounting
transaction is required to record the expenses against capitalized
labor.(64,172)$
TOTAL INFORMATION SERVICES EXPENDITURE ADJUSTMENTS (8,112)$
LIBRARY 1 Adjustment reflects ongoing funds for as‐needed Library Pages to
support curbside service and other operational needs of the
Library. This is a cost neutral change due to the elimination of
vacant positions in the Police Department.30,000$
TOTAL LIBRARY EXPENDITURE ADJUSTMENTS 30,000$
POLICE 1 Adjustment reflects the elimination of five vacant Police Officer
positions. Funds are being used to provide services in other City
areas that have been identified as critical needs in the COVID‐19
and post‐COVID‐19 environment. This represents the prorated
portion, for FY 2020‐21, of an ongoing, annualized $863,000
reduction.(474,280)$
2 Adjustment reflects the transfer of training funds to the City
Manager's Office to facilitate the work of the Public Safety
Reform & Oversight Commission.(35,000)$
January 26, 2021 9 of 17
8.B.a
Packet Pg. 911 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
4 Adjustment reflects the transfer of funds to Public Works to
consolidate the landscape budget under Public Works.(1,056)$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(12,860)$
17 Adjustment reflects a transfer of funds from Police Department
for HR to manage the fingerprinting process for non‐Police
Department hires.(10,000)$
16 Adjustment reflects a transfer of funds from the Fire Department
to pay pending invoices from the West Coast Care Foundation.12,500$
TOTAL POLICE EXPENDITURE ADJUSTMENTS (520,696)$
PUBLIC WORKS 20 Adjustment reflects a correction to transfer the budget for the
Water Conservation Unit out of the General Fund to the Water
Fund. This change was inadvertantly left out of the FY 2020‐21
Adopted Budget. The Water Conservation Unit has always been
funded using Water funds.(80,983)$
21 Adjustment reflects the addition of one limited term position to
aid in processing the current inflow of permit applications. This
adjustment is fully funded by increased revenues.55,134$
4 Adjustment reflects changes to consolidate landscaping budget
under Public Works.4,224$
22 Adjustment reflects corrections to salaries changes made during
the City's budget restructuring.(4,824)$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(8,377)$
TOTAL PUBLIC WORKS EXPENDITURE ADJUSTMENTS (34,826)$
NON‐DEPARTMENTAL 20 Adjustment reflects a reduction to the transfer that comes in to
the General Fund (GF) from the Water Fund for the Water
Conservation Unit to reflect the transfer of expenditures out of
the General Fund to the water conservation unit in the Water
Fund.80,983$
23 Adjustment reflects the transfer‐in of funds to the General Fund
for CARES Act revenue received in the Fall from the
Miscellaneous Grants Fund, as reflected in the revenues section
above.(1,140,344)$
24 Adjustment reflects a reduction to the transfer from the Gas Tax
Fund to the General Fund based on COVID‐19 impacts and
historical actuals.593,486$
25 Adjustment reflects the correction of the budgeted fund transfer
from the Community Broadband Fund to the General Fund.1,000,000$
January 26, 2021 10 of 17
8.B.a
Packet Pg. 912 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
26 Adjustment reflects a reduction to the environmental
reimbursement received by the General Fund from the Water,
Wastewater and Resource Recovery and Recycling Funds to align
to new staffing levels and work efforts.366,013$
27 Adjustment reflects correction to the transfer from the CDBG
Fund to the General Fund to account for the administrative
oversight of an expanded program due to COVID‐19.(160,266)$
28 Adjustment reflects a correction to eliminate the transfer for
Utilities Billing reimbursement to the General Fund from the
Water, Wastewater, and Resource Recovery and Recycling Funds.
The funds are coming as a revenue into the Finance Department
as described above.(119,552)$
8 Adjustment reflects the transfer of funds into the General Fund
from the Airport Fund to cover to costs of one limited term
position in the Community Development Department, to support
the leasing and property management work for the Airport.(51,678)$
29 Adjustment reflects a correction to decrease the transfer from
the Airport Fund to the General Fund for the actual costs for the
Airport Chief Operating Officer position.111,460$
TOTAL NON‐DEPARTMENTAL EXPENDITURE ADJUSTMENTS 680,102$
CAPITAL IMPROVEMENT PROGRAM (CIP)
Information Services 30 Adjustment reflects funding for the acquisition of software tools
for continued development of the City’s cybersecurity program.170,000$
15 Adjustment reflects the transfer of funds for software
maintenance from the General Fund Computer Equipment
Replacement Program contribution to the Fire Department.
(96,764)$
TOTAL CAPITAL IMPROVEMENT PROGRAM EXPENDITURE ADJUSTMENTS 73,236$
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS (323,488)$
(323,488)$
NON‐GENERAL FUNDS
AIRPORT (57) FUND
Public Works 22 Adjustment reflects corrections to salary changes made during
the City's budget restructuring.14,112$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(1,420)$
Non‐Departmental 8 Adjustment reflects the transfer from the Airport Fund to the
General Fund to cover the costs of one limited term position in
the Community Development Department to support the leasing
and property management work for the Airport.51,678$
NET GENERAL FUND EXPENDITURE ADJUSTMENTS
January 26, 2021 11 of 17
8.B.a
Packet Pg. 913 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
29 Adjustment reflects a correction to the transfer from the Airport
Fund to the General Fund for the costs for the Airport Chief
Operating Officer position.(111,460)$
TOTAL AIRPORT FUND EXPENDITURE ADJUSTMENTS (47,090)$
BEACH (11) FUND
Community Services 3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(10,204)$
Community Developmen 31 Adjustment reflects a reduction in contract class expenditures,
partially offset by an anticipated reduction in revenues as a result
of public health restrictions and closures.(19,500)$
Non‐Departmental 32 Adjustment reflects a correction to an interfund transfer from the
Beach Fund to the General Fund, which partially funds a position
in the Cultural Affairs Division that provides support to Beach
House operations. The transfer was inadvertently omitted from
the Beach Fund budget.34,000$
TOTAL BEACH FUND EXPENDITURE ADJUSTMENTS 4,296$
BIG BLUE BUS (60)
Big Blue Bus 33 Adjustment reflects funding for the addition of one position to
address essential training needs, the restoration of one position
to provide fleet support, and two staffing classification
adjustments to reflect current operation needs in BBB.192,174$
34 Adjustment reflects the addition of as‐needed staffing hours in
the area of customer service.22,349$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(13,564)$
Capital Improvement
Program
19 Adjustment reflects funding for one General Fund position in the
Information Services Department providing dedicated critical
technical support to Big Blue Bus (BBB). BBB records these
expenses against capitalized labor.64,172$
TOTAL BIG BLUE BUS FUND EXPENDITURE ADJUSTMENTS 265,131$
CEMETERY (59) FUND
Public Works 22 Adjustment reflects corrections to salary changes made during
the City's budget restructuring.11,340$
Capital Improvement
Program
35 Adjustment reflects funding for a new capital project for rooftop
fall protection and access retrofits at Woodlawn Cemetery.150,000$
TOTAL CEMETERY FUND EXPENDITURE ADJUSTMENTS 161,340$
January 26, 2021 12 of 17
8.B.a
Packet Pg. 914 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
CLEAN BEACHES & OCEAN PARCEL TAX (16) FUND
Public Works 3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(1,254)$
TOTAL CLEAN BEACHES & OCEAN PARCEL TAX FUND EXPENDITURE ADJUSTMENTS (1,254)$
COMMUNITY BROADBAND (55) FUND
Non‐Departmental 25 Adjustment reflects the correction of the budgeted fund transfer
from the Community Broadband Fund to the General Fund.(1,000,000)$
Capital Improvement
Program
36 Adjustment reflects funding to complete Phase III of the 5G
Wireless project and funding to complete Phase IV of the project,
which will be fully reimbursed by the customer.677,500$
TOTAL COMMUNITY BROADBAND FUND EXPENDITURE (322,500)$
COMMUNITY DEVELOPMENT BLOCK PROGRAM (19) FUND
Community Services 27 Adjustment reflects correction to delete the expense that was
incorrectly included in the Community Service Department
budget. Correcting entry appears in Non‐Departmental below.(160,266)$
Non‐Departmental 27 Adjustment reflects correction to the transfer from the CDBG
Fund to the General Fund to account for the administrative
oversight of the expanded program due to COVID‐19.160,266$
‐$
GAS TAX (26) FUND
Non‐Departmental 24 Adjustment reflects a reduction to the transfer from the Gas Tax
Fund to the General Fund based on projected estimates and
historical actuals.(593,486)$
TOTAL GAS TAX FUND EXPENDITURE ADJUSTMENTS (593,486)$
HOUSING AUTHORITY (12) FUND
37 Adjustment to correct pension related expenses to be budgeted
in the non‐departmental budget.(33,559)$
Non‐Departmental 37 Adjustment to correct pension related expenses as described
above.33,559$
TOTAL HOUSING AUTHORITY FUND EXPENDITURE ADJUSTMENTS ‐$
LOCAL RETURN (27) FUND
Big Blue Bus 38 Adjustment reflects allocation of funds for the City's Rideshare
Program.50,000$
Capital Improvement
Program
39 Adjustment reflects funding for the replacement of the power
outage backup system and batteries for traffic signals at the 50
busiest, most critical intersections throughout the City.150,000$
TOTAL LOCAL RETURN FUND EXPENDITURE ADJUSTMENTS 200,000$
TOTAL CDBG FUND EXPENDITURE ADJUSTMENTS
Community Services
January 26, 2021 13 of 17
8.B.a
Packet Pg. 915 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
MISCELLANEOUS GRANTS (20) FUND
City Manager 40 Adjustment reflects appropriation of grant funding related to
Homeless Hygiene Grant award from the Westside Cities Council
of Governments to assist cities with the hygiene needs of the
homeless during the pandemic. This amount reflects the net
amount remaining in the grant.13,094$
Library 41 Adjustment reflects appropriation of grant funding related to FY
2020‐21 California Library Literacy Services' Adult Literacy and
Family Literacy grant awards.18,926$
Police 42 Adjustment reflects appropriation of grant funding related to
Bulletproof Vest Partnership Grant, Justice Assistance Grant, and
California Department of Justice Sexual Assault Evidence Grant
awards.69,387$
Non‐Departmental 23 Adjustment reflects the transfer‐out of funds from the
Miscellaneous Grants Fund for CARES Act fund revenue received
in the Fall to the General Fund as reflected in the revenues
section above.1,140,344$
TOTAL MISCELLANEOUS GRANTS FUND EXPENDITURE ADJUSTMENTS 1,241,751$
RESOURCE RECOVERY AND RECYCLING (54) FUND
Public Works 28 Adjustment reflects a correction to the Utilities Billing
reimbursement to the General Fund from the Water,
Wastewater, and Resource Recovery and Recycling Funds.(39,850)$
43 Adjustment reflects the restoration of a position for the
preservation of street sweeping services. The position is fully
funded by budget reductions in supplies and expenses.58,249$
43 Adjustments reflects the reduction of supplies and expenses
budget to offset the costs to restore a position for the
preservation of street sweeping services.(58,249)$
3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(10,396)$
Non‐Departmental 28 Adjustment reflects the correction to the Utilities Billing
reimbursement to General Fund from the Water, Wastewater,
and Resource Recovery and Recycling Funds.39,850$
26 Adjustment reflects a reduction to the environmental
reimbursement received by the General Fund from the Water,
Wastewater and Resource Recovery and Recycling Funds to align
to new staffing levels and work efforts.(55,181)$
TOTAL RRR FUND EXPENDITURE ADJUSTMENTS (65,577)$
January 26, 2021 14 of 17
8.B.a
Packet Pg. 916 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
SPECIAL REVENUE SOURCE (10) FUND
Big Blue Bus 44 Adjustment reflects correction to appropriate Transportation
Management Program fee funds for operations of the GoSaMo
Transportation Management Organization Contract. 100,000$
45 Adjustment reflects transfer of funding for operations of the
GoSaMo Transportation Management Organization Contract
from Community Development to Big Blue Bus. This is a
correction to budgeting adjustments made as part of the
10/27/20 Year End Budget adjustments to merge Mobility and
Big Blue Bus.95,000$
Community
Development
45 Adjustment reflects transfer of funding for operations of the
GoSaMo Transportation Management Organization Contract
from Community Development to Big Blue Bus. This is a
correction to budgeting adjustments made as part of the
10/27/20 Year End Budget adjustments to merge Mobility and
Big Blue Bus.(95,000)$
Community Services 46 Adjustment reflects a correction to reappropriate Parks and
Recreation Impact Fees to develop community gardens in Marine
Park.45,000$
Library 47 Adjustment reflects the receipt of the Adler Bequest.10,000$
Capital Improvement
Program
48 Adjustment reflects use of Low Carbon Fuel Standard credits
revenue, incentivizing reduction of reliance on carbon‐based
fuels through zero‐emissions vehicle infrastructure, to fund the
installation of additional EV charging stations throughout the
City.50,000$
49 Adjustment reflects use of Mall Assessment District funds to
repair damaged storefront doors on Colorado Avenue due to
break‐ins around the time of the civil unrest in March 2020.47,000$
TOTAL SPECIAL REVENUE SOURCE FUND EXPENDITURE ADJUSTMENTS 252,000$
STORMWATER MANAGEMENT (52) FUND
Non‐Departmental 26 Adjustment reflects a reduction to the environmental
reimbursement received by the General Fund from the Water,
Wastewater and Resource Recovery and Recycling Funds to align
to new staffing levels and work efforts.(58,644)$
TOTAL STORMWATER MANAGEMENT FUND EXPENDITURE ADJUSTMENTS (58,644)$
VEHICLE MANAGEMENT (70)
Public Works 3 Adjustment to reduce as‐needed retirement and benefits budget
to reflect changes made during the restructure. This is a budget
correction.(580)$
TOTAL VEHICLE MANAGEMENT FUND EXPENDITURE ADJUSTMENTS (580)$
January 26, 2021 15 of 17
8.B.a
Packet Pg. 917 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
WASTEWATER (51) FUND
Public Works 28 Adjustment reflects the correction to the Utilities Billing
reimbursement to General Fund from the Water, Wastewater,
and Resource Recovery and Recycling Funds.(39,851)$
50 Adjustment reflects correction to split rent allocation evenly
between Water and Wastewater Funds.(125,000)$
Non‐Departmental 28 Adjustment reflects the correction to the Utilities Billing
reimbursement to General Fund from the Water, Wastewater,
and Resource Recovery and Recycling Funds.39,851$
26 Adjustment reflects a reduction to the environmental
reimbursement received by the General Fund from the Water,
Wastewater and Resource Recovery and Recycling Funds to align
to new staffing levels and work efforts.(44,511)$
TOTAL WASTEWATER FUND EXPENDITURE ADJUSTMENTS (169,511)$
WATER (50) FUND
Public Works 28 Adjustment reflects the correction to the Utilities Billing
reimbursement to General Fund from the Water, Wastewater,
and Resource Recovery and Recycling Funds.(39,851)$
50 Adjustment reflects correction to split rent allocation for City
Yards evenly between Water and Wastewater Funds.125,000$
51 Adjustment reflects one‐time increase for imported water
purchases while repairs are made to local wells.1,500,000$
20 Adjustment reflects appropriation of funds related to the transfer
of expenses for the water conservation unit out of the General
Fund to the Water Fund.80,983$
Non‐Departmental 28 Adjustment reflects the correction to the Utilities Billing
reimbursement to General Fund from the Water, Wastewater,
and Resource Recovery and Recycling Funds.39,851$
26 Adjustment reflects a reduction to the environmental
reimbursement received by the General Fund from the Water,
Wastewater and Resource Recovery and Recycling Funds to align
to new staffing levels and work efforts.(207,677)$
20 Adjustment reflects a reduction to the transfer from the Water
Fund to the General Fund due to the transfer of ongoing
expenditures of the water conservation unit to the Water Fund.(80,983)$
TOTAL WATER FUND EXPENDITURE ADJUSTMENTS 1,417,323$
TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS 2,283,199$
January 26, 2021 16 of 17
8.B.a
Packet Pg. 918 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT A
Fund/Department
Expenditure
Change ID #Description
Increases /
(Decreases)
REVISIONS TO FY 2020‐21 REVENUE AND EXPENDITURE BUDGET APPROPRIATIONS
Expenditure Change ID# assists in identifying multiple entries connected to a single adjustment.
TOTAL GENERAL FUND REVENUE ADJUSTMENTS (14,646,018)$
TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS (5,291,650)$
GRAND TOTAL FY 2020‐21 ALL FUNDS REVENUE ADJUSTMENTS (19,937,668)$
GENERAL FUND OPERATING EXPENDITURE ADJUSTMENTS (396,724)$
GENERAL FUND CAPITAL EXPENDITURE ADJUSTMENTS 73,236$
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS (323,488)$
NON‐GENERAL FUND OPERATING EXPENDITURE ADJUSTMENTS 1,144,527$
NON‐GENERAL FUND CAPITAL EXPENDITURE ADJUSTMENTS 1,138,672$
TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS 2,283,199$
GRAND TOTAL FY 2020‐21 ALL FUNDS EXPENDITURE 1,959,711$
SUMMARY ‐ REVENUE BUDGET ADJUSTMENTS
SUMMARY ‐ EXPENDITURE BUDGET ADJUSTMENTS
January 26, 2021 17 of 17
8.B.a
Packet Pg. 919 Attachment: Attachment A - Budget Adjustments FY 2020-21 (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT B
City Council Meeting: January 26, 2021 Santa Monica, California
RESOLUTION NUMBER ________(CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
ESTABLISHING A NEW CLASSIFICATION AND ADOPTING A SALARY RATE FOR
ENGINEERING SUPPORT SERVICES ADMINISTRATOR
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DOES RESOLVE AS FOLLOWS:
SECTION 1. The following salary level is hereby established, effective
January 31, 2021, for the indicated permanent classification:
ENGINEERING SUPPORT SERVICES ADMINISTRATOR $131,172.00/year, Step 5
SECTION 2. The City Clerk shall certify to the adoption of this Resolution, and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
George Cardona
Interim City Attorney
8.B.b
Packet Pg. 920 Attachment: Attachment B - Salary Resolution 01.26.2021 (4348 : FY 2020-21 Midyear Budget)
POSITION AND CLASSIFICATION CHANGES
ATTACHMENT C
FUND DEPT FTE POSITION TITLE FUND DEPT FTE POSITION TITLE
01 Police 5.00 Police Officer 2 (5.00)(863,345)
01 CMO 1.00 Administrative Assistant - City
Manager's Office 01 CMO 2.00 Customer Services Assistant 1.0 32,169 Offset by Police Officer
deletions
01 CMO 1.00 Assistant Administrative Analyst 01 CMO 1.00 Administrative Analyst - 2,284 Offset by Police Officer
deletions
01 CMO 1.00 Administrative Staff Assistant 01 CMO 1.00 Administrative Staff Assistant -
City Manager's Office - - Offset by Police Officer
deletions
01 CDD 2.00 Code Enforcement Officer I 2.00 91,187 Offset by Police Officer
deletions
01 CSD 1.00 Senior Human Services Analyst 1.00 60,936 Offset by Police Officer
deletions
01 BBB 0.50 Transportation Management
Specialist 01 BBB 0.50 Transportation Planning
Technician - (6,469) Results in Savings
01 CDD 1.00 Property Management Specialist
(limited term) 3 1.00 48,678 Funded by Airport Fund
01 Finance 1.00 Contracts Coordinator 01 Finance 1.00 Revenue Operations Specialist - (19,830) Results in savings to offset
other changes in Finance
01 Finance 1.00 Staff Assistant III 01 Finance 1.00 Assistant Administrative Analyst - 6,150 Offset by savings from other
changes in Finance
01 ISD 1.00 Business Process Technology
Analyst 4 1.00 64,172 Funded by Big Blue Bus Fund
01 ISD 1.00 Computer Support Specialist 01 ISD 1.00 Computer Support Technician II - (11,200) Results in savings to offset
other change in ISD
01 ISD 1.00 Communication Systems
Technician 01 ISD 1.00 Business Process Technology
Analyst - 3,088 Offset by savings from other
change in ISD
01 PUBLIC
WORKS 1.00 Maintenance Worker 01 PUBLIC
WORKS 1.00 Building Systems Technician - 7,450 Offset by reductions in
supplies and expenses
01 PUBLIC
WORKS 1.00 Engineering Support Services
Supervisor 01 PUBLIC
WORKS 1.00 Engineering Support Services
Administrator 5 - - Results in net zero impact
01 PUBLIC
WORKS 1.00 Civil Engineering Assistant
(limited term) 6 1.00 55,134 Offset by revenues
54 PUBLIC
WORKS 1.00 Motor Sweeper Operator 7 1.00 58,249 Offset by reductions in
supplies and expenses
60 BBB 1.00 Storekeeper II 60 BBB 1.00 Storekeeper 2 - (5,960) Results in savings to offset
other changes in BBB
OffsetNET FTE
CHANGE
DELETE ADD NET SALARY
CHANGE1
January 26, 2021
8.B.c
Packet Pg. 921 Attachment: Attachment C - Position and Classification Changes (4348 : FY 2020-21 Midyear Budget)
POSITION AND CLASSIFICATION CHANGES
ATTACHMENT C
FUND DEPT FTE POSITION TITLE FUND DEPT FTE POSITION TITLE
OffsetNET FTE
CHANGE
DELETE ADD NET SALARY
CHANGE1
60 BBB 1.00 Transit Mechanic Supervisor 2 1.00 149,208 No offset
60 BBB 1.00 Transit Training Coordinator 8 1.00 38,419 No offset
60 BBB 1.00 Transit Maintenance Worker 60 BBB 1.00 Sr Transit Maintenance Worker 9 - 10,507 No offset; equity adjustment
PERMANENT EMPLOYEES TOTAL 5.00 FTE (279,173)
01 Library 0.80 Library Page 10 0.80 30,000 Offset by Police Officer
deletions
01 CSD 1.38 Chief Pool Lifeguard 10 1.38 50,777 Offset by revenues
01 CSD 4.06 Swim Instructor/Pool Lifeguard 10 4.06 114,812 Offset by revenues
01 CSD 0.63 CCS Leader 10 0.63 11,034 Offset by revenues
01 CSD 2.25 Guest Services Assistant 10 2.25 92,215 Offset by revenues
01 Finance 0.25 Staff Assistant III 10 0.25 13,690 Offset by savings from other
changes in Finance
60 BBB 0.46 As Needed Customer Services
Assistant 10, 11 0.46 22,349 No offset
TEMPORARY EMPLOYEES (FTE) HOURS TOTAL 9.83 FTE 334,877
GRAND TOTAL 14.83 FTE 55,704
1 Salary totals include fringe costs and pro-rated to 5 months unless noted
9 Reflects proration of 8 months
2 Position reflects full year
8 Position prorated to 4 months
3 Limited-term position expires 6/30/2028 and funded by Airport Fund
6 Limited-term position expires 7/31/2022
7 Position prorated to 6 months
11 Limited term expires 6/30/2022
10 Reflects FY 2020-21 as needed hours required for remainder of year
4 Position to be funded by the Big Blue Bus Fund
5 Pending Personnel Board approval
January 26, 2021
8.B.c
Packet Pg. 922 Attachment: Attachment C - Position and Classification Changes (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
1
City Council Meeting: January 26, 2021 Santa Monica, California
RESOLUTION NUMBER ____ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA REGARDING TRAVEL BY
COUNCIL MEMBERS TO INCLUDE CITY COUNCIL GUIDELINES AND STANDARDS REGARDING
COUNCIL TRAVEL, STAFF ASSISTANCE FOR, CITY ISSUED TECHNOLOGY EQUIPMENT AND
ACCEPTED USE, AND OTHER RESOURCES AVAILABLE TO COUNCILMEMBERS
WHEREAS, Section 602 of the City Charter of the City of Santa Monica provides that
members of the City Council shall receive reimbursement for necessary travel and other
expenses when on official duty out of the City on order of the City Council upon the same terms
and conditions applicable to City departmental directors; and
WHEREAS, Councilmembers require certain technology equipment and services to
review Council agenda packet materials, conduct constituent outreach and policy research, and
perform other tasks necessary to their duties as Councilmembers in an optimal manner; and
WHEREAS, on March 25, 1980, the City Council adopted Resolution No. 5532, which
clarified Section 602 of the City Charter by establishing a policy regarding travel by
Councilmembers; and
WHEREAS, on May 19, 1998, the City Council adopted Resolution No. 9270, which
amended and expanded Resolution No. 5532 to include City Council guidelines and standards
regarding Council travel, staff assistance for, and other resources available to Council members;
and
WHEREAS, on October 7, 2005, California adopted Assembly Bill 1234, which, among
other things, implemented statewide rules governing travel reimbursement for City Council
members; and
WHEREAS, on October 16, 2017, the City adopted Administrative Instruction II-4-10,
Employee Access and Use of Computer Networks, Retention and Destruction of Electronic
Communications, a copy of which is attached as Exhibit A and incorporated herein by reference,
which sets policies and procedures for use of the City’s computer equipment, networks (wired
and wireless), cloud computing environments, internet, and intranet and for the use,
ownership, retention and destruction of all electronic data stored and managed by the City’s
electronic communications systems, and which applies to all City employees, officers,
consultants, contractors, and temporary agency employees authorized to use the City’s
electronic communications systems or networks while conducting City business as regular or
temporary users; and
8.B.d
Packet Pg. 923 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
2
WHEREAS, on October 16, 2017, the City adopted revised Administrative Instruction II-4-
12, Employee Access of City and Personal Telecommunications Equipment, a copy of which is
attached as Exhibit B and incorporated herein by reference, which sets policies and procedures
for the use of City- and employee-owned telecommunications equipment, including
telephones, cellular phones, smartphones, tablets, laptops, personal computers, and mobile
data devices, by City staff for conducting City business, and which applies to all employees who
are issued or authorized to use City-owned telecommunications equipment or are authorized to
use their personal devices for conducting City business on a regular or temporary basis; and
WHEREAS, on May 1, 2019, the City adopted revised Administrative Instruction IV-2-1,
Travel and Meeting Expenses and Mileage Reimbursements, a copy of which is attached as
Exhibit C and incorporated herein by reference, which sets policy and establishes procedures
for travel, meeting, and mileage reimbursements for any individual that conducts business on
behalf of the City of Santa Monica, including Council members (pursuant to City Charter Section
602(c)), members of City Boards and Commissions, City staff members, and contractors; and
WHEREAS, given the adoption of Assembly Bill 1234, significant changes in technology,
and the City’s implementation of the updated administrative instructions described above, all
of which have occurred after the adoption of Resolution No. 9270, the City Council desires to
update and revise its guidelines and standards regarding council travel, staff assistance for, city
issued technology equipment and accepted use, and other resources available to
councilmembers;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE
AS FOLLOWS:
SECTION I. Council Travel and Expense. In accordance with Government Code Sections
36514.5, 53232.2 it is the policy of the City to pay actual and necessary expenses incurred by
Council members when they travel while conducting official City business. In furtherance of
this policy, the following guidelines are established:
A. Councilmembers' attendance at conferences and meetings. Councilmembers are
authorized to attend conferences, conventions, meetings, educational seminars and
other events sponsored by those organizations in which the City holds membership or
sponsored by the City. Examples of such organizations are National League of Cities,
League of California, Cities, Local Government Commission, Independent Cities
Associations and the Southern California Association of Governments. Any other travel
by Councilmembers and all travel by outgoing (post-election) Councilmembers must be
approved at a duly noticed Council meeting, by a simple majority of the members in
attendance.
B. Travel Budget. Each Councilmember shall receive budget authority for an equal amount
of travel funds at the beginning of each fiscal year. The amount of budget authority is
revised each year based on the Consumer Price Index (CPI) applied to the City’s Supplies
8.B.d
Packet Pg. 924 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
3
and Expenses accounts. For outgoing Councilmembers and those standing for re-
election, five-twelfths of the annual travel budget will be allocated at the beginning of
the fiscal year; for incoming Councilmembers and those re-elected, seven-twelfths of
the annual travel budget will be allocated when the Councilmember is installed. Travel
expenditures by each Councilmember are limited to the amount of funds in his or her
individual "trips and meetings” account. One Councilmember may authorize use of a
portion of his or her allocation by another Councilmember if authorization is made in
writing to the Council Office staff with a copy to the City Manager.
C. Expenses Reimbursed. Guidance regarding reimbursable expenses is included in City
Administrative Instruction IV-2-1, Travel and Meeting Expenses and Mileage
Reimbursements, which must be adhered to by all Councilmembers. This guidance, and
the procedures for reimbursement set forth in this guidance, are intended to comply
with Government Code Sections 53232.2 and 53232.3.
D. Reports on Travel. In accordance with Government Code Section 53232.3(d), Council
members who attend conferences or other meetings and request reimbursement of
expenses by the City must provide a brief report on the meeting(s) attended at the
expense of the City at the next regular meeting of the City Council.
SECTION II. Hosting Events for Visiting Dignitaries. The City may host social events intended
to welcome dignitaries visiting the City in their official capacity as an elected or appointed
official of a governmental entity, foreign or domestic. Within the constraints of the Council
Office budget (public entertainment line item), the following procedures and policies apply:
A. A Councilmember shall place an item on the City Council agenda to request advance
approval for hosting and paying for the event. The request should include identification
of the guests to be invited, a "not to exceed" cost of the event, the official purpose of
the visit and any written itinerary from the visiting dignitaries.
B. All Councilmembers shall be invited to attend any approved event for visiting
dignitaries.
C. All guests invited to attend an approved event shall have an official purpose for
attending the event or shall be the spouse or companion of a City official or visiting
dignitary.
SECTION III. Resources Available for Conducting City Business. Certain resources are
required by Councilmembers to conduct City business. Within the constraints of the budget and
upon request from the Councilmember, the following resources will be made available:
8.B.d
Packet Pg. 925 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
4
A. A key or access card to City Hall and the Council Office to be returned when a
Councilmember leaves office.
B. A reasonable amount of office supplies (including stationary), photographic portraits of
the Councilmember and business cards for official City use.
C. Publications, professional journals and other written, audio or video materials required
by a Councilmember to conduct City business, as long as all materials are paid for from a
Councilmember’s budget allocation.
D. Information Retrieval/Research by City Staff. A Councilmember may directly request
routine, easily retrievable information from a staff member regarding an issue pending
before the Council, an issue which the Councilmember intends to bring to the Council,
or an issue previously established as Council policy. Such direct requests should be
made through t he City Manager, City Clerk, or City Attorney as appropriate and within
departmental or administrative policies.
E. Responses to Citizen’s Complaints by City Staff. Complaints about the administrative
affairs of the City should be directed by the Councilmember to the City Manager or to
the Council Office for a response through the City’s incident response system.
Councilmembers may request that staff respond directly to the constituent or back to
the inquiring Councilmember so that he or she may personally contact the complainant.
F. Assistance of Staff in Speech and Correspondence Preparation. Councilmembers are
entitled to a reasonable amount of staff assistance for speech and correspondence
preparation related to City business. The City Manager will evaluate the request and
assign appropriate staff resources. When available, an outline of issues to be covered as
well as available supporting material is to be provided by the requesting
Councilmember. Requests should be limited to a speech or correspondence that
reflects adopted Council policy or relates to matters that have been or will be
considered by the Cou ncil
G. Intergovernmental Assignments. Reasonable staff assistance will be provided to
Councilmembers serving on or seeking appointment to a nonpartisan intergovernmental
body when the Council has approved appointment of a member to that body or, in the
case when the Council is not the approving body, if the Council has consented to that
member sitting on that body. For purposes of this policy, intergovernmental bodies are
broadly defined to include committees of intergovernmental agencies or organizations.
Use of staff shall be consistent with the following guidelines:
1. If the intergovernmental body has its own professional staff, such staff should be
used to the greatest practical extent, rather than City staff.
8.B.d
Packet Pg. 926 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
5
2. City staff may attend the intergovernmental meeting if the Councilmember
requests such attendance with the approval of departmental and City
management.
3. The primary responsibility of staff is to review issues before the
intergovernmental body as they may affect the City and advise and assist the
Councilmember in presenting issues before the full Council or representing
Council’s position before the body.
H. Routine Support Services. The Council Office staff provides routine support services to
Councilmembers including the following:
1. Preparation of correspondence relating to official City business within the
resource restraints of the adopted budget and the limitations noted above. Each
of the Councilmembers will be given equal consideration. City resources will not
be made available for correspondence to or for political organizations, in support
of a Councilmember’s pursuit of an elective or partisan office, in support of or
opposition to a ballot measure, or in support of someone else's pursuit of an
elective or partisan office.
2. Assistance in scheduling meetings concerning City business and making logistical
and travel arrangements for official meetings. This includes but is not limited to
arranging for meeting rooms. The fee for the room shall be consistent with the
fees charged to City staff and may be charged to the City Council Office budget.
3. Assistance in securing single copies of official records.
4. Unless otherwise requested by a Councilmember, Council mail will be opened
daily and if of a non-urgent nature, distributed with the agenda on Thursday and
before Council meetings on Tuesday evening. If there is no council meeting
scheduled during a two-week period, then mail will be delivered to the
Councilmember’s home at least once weekly. Councilmembers may pick up mail
at City Hall at any time.
5. Response, at a Councilmember’s request, to telephone inquiries.
SECTION IV. City issued Technology Equipment and Accepted Use. To support the Council
in constituent outreach, policy research, and other uses necessary to their services as
Councilmembers, the City will provide each Council member with technology equipment as
described below:
1. Each Councilmember will be provided with one laptop, one smartphone, and one
tablet device. The City will issue equipment in accordance with City standards as
described below. In selecting equipment, each Councilmember will have the
option to select a laptop, smartphone, and tablet from the following two
options:
8.B.d
Packet Pg. 927 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
6
Device Option 1 Option 2
City Provided
Service Plan
Service Plan
Estimated Cost
City Provided
Internet Access?
Laptop City's current
standard user
Windows
Laptop, with
docking
station,
external
monitor,
keyboard, and
mouse.
City's current
standard user
Mac Laptop,
with docking
station,
external
monitor,
keyboard, and
mouse.
N/A N/A Yes, via smart
phone hotspot
using smart
phone data
plan.
Smart
Phone
City’s current
standard
Android
phone.
City’s current
standard
Apple phone.
Unlimited plan:
includes
unlimited data,
texts, calls, and
hotspot. Does
not include
international
services when
used outside of
the U.S.
$50.70/month Yes, via data
plan.
Tablet City's current
standard
android
tablet.
City's current
standard
Apple tablet.
N/A N/A Yes, via smart
phone hotspot
using smart
phone data
plan.
All equipment must be returned to the City when the Councilmember leaves
office. All services paid for by the City will be discontinued when the
Councilmember leaves office.
2. Each Councilmember will be provided with a smart phone and service through
the City’s standard service plan. The service plan will include unlimited data,
texts, and calls. The plan will also include hotspot service for enabling internet
access connection for a tablet and laptop. The service plan will be paid for by
the City through the City’s service contract with the service provider. The City
will only be responsible for paying for the service plan as outlined above. The
City will not pay for or reimburse Councilmembers for any other services outside
of what is described above, such as in-home internet access or television/cable
service.
8.B.d
Packet Pg. 928 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
7
3. When travelling outside of the U.S. for official City business, Councilmembers
may request for the City to temporarily activate an international data and voice
service plan for their smart phone. Such service will be paid for by the City when
used specifically for the purposes of conducting official City business. Requests
to activate international data and voice service must be communicated to the
City at least two weeks in advance of the scheduled travel date.
4. As with all City technology, the Information Services Department will provide
technical support and training to Councilmembers on the use of City issued
technology equipment as needed.
5. On a routine basis, the City will require that any “end-of-life” equipment be
returned to the City, to be replaced with new equipment in order to keep
current with City standards. This equipment will be replaced as follows: laptops
every four years and smartphones every three years.
6. Councilmembers may elect to purchase their City issued end-of-life laptops,
tablets, or cellphones (including device accessories) after they have been retired
as per the terms above. The fair market value of the device will be determined
by the Information Services Department through benchmarking of third-party
technology resellers. If a councilmember chooses to purchase the device, it will
be provided “as is” with a standard operating system and, where applicable, the
standard software productivity suite. No warranty support or service will be
provided for these devices by the Information Services Department.
7. Any Councilmember who is currently receiving a subsidy for home Internet
Service will continue to receive this subsidy until such time as they are no longer
part of the Council.
8. Councilmembers will use City issued technology equipment in accordance with
the policies and procedures set forth in City Administrative Instruction II-4-10,
Employee Access and Use of Computer Networks, Retention and Destruction of
Electronic Communications, and City Administrative Instruction II-4-12,
Employee Access of City and Personal Telecommunications Equipment.
SECTION V. The City Clerk shall certify to the adoption of this Resolution, and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
______________________________
GEORGE S. CARDONA
Interim City Attorney
8.B.d
Packet Pg. 929 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
8
Adopted and approved this ___ of ___, 2021
______________________________
_____________________, Mayor
I, Denise Anderson-Warren, City Clerk of the City of Santa Monica, do hereby certify that the
foregoing Resolution ____ (CCS) was duly adopted at a meeting of the Santa Monica City
Council held on the ____ of ____, 2021 by the following vote
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
8.B.d
Packet Pg. 930 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
9
Exhibit A
Administrative Instruction II-4-10, Employee Access and Use of
Computer Networks, Retention and Destruction of Electronic Communications
8.B.d
Packet Pg. 931 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER: II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 1 of 10
I.PURPOSE
The purpose of this Administrative Instruction is to set forth policies and procedures
for City employees’ use of the City's computer equipment, networks (wired and
wireless), Cloud computing environments, Internet, and Intranet and for the use,
ownership, retention and destruction of all electronic data stored and managed by
the City's electronic communications systems.
II.SCOPE
This Administrative Instruction pertains to all City employees, officers, consultants,
contractors, and temporary agency employees authorized to use the City's
electronic communications systems or networks while conducting City business as
regular or temporary users. User authorizations are to be obtained in advance as
outlined in this Administrative Instruction.
III. DEFINITIONS
A.Electronic Mail Message - A document created or received on an electronic mail
system including e-mail, instant messages, tasks, brief notes, more formal or
substantive narrative documents, appointments, calendar entries and any
attachments, such as word processing text, data, photos, audio, video and other
electronic documents, which may be transmitted with the message to an internal
or external address.
B.Voicemail Message – A digital audio recording contained in voicemail or email
communications systems.
C.Instant Message – An immediate, limited, and temporary electronic message
sent via an instant messaging program that appears on the recipient’s screen as
soon as it is transmitted.
D.Electronic Communications Systems – Computer applications used to create,
receive, store, and transmit electronic communications, documents, and calendar
entries, and electronic communications, which include electronic mail messages,
voicemail messages, and instant messages.
EXHIBIT A 8.B.d
Packet Pg. 932 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 2 of 10
E. Computer Equipment – Electronic hardware that can store, process, or send
data and information. Electronic hardware includes servers, desktop computers,
portable computers, tablet computers, switches, routers, printers, scanners,
copiers, plotters, digital cameras, cellular telephones, and similar devices.
F. Personal Electronic Device (“PED”) – Any Computer Equipment owned by a
City employee or official and not provided or owned by the City.
G. Internet – A cooperative content hosting and forwarding system that links millions
of computers together globally in a network where any computer can
communicate with any other computer. Users of the Internet can view information
on the World Wide Web, exchange electronic mail messages, participate in
electronic discussion forums, send files from any connected computer to any
other connected computer and remotely access and manage data and other
computers using a variety of languages known as protocols.
H. Intranet - A private network that is contained within an organization and can only
be accessed by employees or authorized persons of the organization. The main
purpose of an Intranet is to share company information and computing resources
among employees.
I. Malicious Programs – Unauthorized programs such as viruses, worms,
spyware, malware, ransomware or any unsolicited programs that can cause
damage to a computer or information on a computer or network. They have the
ability to use one computer to attack or spread themselves to other computers.
They can attack or spread in many ways including using external media such as
CD’s or portable drives, downloading information and software programs off the
Internet, browsing infected Internet sites, instant messaging, and opening email
attachments.
J. Computer Network – A wired or wireless (Wi-Fi) communications system
comprised of network servers, web servers, relational databases, desktop
computers, switches, routers, hubs, storage area networks (SAN’s), printers,
networked scanners, copiers, plotters, reference information storage systems
(RISS), interactive voice response(IVR) systems, voice over internet protocol
(VoIP) systems, and software and applications licensed by the City.
EXHIBIT A 8.B.d
Packet Pg. 933 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 3 of 10
IV. POLICY
A. The City's computer network shall be used solely for City business purposes and
not for personal use. Personal use of the City’s computer network may result in
termination of system access and disciplinary action up to and including
termination. De minimis and occasional use of the City’s computer network
conducted during an employee's break periods is permitted.
B. The City's electronic communications systems are meant to facilitate City
business communication among City staff, and between City staff the public,
consultants, and any other individuals contacted in the course of City business.
The intended use of the City’s computer equipment and networks, Internet, or
Intranet is to allow employees to create, manage, locate, retrieve, and
disseminate information for City business purposes.
C. Access to the City’s computer networks, Internet, or Intranet may, at the request
of the employee's Department Head, be restricted for employees who do not
require such access in the regular course of their duties.
D. Acceptable use of the City's computer network and electronic communications
systems is the responsibility of every authorized user whether they use City
computer equipment or personal devices.
E. Electronic communications sent or received using the City’s electronic
communications systems are not private, and are subject to viewing and review
by appropriate City employees. The author of each electronic communication
must be aware at all times that he or she loses all control over that communication
once it is sent, and all such messages are capable of being forwarded without the
express permission of the original author. City users must use caution in the
transmission and dissemination of messages, and must comply with all state and
federal laws.
F. Data and files stored on the City’s computer network, and electronic
communications sent or received on the City’s electronic communications
systems, may be public records and therefore subject to release unless an
exemption under the California Public Records Act will prevent disclosure or
authorize withholding.
EXHIBIT A 8.B.d
Packet Pg. 934 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 4 of 10
G. Data Storage
1. The system is not intended, designed or maintained to be used as the official
records management or storage system for the City.
2. Employees may store or transfer files and data related to City business only
on cloud-based storage systems, computer equipment, hard disc drives, or
other media (including USB storage drives, DVDs, and CDs) approved by the
Information Services Department.
H. Inappropriate Use
Use of electronic communications systems or computer networks shall be
consistent with normal City business activities and in a way that is appropriate
and non-offensive. Inappropriate or offensive use by City staff will be subject to
disciplinary action. Inappropriate or offensive use includes, but is not limited to,
the following examples:
1. Illegal activities;
2. Sending or posting threats or encouragement of bodily harm, the destruction
of property; discriminatory messages; harassment, sexual or otherwise, as
defined in any of the City’s anti-harassment or anti-discrimination policies City
policies or other applicable law;
3. Use of electronic communications systems with malicious intent, to
compromise the integrity of the City and its business in any way;
4. Libel or defamation;
5. Obscene messages;
6. Posting anonymous messages;
7. Political endorsements;
8. Commercial activities, Solicitation of funds for personal financial gain, or fraud;
EXHIBIT A 8.B.d
Packet Pg. 935 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 5 of 10
9. Participating in any type of financial fraud such as "pyramid schemes," "Ponzi
schemes," or "chain letters."
10. Adding, removing, modifying network header and machine access code
information in an effort to deceive or mislead;
11. Unauthorized use of another person’s account ID, password;
12. Unauthorized sharing of passwords with other employees or members of the
public;
13. Accessing, or attempting to access, the accounts of others, or to penetrate, or
attempt to penetrate, security measures of the City’s network, Internet, Intranet
or another entity's computer software or hardware, electronic communications
system, or telecommunications system without permission or authority;
14. Transmitting SPAM (Irrelevant or inappropriate messages to a large number
of recipients);
15. Intentionally disrupting network traffic or causing the city’s computer network
or connected systems to malfunction, including the transmission of viruses,
worms, bots or other malicious electronic code or documents;
16. Unauthorized installation or alteration of computer hardware or software;
17. The unauthorized destruction, removal, or deletion of any City files or data
including but not limited to any files located on the network, desktop computers
or any City-owned computer equipment;
18. Use of portable media including flash drives, SD drives, DVD’s, and CD’s to
store and copy data, files, content from any City computers and from the City
network, unless approved by the Chief Information Officer or designee;
19. Downloading or installation of audio, video, data or executable files for
personal use, including, but not limited to photos, screen savers, music and
movies;
EXHIBIT A 8.B.d
Packet Pg. 936 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 6 of 10
20. Invading the privacy of individuals except in the course of conducting City
business;
21. Reselling, extending, bridging, or otherwise misusing the Intranet and Intranet
connections and or services;
22. Use of electronic communications systems which violates any City policies or
practices that address appropriate behavior, outline rights, and set
expectations for employees’ conduct and behavior while at work;
23. Use of third party electronic communications system(s) on City equipment
without prior authorization by the Chief Information Officer or designee;
24. Use of online file storage services other than the City’s OneDrive for Business
or other ISD-approved online file storage services.
I. Ownership, Confidentiality and Disclosure
1. Electronic communications systems are the property of the City, and all uses,
content stored and messages processed and sent are subject to audit, review
and possible disclosure.
2. The City, through its managers and supervisors, reserves the right to review
the contents of employees' electronic files and electronic communications
when necessary for City business purposes.
3. If abuse is suspected, and with approval from the Director of Human
Resources and the Department Head, supervisors shall have the authority to
inspect the content of any electronic communications possessed by a
subordinate on City-owned devices.
EXHIBIT A 8.B.d
Packet Pg. 937 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 7 of 10
4. If an employee creates, receives, or stores electronic records related to City
business on a personal electronic device the employee must forward a copy
of any such records to the City computer network as soon as practicable by
sending or copying their City email address. Further, the City may ask the
employee to review personal electronic devices (PEDs) for such records to
respond to requests for public records. For additional details on the use of
PEDs, please review Administrative Instruction II-4-12 on Employee Use of
City and Personal Telecommunications Equipment.
5. Information Services staff will at all times maintain the confidentiality of
electronic communications residing on the computer network, except as
necessary to comply with this Policy. Such items will not be casually examined
or disclosed by any Information Services staff, regardless of access capability.
6. Designated Information Services staff authorized by the Chief Information
Officer may, in the course of their duties, monitor activities in the electronic
communications systems regarding suspected violations or security breaches
whenever they may occur, and perform appropriate follow up.
7. Designated Information Services staff may access and review electronic
documents and files only when authorized by the Chief Information Officer and
the employee's Department Head.
8. Former employees have no right to the contents of electronic communications
created during their time of employment with the City.
9. Former employees shall not access or attempt to access the City's computer
network or electronic communications systems.
10. Upon leaving employment with the City, a user's electronic communications
may be accessed for the purpose of saving those messages that pertain to
City business. Rights to these files may be reassigned to another employee if
necessary to conduct City business.
EXHIBIT A 8.B.d
Packet Pg. 938 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 8 of 10
11. The City will monitor and may disclose any electronic communications stored
on the computer network under the following circumstances:
a) If required by law to do so such as, but not limited to, subpoena and public
records act requests;
b) In the course of an investigation triggered by indications of impropriety or
as necessary to locate substantive information for business purposes;
c) When necessary to investigate a possible violation of a City policy or a
breach of the security of the electronic communications system;
d) In the event there is reasonable suspicion that a user has committed or is
committing a crime against the City or for which the City could be held liable.
J. Security and Access Violations
1. Information Services staff will make every effort to secure access to the
electronic communications systems to authorized users only, and to permit
"mailbox" and calendar usage only to those users authorized by the City.
2. All users are to keep their user logins and passwords to email and instant
message queues private.
3. While employees may set a confidential password, they should be aware that
this does not suggest that the system is for personal use or confidential
communication.
4. Users must not disclose their passwords to any other person for any reason.
EXHIBIT A 8.B.d
Packet Pg. 939 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 9 of 10
5. Users have the ability to change their password at will, and are required to do
so on a regular basis, as outlined by Information Services staff.
6. Any employee found to have engaged in access violations will be subject to
termination of computer network access, disciplinary action, and criminal
prosecution.
7. Employees will be required to complete an annual City information security
training as approved by the CIO. Failure to complete the training successfully
may result in the suspension of access to the City’s networks.
K. Communications Retention and Destruction
1. Emails are retained on the City’s servers for two years. Voicemails and instant
messages are retained for 30 days.
2. Text and SMS messages created or received on cellular phones may be public
records. If an employee uses text or SMS messages to conduct City business,
the employee must capture the message using a means which ensures the
entirety of the communication is preserved, and forward that communication
to the employee’s City email address with a subject line enabling subsequent
search for the subject of the communication.
3. No employee shall knowingly or corruptly alter, destroy, mutilate, or conceal a
record, document or other object, with the intent to impair the object's integrity
or availability for use in an official proceeding.
EXHIBIT A 8.B.d
Packet Pg. 940 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access and Use of
Computer Networks, Retention
and Destruction of Electronic
Communications
NUMBER:
II-4-10
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 10 of 10
V. PROCEDURES AND RESPONSIBILITIES
Procedure Responsible Person(s)
Add/Remove License and Service
Requests for adding or removing employees
to or from the City's electronic messaging
systems are submitted via the through the
New User Account Request form in Service
Desk
Division Manager
Employees are added and removed from
electronic communications systems when
requested and approved by the appropriate
Division Manager
Helpdesk
Add/Remove Network Access
Requests for adding or removing employees
to or from the City's networks are submitted in
writing via a City Software Login Authorization
Form to the Helpdesk. A copy of the City
Software Login Authorization Form can be
obtained from the Information Services
Intranet site or by contacting the Helpdesk.
Division Manager
Employees are added and removed from
the City's networks when requested and
approved by the appropriate Division
Manager
Helpdesk
VI. AUTHORIZED BY
___________________
Rick Cole
City Manager
EXHIBIT A 8.B.d
Packet Pg. 941 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
10
Exhibit B
Administrative Instruction II-4-12, Employee Access of City and
Personal Telecommunications Equipment
8.B.d
Packet Pg. 942 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER: II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 1 of 19
I.PURPOSE
The purpose of this Administrative Instruction is to set forth policies and procedures
for the use of City- and employee-owned telecommunications equipment by City staff
for conducting City business. This equipment includes telephones, cellular phones,
smartphones, tablets, laptops, personal computers, and mobile data devices.
This policy is intended to protect the security and integrity of the City’s data and
technology infrastructure, and to ensure retention of public records which may be
created or stored on City- and employee-owned telecommunications equipment.
Limited exceptions to the policy may occur due to variations in devices and platforms.
The City of Santa Monica allows its employees to use personally-owned
telecommunications equipment at work for conducting City business or accessing
City e-mail and the City internal website (eDesk) to receive City-related information.
The City reserves the right to revoke this privilege if users do not abide by the policies
and procedures outlined below.
II.SCOPE
This Administrative Instruction applies to all employees who are issued or
authorized to use City-owned telecommunications equipment or are authorized to
use their personal devices for conducting City business on a regular or temporary
basis. Authorizations must be obtained in advance as outlined in this procedure.
EXHIBIT B 8.B.d
Packet Pg. 943 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 2 of 19
III. DEFINITIONS
a) Telecommunications Equipment: Any type of device which can access the
internet or other telecommunications system, including telephones, cellular
phones, smart phones, tablets, laptops or mobile data devices.
b) Telephones: Landline phones located in each department and City facility.
Telephones are most commonly located at each desk or workstation, and have
the capability for local and long-distance calling.
c) Cellular Phones: Portable telephones that communicate over wireless networks.
d) Smartphones: Cellular phones that perform many of the functions of a computer,
typically having a touchscreen interface, Internet access, and an operating system
capable of running downloaded applications.
e) Tablets: Portable computers that generally accept input directly onto an LCD
screen rather than via an external keyboard or mouse.
f) Mobile Data Device: A type of computer laptop, or device that enables another
device to receive Internet access over a cellular data connection instead of using
telephone landlines or a wired connection and capable of running automated
software applications.
g) Jailbroken: A device which has had software restrictions imposed by the
manufacturer removed using a series of software exploits. Jailbreaking permits
root access to the operating system, allowing the downloading and installation of
additional applications, extensions, and themes that are otherwise unavailable.
EXHIBIT B 8.B.d
Packet Pg. 944 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 3 of 19
IV. POLICY
A. Assignment of City-owned Telecommunications Equipment
1. Any City-owned Telecommunications Equipment issued to an employee is
entirely at the discretion of the City and the Employee’s Department Head and
the Chief Information Officer. The device is not considered a benefit, or part of
the employee’s compensation.
2. All requests for City-owned telecommunications equipment must be approved
by the employee's Department Head and the Chief Information Officer or his
or her designee.
3. Basis for approvals. The type of telecommunications equipment assigned to
an employee will vary based upon the employee’s job duties. Departments will
be advised by Information Services staff on the most cost-effective device for
the employee’s work-related telecommunications needs. Periodic reviews and
adjustments will be made by Information Services staff and departments.
The following criteria will be applied to determine the type of equipment to be
assigned:
a) Telephones may be approved and issued to employees in City offices
when there is a need for public or inter-office communications. Cellular
phones should not be a replacement for standard City radio
communications equipment. Cellular phones may be approved and issued
to employees when there is a critical need for immediately-accessible
communications at all hours of the day, or for an employee who is not often
at a desk where a wired telephone would be available. Cellular phones
may also be approved and issued to employees responsible for emergency
response situations and emergency preparedness activities and
employees who are frequently called upon to make administrative
decisions off-site or during off-hours. They should only be issued to
employees with radio equipment when the duties and responsibilities
require them to leave their vehicles for extended periods of time or to
communicate directly with outside vendors or agencies in the usual course
of their field work.
EXHIBIT B 8.B.d
Packet Pg. 945 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 4 of 19
b) Smartphones should not be a replacement for cellular phones or standard
City radio communications equipment. They should only be issued to
employees who meet the following criteria. Smartphones may be approved
and issued to employees with a critical need for immediately-accessible
internet, email, or computer access at all hours of the day, or for an
employee who is not often at a desk where a standard computer would be
available. Smartphones may also be approved and issued to employees
responsible for emergency response situations and emergency
preparedness activities and employees who are frequently called upon to
make administrative decisions off- site or during off-hours or have a need
to use cameras for documentation or to access data, e-mail or mobile
business applications when away from their primary computer or when
working in the field.
c) Tablet devices should not be a replacement for cellular phones or
smartphones. Tablets may be approved and issued to employees with a
critical need for immediately-accessible internet, email, or computer
access at all hours of the day, or for an employee who is not often at a
desk where a standard computer would be available and these functions
would require more screen space than is possible on a smartphone.
d) Mobile data devices should not be a replacement for cellular phones or
standard City radio communications equipment. Mobile data devices may
be approved and issued to employees who are responsible for managing
critical public safety operations, division managers and Department Heads
who are frequently called upon to make administrative decisions off-site or
during off-hours and supervisory staff responsible for managing large
capital improvement projects or community programs who are regularly
away from the office and require Internet access.
EXHIBIT B 8.B.d
Packet Pg. 946 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 5 of 19
4. All telecommunications equipment and service costs will be charged to the
City Utility- Telephone account of the corresponding division and should be
budgeted for in advance.
5. The employee will be issued City-owned equipment solely by Information
Services Staff and only from a service provider currently under contract with
the City.
6. Employee access to the City’s computer network and data must be approved
by the employee’s Department Head or his or her designee and is limited
based on user profiles defined and managed by ISD.
7. Upon termination of employment, all City-owned telecommunications
equipment issued to the terminated employee must be immediately returned
to the employee's Supervisor.
a) The Supervisor is responsible for receiving all of the equipment, verifying
that it is in working order, and for documenting missing or inoperable
components of the assigned equipment.
b) The Supervisor shall report problems with the equipment and any
equipment reassignments to the ISD Help Desk immediately.
8. Lost or stolen City-owned equipment must be reported to the Supervisor of the
employee to whom the equipment was issued, Risk Management, and the ISD
Help Desk as soon as possible.
Employees who lose equipment shall be subject to the following policy:
a) The first equipment loss will be paid for by the City from the Utility-
Telephone account of the division in which the employee works.
b) Any subsequent equipment losses by the same employee will be paid for
by the employee.
EXHIBIT B 8.B.d
Packet Pg. 947 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 6 of 19
B. Use of City-owned Telecommunications Equipment
1. The City may block or otherwise prevent employees from accessing certain
websites or categories of websites.
2. Employees shall not accept or make collect calls unless the call is approved
in advance by the employee’s Supervisor or Division Manager or is in
response to an emergency or other matter related to critical City services.
Information Services Staff will report collect call acceptances to the
employee's Supervisor or Division Manager.
3. Employees shall not make international calls without prior approval from a
Supervisor or Division Manager.
4. Employees must maintain all telecommunications equipment and related
accessories in proper working order, secure them from being lost, damaged,
or stolen, and ensure they are used properly according to manufacturer
specifications.
5. Each employee should notify his or her Supervisor or Division Manager
immediately if his or her equipment is damaged or in need of repair.
6. The City may audit all records of use of City-owned telecommunications
equipment. An employee’s misuse, loss, damage, or destruction of the
equipment may result in disciplinary action, up to and including termination.
7. Employees with City-owned telecommunications equipment are expected to
be available to receive City business communications during normal business
hours, as workload requires, or as agreed upon with their Supervisors or
Division Managers and in compliance with the appropriate Memorandum of
Understanding (MOU).
EXHIBIT B 8.B.d
Packet Pg. 948 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 7 of 19
8. Employees may be required to carry or use City-owned telecommunications
equipment outside of regularly scheduled work hours.
9. Employees are required to exercise good judgment in the use of City-assigned
telecommunications equipment. This includes avoiding websites, telephone
numbers, cellular phone numbers, or sending e-mail messages that would
bring discredit upon the City or are offensive or obscene. Employees are
responsible for notifying their Supervisors or Division Managers about any
unwanted information or communication received.
10. Reimbursement for usages charges related to personal use of all City
telecommunications equipment is the responsibility of every City employee
and his or her Supervisor or Division Manager. Detailed and summary reports
of calls made on City telecommunications equipment are generated each
month for department review. These reports detail calling usage and charges
for each call made. Department Heads or designees must review these reports
to ensure compliance with these guidelines. Designated division staff will be
able to report all personal use of City equipment to the employee's Supervisor
or Division Manager who will verify the usage, remind the employee of the
intended purpose of the equipment, coordinate any reimbursements due to
the City, and initiate disciplinary action, if appropriate.
11. The employee’s City-owned device may be remotely wiped and all data
removed if:
a) The device is lost or stolen;
b) The employment is terminated;
c) ISD detects a data breach, a virus, or similar threat to the security of the
City’s data and technology infrastructure.
EXHIBIT B 8.B.d
Packet Pg. 949 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 8 of 19
C. Personal Electronic Devices (PEDs) enrolled in the City’s Mobile Device
Management service (MDM), also known as the Bring Your Own Device
(BYOD) program.
1. Employees may voluntarily use their personal electronic devices (PEDs) to
perform official City business or when accessing City business applications,
e-mail and the City internal website (eDesk) to receive City-related information
through enrollment of their personal devices in the City’s MDM service.
2. Employees who choose to enroll their PEDs in the City’s MDM service should
contact the ISD Help Desk, submit a Bring Your Own Device (BYOD) request
and bring the devices to ISD for proper provisioning and configuration of
standard apps, such as browsers, office productivity software and security
tools, before they can access the City’s network, data or applications.
a) Smartphones and tablets using the following operating systems are
supported:
i. iOS
ii. Android
iii. Windows Phone
b) Network connectivity is supported by ISD. Please contact the ISD Help
Desk with any issues related to accessing the following:
i. City e-mail
ii. City Websites
iii. Applications managed by ISD’s MDM system
c) Employees should contact the device manufacturer or their carrier for any
other issues on their PED, including operating system or hardware-related
issues.
EXHIBIT B 8.B.d
Packet Pg. 950 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 9 of 19
3. The City will not reimburse the employee for any costs associated with
purchasing or using PEDs for City business purposes or while accessing City
business applications, e-mail or the City internal website (eDesk) to receive
City-related information.
4. The City will not be responsible for an employee’s loss of any personal data
or damage to his or her PED while using it for City business.
5. While ISD will take every precaution to prevent the employee’s personal data
from being lost in the event that ISD must remote wipe the data on the MDM
controlled applications on the PED, it is the employee’s responsibility, not the
City’s, to take additional precautions to protect his or her personal data, such
as backing up e-mail, text messages, contacts information, photos, etc.
6. The City reserves the right to disconnect a PED or disable City-provided
services without notification.
7. Lost or stolen PEDs must be reported to the ISD Help Desk as soon as
possible for remote wipe of data on the MDM controlled applications.
8. By enrolling in the BYOD program, the employee assumes full liability for risks
including, but not limited to: the partial or complete loss of City and personal
data due to an operating system crash, errors, bugs, viruses, malware, or
other software or hardware failures, or programming errors that render the
PED unusable.
9. The City reserves the right to take appropriate disciplinary action for
noncompliance with this policy.
EXHIBIT B 8.B.d
Packet Pg. 951 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 10 of 19
D. Voicemail Messages
1. Voicemail may be used to improve internal communications within the City as
well as enhance employees’ ability to serve the public.
2. Employees will keep their outgoing message(s) and announcements
professional, timely and accurate. Outgoing messages should not contain
jokes, jargon, offensive language, music, etc., in their announcements.
3. During periods of extended absence (vacations, conferences, trips, illness,
etc.) employees should arrange to have mailbox coverage and an appropriate
announcement directing the caller elsewhere.
4. Employees shall check messages regularly and attempt to promptly return
calls.
5. The voice messaging system is part of the unified messaging system, which
includes electronic mail, and is therefore subject to the Employee Access,
Use, Retention and Destruction of Electronic Communications policy.
EXHIBIT B 8.B.d
Packet Pg. 952 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 11 of 19
E. Security for City-owned telecommunications equipment and City-approved
PEDs
1. To prevent unauthorized access, all approved devices must be password
protected using the features of the device and a PIN code, or fingerprint
security that is required to access the data contained in the MDM software on
the device. Attachment A details the required security settings.
2. Employees may not use smartphones or tablets to connect to the network
unless the device is on the City’s list of supported devices.
3. MDM managed data on City-approved personal devices may be remotely
wiped and all data removed if:
a) The device is lost or stolen;
b) The person’s employment is terminated;
c) ISD detects a data breach, a virus or similar threat to the security of the
City’s data and technology infrastructure;
d) Devices that are “jailbroken” or “rooted” may not be enrolled in the BYOD
program.
EXHIBIT B 8.B.d
Packet Pg. 953 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 12 of 19
F. Inappropriate Use
Use of electronic communications systems or computer networks shall be
consistent with normal City business activities and in a way that is appropriate
and non-offensive. Inappropriate or offensive use by City staff will be subject to
disciplinary action. Inappropriate or offensive use includes, but is not limited to,
the following examples:
1. Illegal activities
2. Sending or posting threats or encouragement of bodily harm, the destruction
of property or harasses another individual; discriminatory messages;
harassment, sexual or otherwise, as defined in any of the City’s anti-
harassment or anti-discrimination policies City policies or other applicable law;
3. Use of electronic communications systems with malicious intent, to
compromise the integrity of the City and its business in any way;
4. Libel or defamation;
5. Obscene messages;
6. Posting anonymous messages;
7. Political endorsements;
8. Commercial activities, Solicitation of funds for personal financial gain, or fraud;
9. Participating in any type of financial fraud such as "pyramid schemes," "Ponzi
schemes," or "chain letters"
10. Adding, removing, modifying, or identifying network header information in an
effort to deceive or mislead;
EXHIBIT B 8.B.d
Packet Pg. 954 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 13 of 19
11. Unauthorized use of another person’s account ID, password or other
identifying information;
12. Unauthorized sharing of passwords with other employees or members of the
public;
13. Accessing, or attempting to access, the accounts of others, or to penetrate, or
attempt to penetrate, security measures of the City’s network, Internet, Intranet
or another entity's computer software or hardware, electronic communications
system, or telecommunications system with permission or authority;
14. Transmitting SPAM (Irrelevant or inappropriate messages sent on the Internet
to a large number of recipients);
15. Intentionally disrupting network traffic or causing the city’s computer network
or connected systems to malfunction, including by transmitting viruses, worms,
bots or other malicious electronic code or documents;
16. Unauthorized installation or alteration of computer hardware or software;
17. The unauthorized destruction, removal, or deletion of any City files or data
including but not limited to any files located on the network, desktop computers
or any city provided equipment (i.e. external hard drives, laptops, flash drives,
etc.);
18. Use of portable media including flash drives, sd drives, DVD’s, and CD’s to
store and copy data, files, content from any City computers and from the City
network;
19. Downloading or installation of audio, video, data or executable files for
personal use, including, but not limited to photos, screen savers, music and
movies;
20. Invading the privacy of individuals except in the course of conducting City
business;
EXHIBIT B 8.B.d
Packet Pg. 955 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 14 of 19
21. Reselling, extending, bridging or otherwise misusing the Intranet and Intranet
connections and or services;
22. Use of electronic communications systems which violates any City policies or
practices that address appropriate behavior, outline rights, and set
expectations for employees’ conduct and behavior while at work;
23. Use of third party electronic communications system(s) on City equipment
without prior authorization by the Chief Information Officer or his or her
designee.
24. Use of online file storage services other than the City’s OneDrive for Business.
G. Ownership, Confidentiality, and Disclosure
1. City-issued telecommunications equipment and accessories are the property
of the City.
2. The City, through its managers and supervisors, reserves the right to review
voice and data usage reports and any data created or managed on City-
assigned telecommunications equipment or in City e-mail or software loaded
on a City-approved PED when necessary for City business purposes.
3. City staff found to be using City-assigned telecommunications equipment or
City- approved personal devices in an unauthorized manner while conducting
City business will be reported to their supervisor and may be subject to
disciplinary action up to and including termination.
EXHIBIT B 8.B.d
Packet Pg. 956 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 15 of 19
H. Safety Concerns with Using Telecommunications Equipment
1. Safety is the first concern. Employees must not use any mobile
telecommunications equipment while operating any machinery, vehicles, or
other device which requires concentration and attention to operate. If there is
a risk of creating a hazard or danger to coworkers or members of the public
while operating a device, all steps to avoid that danger should be taken.
2. Employees are expected to obey all laws applicable to the use of mobile
telecommunications equipment. The use of mobile equipment while driving is
not permitted. Vehicle Code Sections 23123 and 23123.5 require the use of a
hands-free device in order to use a mobile phone while driving. The City will
provide employees with approved hands-free devices for use with City-issued
mobile devices. Regardless of the situation, even if driving in slow or stopped
traffic, the employee should pull off to the side of the road and safely stop the
vehicle before operating any electronic device.
3. Employees who are charged with traffic violations resulting from the use of a
mobile telecommunications device while driving in the course of employment
by the City may be subject to disciplinary action resulting from such traffic
violations.
I. Departmental Policies
Each department may create and implement additional policies regarding the
acceptable use of telecommunications equipment for employees within that
department. Employees should follow the policies in their department regarding
use of telecommunications equipment and services. In the event of a conflict
between this policy and a department policy, this policy shall control.
EXHIBIT B 8.B.d
Packet Pg. 957 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 16 of 19
V. PROCEDURES AND RESPONSIBILITIES
Procedure Responsible Person(s)
Lost or Stolen Equipment
1. If City-owned equipment is lost, a City Property
Damage/Loss Report Form must be completed
and filed with the Risk Management Division
and a copy of the form must be submitted to the
ISD Help Desk. A copy of the City Property
Damage/Loss Report Form can be obtained
from the Risk Management website or by
contacting Risk Management. The City is not
responsible for lost personal equipment.
Employee’s Immediate
Supervisor
2. If City-owned equipment is stolen, a Police Petty
Theft Report Form must be completed and filed
with the Police Department, a City Property
Damage/Loss Report Form must be completed
and filed with the Risk Management Division
and a copy of both reports must be submitted to
the ISD Help Desk. A copy of the Police Petty
Theft Report Form can be obtained from the
Police Department website or by contacting the
Police Department. The City is not
responsible for stolen personal equipment.
Employee’s Immediate
Supervisor
3. Once the Petty Theft Form and/or the City
Property Damage/Loss Report Forms have
been completed, the vendor of the
telecommunications equipment or service shall
be notified to discontinue service.
ISD Help Desk
EXHIBIT B 8.B.d
Packet Pg. 958 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT:
Employee Access of City and
Personal Telecommunications
Equipment
NUMBER:
II-4-12
EFFECTIVE DATE: October 16, 2017 (Revised) PAGE: 17 of 19
Procedure Responsible Person(s)
Equipment Service and Repairs
1. All damaged City-owned equipment should be
reported to the ISD Help Desk who will work
with the equipment vendor to service or repair
the damaged equipment.
Employee’s Immediate
Supervisor
Reimbursing the City for Use of City Equipment
1. Monthly telecommunications statements must
be distributed to the designated division staff
that is responsible for managing
telecommunications bills.
Information Services Staff
2. The designated division staff must audit the
monthly statements and report all personal use
of the equipment to the employee's Supervisor
or Division Manager.
Designated Division Staff
3. Upon the discovery of personal use of City
issued equipment, the employee's Supervisor or
Division Manager must remind the employee of
the intended purpose of the telecommunications
equipment, coordinate any appropriate
reimbursements to the City in a timely manner,
and initiate disciplinary action if appropriate.
Employee’s Immediate
Supervisor and/or Division
Manager
VI. AUTHORIZED BY
________________
Rick Cole
City Manager
EXHIBIT B 8.B.d
Packet Pg. 959 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
II-4-12
Page 18 of 19
ATTACHMENT A
Security for City-owned devices
1.In order to prevent unauthorized access, all City-owned devices:
a.Must be protected with a four-digit PIN code or fingerprint unlock security, which
is required to access the data contained in the MDM software on the device.
b.PINs must be changed every 90 days.
c.A new PIN cannot be one of 10 previous PINs.
2.The device must lock itself with a PIN if it’s idle for 5 minutes.
3.After 10 failed login attempts, the device will lock. Contact ISD to regain access.
Security for City-approved Personal Electronic Devices
1.In order to prevent unauthorized access, all City approved Personal Electronic Devices:
a.Must be protected with a five-digit alphanumeric PIN code or fingerprint unlock
security, which is required to access the data contained in the MDM software
on the device.
b.PINs must be changed every 90 days.
c.A new PIN cannot be one of 10 previous PINs.
2.The device must lock itself with a PIN if it’s idle for 5 minutes.
3.After 10 failed login attempts, the device will lock. Contact ISD to regain access.
EXHIBIT B 8.B.d
Packet Pg. 960 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
II-4-12
Page 19 of 19
ATT ACHMENT B
E-mail, Intranet and Bring Your Own Device (BYOD) Enrollment
Complete this form to:
1)Opt-in to receive a City of Santa Monica employee email account.
2)Enroll in the City of Santa Monica Bring Your Own Device (BYOD) program.
Once completed and approved, submit this form through the ISD Helpdesk ticketing system.
NOTE: If you are not requesting City e-mail access on your mobile devices, you can skip section B. Section A Employee Information (Required) Date Employee Name Position Title Employee ID
Bargaining Unit Department/Division Work Location
How can we contact you when your account has been set up?
Personal Phone Personal E-mail Preferred Contact
( ) - Phone E-mail
I opt-in to the following:
To receive a City issued email account through a web browser.
To use my personal device to access my City issued email account, the City’s Intranet and
connect to the City's network (BYOD program) using a downloadable smart phone app. Section B Personal Mobile Device Information (Optional) Complete this section only if you would like to access your City e-mail account and the Intranet on
your personal device(s).
Installation of the City's secure productivity suite application is required on each device that is connecting
to the City's network. Complete the following information for each device to ensure that it is compatible and
properly configured to meet the City's network requirements. Attach additional pages if needed.
Mobile Device
Type: Smart Phone Tablet Other:
Mobile
OS
Apple iOS (version 4.0 or newer) Android (version 2.2 or newer)
Windows Phone (version 8.0 or newer)
Device Make
/ Model: Mobile Phone Number (if Applicable):
Intended Use (be as descriptive as possible): I have read and understand the Administrative Instructions regarding Employee Access and, Use of
Computer Networks, Retention and Destruction of Electronic Communications (AI II-4-10) and
Employee Use of City and Personal Telecommunications Equipment (AI II-4-12).
I understand and agree to comply with the policies in the administrative instructions referenced above.
Employee Signature Printed Name Date Management Approvals (Required) Supervisor Signature Printed Name Date
Department Head Signature Printed Name Date Section C Employee Acceptance (Required) EXHIBIT B 8.B.d
Packet Pg. 961 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT D
11
Exhibit C
Administrative Instruction IV-2-1, Travel and Meeting Expenses
and Mileage Reimbursements
8.B.d
Packet Pg. 962 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 1 of 13
I.Purpose
The purpose of this administrative instruction is to set policy and establish
procedures for travel, meeting, and mileage reimbursements. The policy ensures
that travel expenses are reasonable and appropriate and reimbursements are not
reported as taxable income to the individual. The procedures establish paperless
reimbursement processing and retention.
II.Scope
This administrative instruction relates to costs incurred while traveling on City
business or attending meetings and for costs associated with the use of a private
vehicle for work-related transportation. The policy applies to any individual that
conducts business on behalf of the City of Santa Monica including Council
members (pursuant to Santa Monica Charter section 602(c)), members of City
Boards and Commissions, City staff members, and contractors.
III.Policy Overview
The City reimburses for attendance at professional conferences, seminars,
trainings, and meetings contingent on approval. Staff members must receive pre-
approval from their Department Head or Division Manager.
The reimbursement procedures in this AI conform to the IRS Accountable Plan
rules for business travel related expenses, and require that: expenses have a
business connection, expenses are adequately accounted for within a reasonable
amount of time, and any excess advance is returned to the City. If reimbursements
do not follow the requirements in this document, the IRS may consider such
payments as wages subject to payroll tax withholding.
Other policies or agreements contain travel reimbursement requirements,
including, but not limited to bargaining unit agreements, grant agreements, and
specific contracts. When requirements conflict, staff members must abide by those
that are most restrictive. Departments may establish internal policies consistent
with this AI.
EXHIBIT C 8.B.d
Packet Pg. 963 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE:2 of 13
Reimbursable costs are limited to the following general classifications of costs:
Type of Cost Reimbursement method
A.Meals and incidentals Based on per diem rate, receipts
not required
B.Lodging Submit an itemized receipt
C.Transportation (air, bus, taxi,
Uber/Lyft or similar services,
rental vehicles)
Submit an itemized receipt
D.Mileage Reimbursement
Submit Mileage Reimbursement
Claim Form for use of a personal
vehicle
E.Other Expenses (registration
fee, parking, internet and
phone charges)
Submit an itemized receipt
F.Peace Officers Standards and
Training (P.O.S.T)
Submit a Training Expense
Advance Request Form
More information on reimbursable costs is found in Section IV.
The City purchasing card is the preferred method for advanced payment of airfare,
lodging and registration. Staff members must adhere to the Purchasing Card
Administrative Instruction as guidelines for all advance purchases.
In the event that travel plans are cancelled, the staff member should make every effort to
receive a full refund for all travel expenses and deposits. If a travel voucher is provided in
lieu of a refund, it must be used for City-related travel.
EXHIBIT C 8.B.d
Packet Pg. 964 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 3 of 13
IV. Travel Costs/Eligible Expenses
A. Meals and Incidentals
The City will reimburse staff members for meal and incidental (M&IE) costs
not to exceed the Federal Government per diem allowance rates (see below).
Receipts are not required if the federal per diem amount is not exceeded for
each day of travel.
• Travel within the United States: Domestic Per Diem Rates established
by the General Services Administration (GSA) for meal and incidental
reimbursements. The rates vary by destination and are available on
the GSA website (www.gsa.gov).
• International travel: Foreign Per Diem Rates established by the U.S.
Department of State. See the U.S. Department of State for Foreign
Per Diem Rates (www.state.gov).
When claiming the per diem amount:
• Purchasing cards cannot be used
• Proof of time, place and business purpose must be clearly documented on
the cover of the Travel and Meeting Expense Report and attached
itineraries, registrations and travel documentation must support this
purpose
• Meals, tips, tax, beverages (no alcohol) and incidentals are included in
these per diem amounts and should not be itemized on the Expense
Report. Incidentals are fees and tips given to baggage carriers, bellhops,
hotel staff and for transportation between places of lodging or meetings and
places where meals are taken.
• The GSA Meals & Incidental Total amount should be printed from the
website and attached to the Expense Report
EXHIBIT C 8.B.d
Packet Pg. 965 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 4 of 13
Paying for Another Staff Member’s Meal
If a staff member incurs a meal cost for themselves and other City staff members,
the staff member incurring the cost will receive the portion of the per diem rate
relating to the particular meal for each staff member they paid for. All attendees
must be documented on the expense reimbursement documentation.
Meal Allowance for the First and Last day of Travel
Per IRS and GSA guidelines, staff members are eligible for 75% of the total M&IE
rate on the first and last day of travel, regardless of the time of departure or return.
Conference Provided Meals
If the conference host provides meals to attendees for no additional charge, staff
members must pro-rate the per diem to exclude the meal provided as follows:
• 20% of per diem for breakfast
• 30% for lunch
• 50% for dinner
Meal Allowance for Local Travel Outside of City limits
If a staff member is scheduled to begin travel after the start of his or her regular
work day, no allowance may be claimed for breakfast. If a staff member is
scheduled to begin travel after their regular lunch break, no allowance may be
claimed for lunch.
EXHIBIT C 8.B.d
Packet Pg. 966 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 5 of 13
Exceptions to the Meal Per Diem
Business meetings at which City staff and external parties meet to discuss City
business and where City staff have no control over the choice of location and
associated cost are considered an exception to the per diem policy. In such cases,
the City reimburses business meal expenses at the actual cost, subject to
Department Director approval. The itemized business meal reimbursement receipt
must be included in the Travel and Meeting Expense Report and backup must
clearly document:
• The amount of the expenditure;
• The date and place of the expenditure;
• The business purpose of the expenditure;
• Brief justification for the cost above established per diem; and
• The name(s) of the individuals participating in the expense.
EXHIBIT C 8.B.d
Packet Pg. 967 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 6 of 13
B. Lodgings
The City reimburses for a standard single room (including taxes) for as many
nights as necessary. If travel is related to a professional conference, it is
often preferable to stay at the hotel hosting the conference.
Hotel costs shall not exceed the maximum group rate published by the
conference or activity sponsor. If the conference-designated lodging location
is unavailable, travelers are expected to use the most economical alternative.
Staff members shall use a City purchasing card or a personal credit card to
hold a reservation. The City will not reimburse a staff member for unused
reservations unless the staff member’s supervisor determines that
circumstances requiring the cancellation were beyond the staff member’s
control.
Staff members should identify themselves as City staff members when
making reservations and ask if they are exempt from local transient
occupancy taxes.
Staff members must submit an itemized hotel receipt for reimbursement. The
City will not reimburse a staff member for lodging if the Staff member chooses
to stay with a friend or relative while attending an out of town meeting or
conference.
EXHIBIT C 8.B.d
Packet Pg. 968 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 7 of 13
C. Transportation
Staff members are encouraged to take the most direct routes; and staff
members traveling to the same event are encouraged to carpool.
Any travel outside the Southern California area will be by air at coach fares.
First class and Business class travel is prohibited. Amenities not required for
travel shall not be reimbursed.
The City reimburses staff members for reasonable ground transportation
(taxi, Uber/Lyft or similar service, train, bus or personal vehicle) between the
airport and office or home. When using a personal vehicle, long-term airport
parking must be used for travel exceeding 24 hours.
Individuals must obtain prior approval for use of a rental vehicle from the
Department Director or Division Manager and it must be justified as an
economical business necessity. Staff members are encouraged to select the
vehicle that represents the most cost-effective option. Optional insurance
offered by the rental agency is not a reimbursable expense. Staff members
should work with Risk Management for questions regarding insurance.
For reimbursement, staff members must submit itemized parking and rental
car receipts with the Travel and Meeting Expense reimbursement form.
The City offers staff members access to City-owned vehicles to attend local
conferences, meetings and workshops.
• Staff members who use City-owned vehicles must comply with the
vehicles reservation rules before reserving a car (available on the City’s
intranet).
• All City-owned vehicles must be refueled at City Yards (2500 Michigan
Avenue) or behind Big Blue Bus (5th and Olympic). If emergency
gasoline is required while traveling on City business, the expense
reimbursement will require a gas station receipt.
EXHIBIT C 8.B.d
Packet Pg. 969 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 8 of 13
D. Mileage Reimbursement
The City will reimburse the owner of a personal vehicle at the current per mile
rate established by the IRS (IRS rate). To drive a personal vehicle on City
business, staff members must possess a valid California driver’s license and
meet the minimum financial responsibility requirements as prescribed by the
State Vehicle Code (CVC 16058). Mileage reimbursements shall constitute
full payment by the City for all costs associated with vehicle operation,
including fuel, lubricants, repairs, depreciation and insurance. Mileage is
calculated from the staff member’s residence or work to the destination,
whichever is less. The City also reimburses individuals for reasonable
parking costs associated with the use of private vehicles while conducting
City business.
City staff must submit reimbursement requests associated with the use of
private vehicles using the Mileage Reimbursement Claim form (available on
the City’s intranet) with the following backup:
• description of the business purpose of vehicle use.
• map printout supporting the total miles driven for which reimbursement
is sought, and
• scanned copy of parking receipts (if applicable)
E. Other Expenses
Other costs incurred by a staff member that may be eligible for reimbursement
include, but are not limited to, registration fees, printed materials, training
materials, costs associated with local meetings as either host or participant.
The City will reimburse staff members for reasonable business internet costs.
The business purpose must be clearly documented on the expense
reimbursement documentation.
EXHIBIT C 8.B.d
Packet Pg. 970 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 9 of 13
F. Peace Officers Standards and Training (POST)
Police personnel participate in Peace Officers Standards and Training. The
City advances the daily per diems established by the Commission on Peace
Officers Standards and Training for lodging and meals. Request for
advances must be submitted on a Training Expense Advance Request form,
approved by the Division Lieutenant or Captain, and submitted to Accounts
Payable within 14 days of the departure date. A copy of the vendor
reservation confirmation must be attached to the request. Unused funds from
an advance or for cancelled trainings must be returned to the City within ten
working days.
G. Non-reimbursable expenses
Non-reimbursable expenses include, but are not limited, to:
1) Traffic violations or private auto repair;
2) In-room movie and mini-bar charges;
3) Alcohol purchases;
4) Entertainment, or health club fees;
5) Cost of personal trip insurance, optional liability insurance and medical
and hospital services;
6) Meals that the City otherwise reimburses the staff member for as
included in the cost of conference/meeting fees; and
7) Clothing or other personal items.
EXHIBIT C 8.B.d
Packet Pg. 971 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 10 of 13
V. Required Documentation
Staff members shall prepare a Travel and Meeting Expense Report using the
template posted on eDesk even if the staff member used a City purchasing card
for all travel costs which results in no reimbursement to the staff member. All
purchasing card charges associated with travel and meetings must be included on
the Travel and Meeting Expense Report.
In the event that the staff member owes the City a refund, the staff member must
scan the approved report and receipts electronically and send a check made
payable to the City of Santa Monica to the Accounts Payable Supervisor.
The approved Travel and Meeting Expense Report along with documented per
diem rates, itemized receipts for lodging, airfare, parking, conference expenses
and itinerary, and other supporting documentation must be submitted electronically
to the Accounts Payable unit no later than 10 business days after completion of
the trip. Scanned copies are sufficient for receipts and other supporting
documentation. The scanned copy must exhibit a high degree of legibility and
readability. Departments should retain the original of receipts and other
documentation until A/P has approved the reimbursement.
EXHIBIT C 8.B.d
Packet Pg. 972 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 11 of 13
VI. Procedures and Responsibilities
PROCEDURE RESPONSIBLE PERSON(S)
1. Obtain approval for travel or attendance at
meeting
Staff member
2. Approve staff member request for travel or
attendance at meeting after confirming sufficient
budget is available
Department Director or
Division Manager
3. Accumulate records of all travel costs incurred:
documented per diem rates for meals and
incidentals and required itemized receipts for all
other travel expenses
Staff member
4. Prepare a Travel and Meeting Expense Report
and attach all required supporting
documentation
Staff member
5. Review and approve the staff member Travel
and Meeting Expense Report
Department Director or
Division Manager
6. Submit electronic copy using Tyler Content
Manager (TCM) of approved Travel and
Meeting Expense Report and all supporting
documents for reimbursement to Accounts
Payable unit within 10 working days of last
travel day
Staff member/Department staff
responsible for Accounts
Payable
7. Retain electronic copy of approved Travel and
Meeting Expense Report and all supporting
documents per the City’s retention policy
Department and Staff member
EXHIBIT C 8.B.d
Packet Pg. 973 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 12 of 13
VII. Sources of Additional Information
The Travel and Meeting FAQ on eDesk provides additional information related to
travel. Finance staff will update the FAQ and travel and meeting mileage rate
information as necessary, and will maintain the information on the Finance intranet
(desktop.private/finance).
VIII. Exceptions
Exception to this policy must be pre-approved by the Finance Director. Department
Directors may request an exception by sending an email request to the Finance
Director, with justification for the exception. Department staff shall attach a copy
of the Finance Director’s email approving the exception to the Expense Report.
IX. Compliance
Individuals that travel or attend meetings on official City business, or supervise
someone who does, are responsible for knowing and following this administrative
instruction. Failure to comply with the requirements in this Administrative
Instruction or Federal Government guidelines could result in corrective action,
suspension of travel, and/or taxation of reimbursements.
X. Forms
A. Travel and Meeting Expense Report
B. Mileage Reimbursement Claim Form
C. Training Expense Advance Request Form (PD only)
D. Vehicle Accident Report Form
EXHIBIT C 8.B.d
Packet Pg. 974 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ADMINISTRATIVE INSTRUCTION
SUBJECT: Travel and Meeting Expenses
and Mileage Reimbursements
NUMBER: IV-2-1
EFFECTIVE DATE: May 1, 2019 (R) PAGE: 13 of 13
XI. Related Policies and Procedures
A. Purchasing Card Administrative Instruction
B. Travel and Meeting FAQ (coming soon)
C. Petty Cash Administrative Instruction
D. Vehicle Accident Reporting Procedures Administrative Instruction
XII. Authorized By
_____________________________
Rick Cole
City Manager
EXHIBIT C 8.B.d
Packet Pg. 975 Attachment: Attachment D - Council Member Travel Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT E
City Council Meeting: January 26, 2021 Santa Monica, California
RESOLUTION NUMBER ________(CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
ESTABLISHING A BLS PARAMEDIC ASSESSMENT FEE AND A DISPOSABLE
MEDICAL SUPPLIES FEE
WHEREAS, it is the policy of the City of Santa Monica (City) to charge for the full
costs of services provided by City Staff when such services benefit individual users,
rather than members of the community as a whole; and
WHEREAS, the Santa Monica Fire Department (SMFD) responds to over 15,000
calls a year for medical emergencies, fires, transportation accidents, and other
emergency calls; and
WHEREAS, approximately 70% of the calls received by SMFD are for
Emergency Medical Services (EMS); and
WHEREAS, the City’s daytime visitor population often rises from 93,000
residents to over 250,000 visitors on any given day; and
WHEREAS, a significant portion of the EMS calls are for non-resident visitors to
the City; and
SMFD provides two levels of EMS, including Basic Life Support (BLS) and
Advanced Life Support (ALS); and
WHEREAS, SMFD delivers EMS via ALS capable engine companies whose
personnel consist of at least two licensed paramedics; and
8.B.e
Packet Pg. 976 Attachment: Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT E
WHEREAS, the SMFD provides ALS through licensed paramedics who can,
among other things, administer intravenous medication, intubate, and provide cardiac
monitoring to a patient; and
WHEREAS, the SMFD dispatches an ALS engine company with two licensed
paramedics along with the contracted ambulance provider to ensure that the highest
level of care can be provided; and
WHEREAS, if a patient requires ALS a SMFD paramedic accompanies the
patient in the ambulance and continues treatment en route to a medical facility; and
WHEREAS, if a patient requires BLS, the ambulance provider and their two
emergency medical technicians accompany the patient to a medical facility without a
SMFD paramedic; and
WHEREAS, in 2020 approximately 56% of EMS transports requiring care
resulted in BLS transports; and
WHEREAS, the County of Los Angeles has established a maximum allowable
BLS Transport Fee of $1,695 and a maximum allowable ALS Transport Fee of $2,540
for applicable cities; and
WHEREAS, the City, however, has the legal right to establish its own ambulance
transportation fees; and
WHEREAS, the City has customarily charged an ALS Response Fee that aligns
with the rates set by Los Angeles County; and
WHEREAS, for each ALS transport, the SMFD receives an ALS Response Fee
of $845 based on the current fee schedule; and
8.B.e
Packet Pg. 977 Attachment: Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT E
WHEREAS, the current ALS Response fee reflects the difference between the
County’s ALS Transport Fee of $2,540 and the County’s BLS Transport Fee of $1,695;
and
WHEREAS, the ambulance provider bills an ALS patient for the ambulance
provider’s services and the ALS Response Fee on behalf of the City; and
WHEREAS, on a BLS transport a BLS patient pays the BLS Fee to the
ambulance provider; and
WHEREAS, the SMFD does not currently charge patients for responding to calls,
conducting paramedic assessments, or assisting ambulance providers to prepare a
patient for a BLS transport and does not receive any portion of the BLS Fee paid to the
ambulance provider; and
WHEREAS, in providing both ALS and BLS services, the SMFD also incurs costs
for disposable medical supplies provided by the City; and
WHEREAS, the City has retained MGT Consulting in connection with a City-wide
comprehensive cost of service study; and
WHEREAS, MGT Consulting has studied and determined that the City’s cost in
providing paramedic assessments that lead to a BLS transport is $640; and
WHEREAS, the neighboring cities of Beverly Hills and Torrance charge a similar
paramedic assessment fee; and
WHEREAS, a proposed BLS Paramedic Assessment Fee of $640 for patients
receiving a paramedic assessment and transported for BLS would enable the City to
recover some of the costs in providing EMS; and
8.B.e
Packet Pg. 978 Attachment: Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT E
WHEREAS, the proposed BLS Paramedic Assessment Fee of $640 would result
in an estimated annual cost recovery of approximately $300,000; and
WHEREAS, the City’s costs for disposable medical supplies on average exceed
$29 per patient transported for ALS or BLS depending on the type of care provided; and
WHEREAS, the County has established a flat fee of $29 as an acceptable fee for
disposable medical supplies for all transports; and
WHEREAS, the ambulance provider currently charges each patient transported a
$29 disposable medical supplies fee; and
WHEREAS, the City incurs varying costs by supplying various disposable
medical supplies on every ALS and BLS transport; and
WHEREAS, other cities partially recover the costs of disposable medical supplies
provided by charging patients a $29 disposable medical supplies fee; and
WHEREAS, in adopting a proposed disposable medical supplies fee a
transported patient will continue to incur the same $29 fee for disposable medical
supplies that the ambulance provider currently charges and retains; and
WHEREAS, the proposed disposable medical supplies fee will assist the City in
recovering its costs in providing disposable medical services on each ALS and BLS
transport; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES
RESOLVE AS FOLLOWS:
SECTION 1. A BLS Paramedic Assessment Fee of $640 is hereby established
for patients receiving a paramedic assessment that are transported for BLS service; and
8.B.e
Packet Pg. 979 Attachment: Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution (4348 : FY 2020-21 Midyear Budget)
ATTACHMENT E
SECTION 2. A new Disposable Medical Supplies Fee of $29 is hereby
established for all patients transported for ALS or BLS; and
SECTION 3. All fees established by this resolution will take effect on February 1,
2021; and
SECTION 4. The City Clerk shall certify to the adoption of this Resolution and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
George Cardona
Interim City Attorney
8.B.e
Packet Pg. 980 Attachment: Attachment E - Paramedic Assessment and Medical Supplies Fee Resolution (4348 : FY 2020-21 Midyear Budget)
1/20/2021 Biennial Budget - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150623/s2015062309-A.htm 1/15
City Council, Housing
Authority, and Parking
Authority Report
City Council Meeting: June 23, 2015
Agenda Item: 9-A
To: Mayor and City Council
Chairperson and Housing Authority Members
Chairperson and Parking Authority Members
From: Gigi Decavalles-Hughes, Director of Finance
Susan Cline, Interim Director of Public Works
Donna Peter, Director of Human Resources
Subject: Adoption of the First Year and Approval of the Second Year of the Fiscal
Year (FY) 2015-17 Biennial Budget (including the Second Year of the
FY 2014-16 Biennial Capital Improvement Program Budget)
Recommended Action
Staff recommends that the City Council, Housing Authority and Parking Authority:
1. Adopt a Resolution of the City Council of the City of Santa Monica adopting the
first year and approving the second year of the Fiscal Year 2015-17 Biennial
Budget and adopting the second year of the Fiscal Year 2014-16 Biennial
Capital Improvement Program Budget at Attachment A1, as amended by
Attachment B;
2. Adopt a Resolution of the Housing Authority of the City of Santa Monica
adopting the first year and approving the second year of the Fiscal Year 2015-
17 Biennial Budget and adopting the second year of the Fiscal Year 2014-16
Biennial Capital Improvement Program Budget at Attachment A2, as amended
by Attachment B; and
3. Adopt a Resolution of the Parking Authority of the City of Santa Monica
adopting the first year and approving the second year of the Fiscal Year 2015-
17 Biennial Budget and adopting the second year of the Fiscal Year 2014-16
Biennial Capital Improvement Program Budget at Attachment A3, as amended
by Attachment B.
Staff also recommends that the City Council:
1. Adopt a Resolution of the City of Santa Monica revising portions of the City’s
schedule of various permit and user fees and charges in the Planning and
Community Development, Public Works, Police, Fire, Records and Election
Services, Finance, Community and Cultural Services and Housing and
Economic Development Departments, in the City Manager ’s Office and for the
Santa Monica Public Library, and establishing certain permit and user fees and
8.B.f
Packet Pg. 981 Attachment: Attachment F - Council Meeting 06.23.15 - FY 2015-19 HSGP and OSP (4348 : FY 2020-21 Midyear Budget)
1/20/2021 Biennial Budget - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150623/s2015062309-A.htm 2/15
charges in the Planning and Community Development, Public Works, Records
and Election Services and Community and Cultural Services Departments
(Attachment C1);
2. Adopt a Resolution of the City of Santa Monica setting forth the administrative
citation schedule of fines for certain violations of the Santa Monica Municipal
Code, setting civil penalties for parking violations and for the late payment of
penalties, setting fines for Police and Fire Department responses to excessive
false fire alarms, and setting fines for the Santa Monica Public Library
(Attachment C3);
3. Adopt a Resolution of the City of Santa Monica establishing parking rates and
permit fees for all City parking facilities and resources (Attachment C4);
4. Adopt a Resolution of the City of Santa Monica establishing rental and
membership rates for the Breeze Bike Share System (Attachment C5);
5. Adopt a Resolution of the City of Santa Monica establishing new classifications
and adopting salary rates for various listed positions (Attachment D1) and
approve the position and classification changes (Attachment D2);
6. Adopt a Resolution of the City of Santa Monica establishing the Gann
appropriations limit for FY 2015-16 (Attachment E);
7. Adopt fiscal policies included in the FY 2015-17 Proposed Biennial Budget;
8. Approve the Final Proposed FY 2015-19 Human Services Grants Program
(HSGP) (Attachment F1) and the FY 2015-19 Organizational Support Program
(OSP) Grants for Arts and Culture Nonprofits (Attachment F2);
9. Authorize the City Manager to negotiate and execute contracts for grantees of
the HSGP and OSP, and grant parking permits to HSGP organizations
providing outreach and in-home services in Santa Monica, as shown in
Attachments F1 and F2;
10. Authorize the City Manager to negotiate and execute lease agreements with
human service organizations using City facilities to provide social services
under the HSGP, as shown in Attachment F1;
11. Accept Federal Supportive Housing Program (SHP) Renewal Grant funds, now
known as Continuum of Care (CoC) funds, from the Los Angeles Homeless
Services Authority (LAHSA) in the amount of $389,215 for Coordinated Case
Management; and
12. Accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the U.S. Department of Housing and Urban Development (HUD) in the amount
of $446,822 for the Serial Inebriate Program.
Executive Summary
This report presents information and requests actions necessary to adopt the first
year of the FY 2015-17 biennial budget, including the second year of the FY 2014-16
Biennial Capital Improvement Program (CIP) Budget, for the City of Santa Monica,
the Santa Monica Housing Authority and the Santa Monica Parking Authority. It also
requests that Council approve the operating budget plan for the second year of the
Biennial Budget. Since the City Charter requires Council to adopt a budget annually,
staff will submit the FY 2016-17 budget plan to Council for formal adoption, with any
necessary revisions, in June 2016.
8.B.f
Packet Pg. 982 Attachment: Attachment F - Council Meeting 06.23.15 - FY 2015-19 HSGP and OSP (4348 : FY 2020-21 Midyear Budget)
1/20/2021 Biennial Budget - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150623/s2015062309-A.htm 3/15
The City released its Proposed Budget for FY 2015-17 on May 18, 2015. Staff
received new information and made adjustments requested by the Council at the
Budget Study Sessions on May 27 and 28, 2015, resulting in the adjustments to the
Proposed Budget recommended in this report. The Proposed Budget as revised is
$564.4 million in FY 2015-16 and $614.1 million in FY 2016-17.
Background
On January 27, 2015, Council reviewed and commented on the FY 2015-20
Five‑Year Financial Forecast and directed staff to develop a fiscally sustainable
budget based on a controlled spending plan. Baseline elements include limiting the
growth of total compensation costs, maintaining healthy reserves, and adjusting
operations to ensure that the City has the financial ability to manage changes and
challenges in the community.
During two budget study sessions, held on May 27 and 28, staff presented the May
2015 Financial Status Update for the General Fund for Fiscal Years 2015-20, as well
as the FY 2015‑17 Proposed Biennial Budget and Capital Improvement Program
Budget for FY 2015‑16.
Discussion
The proposed two-year budget is balanced, with resources dedicated to
strengthening municipal services, including public safety, water conservation, mobility
and planning efforts, affordable housing, human services, and a number of initiatives
to increase enforcement of administrative laws. The Proposed Biennial Budget for
the City of Santa Monica has been revised from the document presented to the public
on May 18, 2015 to reflect final changes based on Council feedback and new
information received. The Proposed Budget as revised is $564.4 million in FY 2015-
16 and $614.1 million in FY 2016-17.
The May 27 and 28 Budget Study Sessions provided an opportunity for
Councilmembers to ensure the Proposed Budget meets community needs. During the
study sessions, Councilmembers directed staff to consider incorporating various
changes to the proposed operating and capital budgets, and to provide additional
information on certain items in time for the budget adoption public hearing on June
23, 2015. Requested changes related to strategies to enhance access to housing
and services and Safe Routes to School are described below and included in the list
8.B.f
Packet Pg. 983 Attachment: Attachment F - Council Meeting 06.23.15 - FY 2015-19 HSGP and OSP (4348 : FY 2020-21 Midyear Budget)
1/20/2021 Biennial Budget - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150623/s2015062309-A.htm 4/15
of proposed final changes shown in Attachment B. Additional information on the Pico
Youth and Family Center and the Lincoln Middle School field is included in
Attachment H; staff seeks direction from Council on these items.
Strategies to Enhance Access to Housing and Services
At the May 28 budget study session, Council directed staff to analyze and propose
possible strategies to better connect low-income residents with affordable housing
and public benefits offered through Los Angeles County. The City of Santa Monica
has long‑standing policies that support low-income residents and workers and has
significantly invested in developing an infrastructure of supportive services and
housing resources that promote wellbeing, housing stability, economic vitality, and
self‑sufficiency. However, in addition to these efforts, more can be done to strengthen
the safety net of services and leverage regional resources. Further, the imbalance of
jobs and housing in Santa Monica has been a longstanding policy concern for the
City. Therefore, City staff is working to ensure that the housing and human service
needs of vulnerable Santa Monica residents are met and is looking for strategies to
improve access to affordable housing for Santa Monica’s low-income workforce.
These strategies include enhanced assistance in applying for affordable housing,
secure employment with livable wages and growth opportunities, and making sure
that all eligible residents have access to county government benefits.
In order to promote these strategies, staff recommends the following:
· Support the Hospitality Training Academy’s request for an additional $56,832
annually for a two-year pilot project to identify and reach as many Santa
Monica residents as possible for the HTA ‘local hire’ project. HTA will
undertake door-to-door canvassing and other assertive outreach approaches
to identify current residents who are under or un-employed and might be
interested in existing and new hospitality industry jobs. HTA will track progress
and develop a better understanding of the needs and barriers of low-income
Santa Monica residents. This pilot will assist residents in accessing local union
jobs as well as increase housing stability and affordability by placing eligible
residents into affordable housing and connecting them to county benefits. City
staff will work with HTA to assess progress and outcomes and align this
outreach effort with other providers and institutions in the Santa Monica Cradle
to Career network. Given that staff’s current funding recommendations exhaust
8.B.f
Packet Pg. 984 Attachment: Attachment F - Council Meeting 06.23.15 - FY 2015-19 HSGP and OSP (4348 : FY 2020-21 Midyear Budget)
1/20/2021 Biennial Budget - City of Santa Monica
https://www.smgov.net/departments/council/agendas/2015/20150623/s2015062309-A.htm 5/15
the entire Human Services Grant budget, staff recommends the two-year pilot
program be funded from General Fund reserves.
· City staff (CCS/Human Services) will work to establish a partnership with the
Los Angeles County Department of Public Social Services (DPSS) to provide
direct access within City boundaries to public benefits information and
assistance for low-income Santa Monica residents. Services may be based at
a local non-profit agency and/or at a City facility such as Virginia Avenue Park.
Staff has made contact with senior management at DPSS to begin planning for
this enhanced outreach effort.
· One FTE, limited-term Housing Specialist in the Housing and Economic
Development Department is included in the Proposed Budget. The limited-term
position would enable multiple housing specialists within the Housing and
Economic Development Department to enhance efforts related to outreach and
communication with Santa Monica residents and workers who are in need of
affordable housing. These efforts would be coordinated with local partners
such as religious/faith institutions, schools, labor organizations, employers,
community groups, and service organizations. In linking people in need with
housing resources, it is critical to include professionals that understand the
nuances of affordable housing eligibility. The additional resources would also
enable staff to experiment with more dynamic and responsive approaches to
the housing application process in order to better accommodate changing
needs. The approach is proposed as a two-year trial to ascertain its
effectiveness in increasing local access to housing resources.
· Re-allocate $100,000 of Council discretionary funds from FY 2013-14 to
FY 2015-16 for the purpose of providing a credit enhancement pilot program
for qualified residents who would otherwise be unable to access affordable
housing resources. Some local residents have expressed concerns about not
being able to get placed in housing because of their credit histories. Accepting
a prospective tenant with lower credit presents a risk to for-profit and non-profit
property owners, as the tenants could be perceived to be more likely to miss
rent payments. Missed rent payments could cause significant hardships,
particularly for properties that operate with thin margins, as is often the case
with affordable housing.
Staff proposes to provide a credit guarantee for a limited number of Santa
Monica households who are in need and would otherwise qualify for affordable
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housing resources. The credit guarantee would be based on an agreement
between the City and the property owner. Potential beneficiaries could include
households applying for deed-restricted affordable housing in non-profit or for-
profit properties, as well as holders of housing vouchers who seek housing in
non-profit or for-profit properties. As part of the FY 2013-14 budget, Council
allocated $100,000 of discretionary funds that could be used in the event HUD
reduced funding for housing vouchers so severely that existing voucher-
holders would have to be dropped from the program. Staff has not needed to
dip into the fund over the past two years. As a result, staff recommends that
the funds be reallocated for the credit enhancement pilot program. If Council
agrees with the recommendation, staff would return with proposed guidelines
for the administration of the program.
· CCS/Human Services staff seeks to develop a standardized data collection
and reporting system that would allow for the tracking of outcomes across
programs in a uniform way, improving program monitoring and creating an
increased level of accountability. Such a system would allow staff to measure
achievement and the public benefit of services. As per staff’s May 27, 2015
report to Council, the City has identified a consultant to conduct a data needs
assessment, scheduled to begin in Summer 2015. Staff will return by mid-year
with an update on the project, including preliminary recommendations and
options for centralizing data collection and management across all HSGP
programs.
Safe Routes to School
At the May 27 budget study session, Council directed staff to pursue on-going support
for a Safe Routes to School (SRTS) program. SRTS has been a priority for the City of
Santa Monica as a nationally-recognized program that increases student safety,
walking and biking, and physical activity/health through encouragement programs,
education, enforcement and infrastructure. The bi-annual Bike It Walk It days started
by the Samohi Solar Alliance in 2007 have been the core on-going component of
SRTS in Santa Monica.
Council allocated $67,771 in FY 2014-15 for a part-time SRTS staff person, and
increased classes, events and encouragement efforts. The dedicated staffing enabled
robust and collaborative SRTS programming that resulted in the highest participation
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rates in Bike It Walk It events seen to date, new CREST safety classes, Kidical Mass
rides, a Family Bike Hub at the Santa Monica Festival and on-going parent support at
school sites. In response to Council requests to continue this program support, PCD
has identified salary and departmental savings in FY 2015-17 to fund a 0.5 FTE
permanent SRTS staff person, including benefits, and approximately $15,000 in
annual program materials. This person would work closely with the School District, as
well as with the PTA, parent champions and volunteers to foster the program by
continuing the prior year ’s efforts and working toward institutionalizing core
components. This financial allocation and on-going support would help to increase
student safety, increase walking and biking to school, and support safer streets
around the City’s neighborhood-based school sites.
Proposed Budget Revisions
Modifications to the Proposed Budget, known as final changes, are based on Council
direction, new information and identified omissions. The changes increase the
budget by $0.09 million in FY 2015-16 and decrease the budget by $0.5 million in FY
2016-17.
In FY 2015-16, the changes primarily reflect use of reserves and development
agreement funds to support the Human Services Grants Program (HSGP), including
the enhanced housing outreach described above. In FY 2016‑17, the changes
primarily reflect ongoing savings from the issuance of Lease Revenue Refunding
Bonds, Series 2015 (Civic Center Parking Project). The Safe Routes to School
staffing described above is also included yet has been absorbed within the existing
budget.
Revenue changes primarily reflect the incorporation of updated zoning permit and
user fees, as discussed in the Fees/Fines/Rates section later in this report, offset by
adjustments to decrease initial revenue estimates from the Big Blue Bus (BBB) fare
increase. The lower amounts, shown in Attachment B, take into consideration the
discounted rates for various fare media. While this decrease is estimated at over
$0.9 million in FY 2016-17, the BBB will continue to achieve the required ratio of
passenger fare revenue to total revenue, and operating costs not covered by fare
revenue will be funded using transportation subsidy funding.
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Staff recommends that Council adopt the changes to the FY 2015-16 Proposed
Budget, and approve changes to the FY 2016-17 Proposed Budget. With these
changes, the budget remains balanced. Changes are itemized in Attachment B.
Council Discretionary Funds
Each year, Council allocates discretionary funds to assist the community in special
projects or support important but otherwise unfunded priorities.
Traditionally, Council has supported community partners like the Business
Improvement Districts, Santa Monica traditions like the Fourth of July Parade, one-
time programs, and community students through science or music grants allowing
Santa Monica youth to participate in special events. Allocation of the funds may occur
along with Budget Adoption or throughout the year.
Based on the amount of discretionary funds available, staff recommends that, in the
initial allocation of funds, Council reserve at least 20% of the total discretionary
budget amount for items that come up later in the year. Including unprogrammed
FY 2014-15 discretionary/contingency funds and FY 2015-16 discretionary funds, the
Council has access to $373,929 in discretionary funds in FY 2015-16.
Fees/Fines/Rates
Per previous Council actions, most City user fees will increase by 3.5% as of
July 1, 2015, reflecting the projected FY 2015-16 increase in total City compensation,
which includes salary, healthcare, retirement, and workers’ compensation costs. In
addition to the 3.5% increase to fees, some minor changes are proposed to other
portions of the City’s master fee, master fine, and parking rate schedules. New fees
are also proposed for the new bike share program. Pier Carousel fees, as well as
Fire Department fees for Advanced Life Support Assessment and Code-3 response,
which were previously set by separate resolution, are being incorporated into the
City’s master fee schedule. Cemetery and Airport fees, which were also previously set
by separate resolution, are being revised and incorporated into the City’s master fee
schedule. Finally, community room fees for Reed and Euclid Parks had been
inadvertently omitted from the Master Fee listing.
Attachment C1 is the resolution listing the proposed fee schedule. The highlighted
portions of the resolution indicate revisions that deviate from the 3.5% increase.
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Attachment C2 is the City’s master user fee schedule incorporating the changes
proposed here. Attachment C3 is the proposed resolution revising the master fine
schedule. Attachment C4 is the proposed resolution revising the parking rate
schedule. Attachment C5 is a proposed resolution implementing fees for the new
bike share program.
Changes in addition to the 3.5% increase, the consolidation of separate fee
resolutions, the implementation of the new bike share program fees, and minor
administrative adjustments to fee, fine, and parking rate schedules are summarized
below. Any revenue impact from all changes is included in the proposed FY 2015-17
Budget.
Planning and Community Development: On May 12, 2015, Council adopted
Resolution No. 10879 (CCS) setting various zoning related permit and user fees in
association with the zoning ordinance update. These fees will become effective July
13, 2015, or upon effectiveness of the Zoning Ordinance Update, whichever is later.
These fees are being incorporated into the City’s master fee resolution. Staff also
proposes two new fees to recover certain parking-related staff costs related to the
event permit process, both of which were studied at the same time as the fees
adopted under Resolution No. 10879. In addition, staff is proposing certain
necessary administrative corrections to the current parking rate resolution (10860
CCS).
Staff is seeking to increase certain fines to assist with discouraging specific illegal
activities that continue to persist even with current enforcement efforts, including
vending, prohibited signs, leaf blowers, and excessive noise. The proposed changes
are increasing the fines for code violations related to vending and prohibited signs
from $75 to $250, and for leaf blower restrictions, exterior noise standards, excessive
vibration, and construction hours/noise from $250 to $500 per violation.
Cemetery: In addition to incorporating all Cemetery fees into the master fee
resolution, new fees are proposed in relation to development of a green burial
program and to recover the costs of certain services for which fees are not currently
charged.
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Airport: In addition to incorporating Airport fees into the master fee resolution,
increases are proposed to bring certain charges to fair market value. In addition, a
separate tie down fee is proposed for multi-engine space aircraft over 12,500 lbs.
Records and Election Services: A new fee is proposed to cover the cost of overnight
document delivery service which consists of a pass through of the City’s actual cost of
sending documents overnight through a delivery service.
Community and Cultural Services: Staff is proposing a new fee for replacement of
Activity Passport and Employee Fitness cards. As per Council direction, staff also
proposes new permit fees and charges for youth group beach/water activity for
groups of more than twenty children seventeen years and younger.
Library: Staff proposes establishment of a reduced fee for bulk purchases of non-
resident library cards for students.
Personnel Changes
As part of the budget process, proposed employee classification and compensation
changes were reviewed by the Human Resources Department and the City
Manager ’s Office. The resulting classification and salary changes and position list are
presented in Attachments D1 and D2.
Budget Resolutions
Adopting the resolutions in Attachments A1-A3 would:
1. Adopt the FY 2015-16 and approve the FY 2016-17 budget revenues at the
account level, with operating expenditure appropriations for the Salaries and
Wages, and Supplies and Expenses (including Capital Outlay) major
expenditure categories within a fund for each department, and capital
improvement program budget within fund;
2. Authorize staff to roll over appropriations for multi-year operating grants not
completed at the end of the fiscal year, unspent donations dedicated to
programs, and the encumbrances for goods and services purchased by
FY 2014‑15 year-end but not delivered or provided until FY 2015-16;
3. Authorize staff to roll over appropriations for the General Fund and all other
Non-General Fund unencumbered balances and unexpended encumbrances
for the FY 2014-15 capital improvement program budget.
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Gann Appropriations Limit
State law places limits on the amount of Santa Monica’s General Fund appropriations
that can be made without voter approval based on a growth factor calculated on
changes in Santa Monica’s population and either State per capita personal income
growth or the growth in non-residential assessed valuation. This restriction was
placed in effect in November 1979 with the approval of Proposition 4, commonly
known as the (Paul) Gann Initiative. The City’s Gann Appropriations Limit, based on
growth in non-residential assessed valuation times the annual percentage population
change for the City in FY 2015-16 is $1,822,062,344.
A comparison of the City’s FY 2015-16 Gann Appropriations Limit as set forth in the
City’s Proposed FY 2015-16 Budget follows:
Proposed Gann Limit-related Spending for FY 2015-16
Gann Limit $1,822,062,344
Appropriations Subject to Limitation 211,956,526
Net (Over) Under $1,610,105,818
FY 2015-16 appropriations subject to limitation are $1,610,105,818 less than the
City’s Gann Appropriations Limit. A resolution to establish the City’s FY 2015-16
Gann Appropriations Limit is included in Attachment E.
Human Services Grants Program (HSGP) and Organizational Support Program
(OSP) for Santa Monica’s Arts and Culture Non-Profits
The Community and Cultural Services Department solicits funding requests from local
human service and arts and cultural organizations for programs benefiting the
community. Funding requests were evaluated based on a Council-adopted funding
rationale (January 27, 2015) along with documented needs and priorities identified
through community plans (such as the Action Plan to Address Homeless in Santa
Monica, Youth Violence Prevention in Santa Monica, Youth Wellbeing Report Card
(2014/15), Evaluation of Services for Older Adults, FY 2010-15 Consolidated Plan,
the recently released Wellbeing Index, and the City’s culture plan, Creative Capital).
The Proposed Human Services Grants Program (HSGP) for FY 2015-19 (Attachment
F1) identifies each nonprofit organization and program proposed for funding and
details the proposed program activities. Since the release of the Proposed HSGP for
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Council’s May 28, 2015 study session, staff recommendations have been revised to
include a funding increase for Hospitality Training Academy (HTA) of $56,832
annually from General Fund reserves. The increase would require an appropriation of
$113,664 ($56,832 annually for 2 years) and would be used to implement a two-year
pilot of the HTA ‘local hire’ project. The current total recommended FY 2015-16
funding level is $8,165,812. This funding level represents a net increase of $800,389
(11%) over the FY2014-15 HSGP ongoing funding base of $7,365,423.
The Proposed Organizational Support Program Grants for FY 2015-19 (Attachment
F2) identifies each cultural nonprofit organization proposed for funding. The total
recommended FY 2015-16 funding level is $330,600 for 13 organizations. The
majority of public comments received to date have expressed gratitude to the City for
its sustained support of the arts. Since the release of the draft document for Council’s
May 28, 2015 study session, the proposed funding recommendations have not
changed.
The proposed funding recommendations would serve as a framework for continued
grant funding over a four-year period, FY 2015-16 through FY 2018-19. Once
approved, funding would be available beginning July 1, 2015 through June 30, 2016
and may be renewed for an additional three years contingent upon available funding,
effective program performance, ability to meet existing and emerging priority
community needs, and Council budget approval.
A contract will be executed with each organization approved for funding. City staff will
work closely with organizations to promote quality services, monitor contract
compliance, and advise agency staff on program, administrative, and fiscal matters.
A number of HSGP organizations provide outreach and in-home services to residents
in Santa Monica. Non-profit agency staff and volunteers drive their own vehicles to
deliver these services in the community. Staff recommends that the City continue to
grant up to five parking permits for each City-funded program that provides outreach
and in-home services. Additional permits would be issued at the current fee for a
Preferential Parking permit for Visitors. City staff will continue to monitor the issuance
of these permits.
Federal Supportive Housing Program (SHP) Renewal Grants
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The City has been receiving Supportive Housing Program (SHP), now known as
Continuum of Care (CoC), funds for the Coordinated Case Management project since
1996. At this time, staff is requesting authorization to accept grant funds from the Los
Angeles Homeless Services Authority (LAHSA) for the CoC grant in the amount of
$389,215 for a one year renewal (November 1, 2015 – October 31, 2016).
On March 21, 2005, the U.S. Department of Housing and Urban Development (HUD)
announced a $10 million funding initiative for housing for people who are homeless
and addicted to alcohol. Staff is requesting authorization to accept Serial Inebriate
grant funds from HUD in the amount of $446,822 for a one year renewal (for the tenth
year of the grant).
Commission Feedback
Budget-related information received from City Boards and Commissions is included
as Attachment G.
Financial Impacts & Budget Actions
Adoption of the Proposed Budget as amended by Attachment B would formally adopt
the first year and approve the second year of the City’s FY 2015-17 Biennial Budget,
including the second year of the FY 2014-16 Capital Improvement Program Budget.
Prepared by: Susan Lai, Budget Manager
Approved: Forwarded to Council:
Gigi Decavalles-Hughes
Director of Finance
Elaine M. Polachek
Interim City Manager
Susan Cline
Interim Director of Public Works
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Donna Peter
Director of Human Resources
Attachments:
A1: Resolution of the City Council of the City of Santa Monica Adopting the First
Year (FY 2015‑16) and Approving the Second Year (FY 2016-17) of the FY
2015-17 Biennial Budget and Adopting its Capital Improvement Program
Budget for FY 2015-16
A2: Resolution of the Housing Authority of the City of Santa Monica Adopting the
First Year (FY 2015‑16) and Approving the Second Year (FY 2016-17) of the
FY 2015‑17 Biennial Budget and Adopting its Capital Improvement Program
Budget for FY 2015-16
A3: Resolution of the Parking Authority of the City of Santa Monica Adopting the
First Year (FY 2015‑16) and Approving the Second Year (FY 2016-17) of the
FY 2015‑17 Biennial Budget and Adopting its Capital Improvement Program
Budget for FY 2015-16
B: Revisions to the Proposed FY 2015-17 Revenue Estimates and Expenditure
Budget Appropriations
C1: Resolution of the City of Santa Monica Revising Portions of the City’s Schedule
of Various Permit and User Fees and Charges in the Planning and Community
Development, Public Works, Police, Fire, Records and Election Services,
Finance, Community and Cultural Services and Housing and Economic
Development Departments, in the City Manager ’s Office and for the Santa
Monica Public Library, and Establishing Certain Permit and User Fees and
Charges in the Planning and Community Development, Public Works, Records
and Election Services and Community and Cultural Services Departments
C2: Master User Fee Schedule
C3: Resolution of the City of Santa Monica Setting Forth the Administrative Citation
Schedule of Fines for Certain Violations of the Santa Monica Municipal Code,
Setting Civil Penalties for Parking Violations and for the Late Payment of
Penalties, Setting Fines for Police and Fire Department Responses to
Excessive False Fire Alarms, and Setting Fines for the Santa Monica Public
Library
C4: Resolution of the City of Santa Monica Establishing Parking Rates and Permit
Fees for All City Parking Facilities and Resources
C5: Resolution of the City of Santa Monica Establishing Rental and Membership
Rates for the Breeze Bike Share System
D1: Resolution of the City of Santa Monica Establishing New Classifications and
Adopting Salary Rates for Various Listed Positions
D2: Listing of Position and Classification Changes
E: Resolution of the City of Santa Monica Establishing the Gann Appropriations
Limit for Fiscal Year 2015-16
F1: Final Proposed FY 2015-19 Human Services Grants Program
F2: Final Proposed FY 2015-19 Organizational Support Program Grants for Arts
and Culture Nonprofits
G: City Boards and Commission Letters
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H: Additional Information Requested by Council in the FY 2015-17 Budget Study
Sessions
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City Council
Housing Authority
Parking Authority
Report
City Council Meeting: June 25, 2019
Agenda Item: 9.A
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To: Housing Authority, Parking Authority, Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Budget
Susan Cline, Director, Public Works Department, Lori Gentles, Chief People
Officer, Human Resources Department
Subject: Adoption of the First Year and Approval of the Second Year of the FY 2019 -
21 Biennial Budget, Adoption of the Second Year of the FY 2018 -20 Biennial
Capital Improvement Program Budget
Recommended Action
Staff recommends that the City Council, Housing Authority and Parking Authority:
1. Adopt a Resolution of the City Council of the City of Santa Monica adopting the
first year and approving the second year of the FY 2019 -21 Biennial Budget and
adopting the second year of the FY 2018-20 Biennial Capital Improvement
Program Budget at Attachment A, as amended by Attachment D;
2. Adopt a Resolution of the Housing Authority of the City of Santa Monica adopting
the first year and approving the second year of the FY 2019 -21 Biennial Budget
and adopting the second year of the FY 2018-20 Biennial Capital Improvement
Program Budget at Attachment B, as amended by Attachment D; and
3. Adopt a Resolution of the Parking Authority of the City of Santa Monica adopting
the first year and approving the second year of the FY 2019 -21 Biennial Budget
and adopting the second year of the FY 2018-20 Biennial Capital Improvement
Program Budget at Attachment C, as amended by Attachment D.
Staff also recommends that the City Council:
1. Adopt a Resolution of the City Council of the City of Santa Monica revising the
City’s master fee schedule to establish and revise certain permit and user fees
and charges in the Planning and Community Development, Public Works,
Community and Cultural Services, Housing and Economic Development and
Records and Election Services Departments (Attachment E);
2. Adopt a Resolution of the City Council of the City of Santa Monica setting forth
the administrative citation schedule of fines for certain violations of the Santa
Monica Municipal Code, setting civil penalties for parking violations and for the
late payment of penalties, setting fines for Police and Fire Department responses
to excessive false alarms, and setting fines for the Santa Monica Public Library
(Attachment F);
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3. Adopt a Resolution of the City Council of the City of Santa Monica establishing
parking rates and permit fees for all City parking facilities and resources
(Attachment G);
4. Adopt a Resolution of the City of Santa Monica establishing new classifications
and adopting salary rates for various listed positons (Attachment H) and approve
the position and classification changes (Attachment I);
5. Adopt a Resolution of the City of Santa Monica establishing the Gann
appropriations limit for FY 2019-20 (Attachment J);
6. Adopt a Resolution incorporating a project funded by SB1: The Road Repair and
Accountability Act (Attachment K);
7. Approve the Proposed FY 2019-20 Human Services Grants Program (HSGP),
incorporating the proposed funding levels (Attachment L);
8. Approve the Final Proposed FY 2019-21 Organizational Support Program (OSP)
Grants for Arts and Culture Nonprofits (Attachment M);
9. Authorize the City Manager to negotiate and execute contracts for OSP grantees
(Attachment M);
10. Accept Continuum of Care Program Grant funds from the U.S. Department of
Housing and Urban Development (HUD) in the amount of $3,640,550 to serve
the homeless and disabled populations with housing subsidies;
11. Authorize the City Manager to negotiate and execute a third modification to
Services Agreement #10402 (CCS) in the amount of $247,968 with Downt own
Santa Monica, Inc. to expand ambassador services to Reed Park for a six-month
pilot program. This will result in an amended agreement with a separate scope of
work for Reed Park, and a new contract total amount not to exceed $5,045,799
with future funding contingent on Council budget approval; and
12. Provide direction to staff on allocation of Council discretionary funds.
Summary
The FY 2019-21 Proposed Biennial Budget marks the beginning of a six-year effort to
shift from traditional “maintenance of effort” budgeting to performance-based,
outcome-driven budgeting. This budget plan for FY 2019-21 and beyond is designed to:
• Ensure continuing excellent service and safety to our community
• 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
• Continue our commitment to keeping our neighborhoods safe as we reverse the
recent rise in crime
• Invest in a 21st Century government, which includes a new Cit y Hall extension,
new Fire Station and modernized City Yards; revamp our work processes to be
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more efficient and better serve customers; and launch a digital City Hall using a
new website to deliver 24/7 responsiveness to our community members.
On April 30, 2019 (Attachment N), the Council received a presentation on the strategy
to achieve fiscal sustainability for the FY 2019-21 Proposed Biennial Budget and the
following two biennial budget cycles. The City released its Proposed Budget for
FY 2019-21 on May 23, 2019. At a Budget Study Session on June 5, 2019
(Attachment O), Council asked staff detailed questions, and heard extensive public
testimony. After discussion the council expressed support for the overall Budget
Framework, including Plans of Action for the City’s Framework Priorities (Affordability,
Climate Change, Engaged and Thriving Community, Keeping Neighborhoods Safe,
Mobility and Access, and Reduce Homelessness). The Council also directed staff to
reexamine certain elements of the proposed budget, including a few of the proposed
eliminations and efficiencies. In addition, staff has made some corrections to the
FY 2019-20 operating budget to reflect past Council actions or changes in accounting
that had not been included in the initial proposed budget. The Proposed Budget as
revised is $712.9 million in FY 2019-20 and $756.4 million in FY 2020-21, a difference
of $0.7 million and $0.5 million, respectively, over what was presented in the initial
proposed budget on June 5. These changes are partially offset by $0.5 million and $0.3
million in additional revenues.
This report presents information and requests actions necessary to adopt the first year
of the FY 2019-21 Biennial Budget for the City of Santa Monica, the Santa Monica
Housing Authority and Santa Monica Parking Authority following the budget study
sessions on April 30 and June 5, 2019. The Biennial Budget includes the second year
of the FY 2018-20 Biennial Capital Improvement Program (CIP) Budget. Staff also
requests that Council approve the operating budget plan for the second year of the
Biennial Budget. Since the City Charter requires Council to adopt a budget annually,
staff will submit the FY 2020-21 budget plan to Council for formal adoption, with any
necessary revisions, in June 2020.
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This report also includes actions necessary to revise certain fees, fines and parking
rates and responds to Council queries and requests from the public hearings.
In this report, staff also recommends continued funding to Human Services Grants
Program grantee organizations at the FY 2018-19 funding levels, approval of the final
proposed Organizational Support Program (OSP) Grants for Arts and Cultural
Nonprofits that identifies each cultural nonprofit organization proposed for funding, and
the acceptance of federal Continuum of Care Program renewal grant funds.
Discussion
The FY 2019-21 Proposed Biennial Budget 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
has been revised from the document presented to the public on May 23, 2019 to reflect
final changes based on Council feedback and new information received. The Proposed
Budget as revised is $712.9 million in FY 2019-20 and $756.4 million in FY 2020-21.
The June 5 Budget Study Session provided an opportunity for Councilmembers to
ensure the Proposed Budget meets community needs. During the study session,
Councilmembers directed staff to consider incorporating various changes to the
proposed operating budget, and to provide additional information on certain items in
time for the budget adoption public hearing on June 25, 2019. Requested information
and changes are included below and any relevant changes are also included in the list
of proposed final changes shown in Attachment D.
Santa Monica Pier
Council directed staff to explore the possibility of naming rights or other funding
opportunities without over-commercialization of the Pier, and the formation of a Pier
Business Improvement District (BID), to close the Pier funding gap. Staff is already in
the process of studying the feasibility of a Pier BID, and will include the option of naming
rights or other funding opportunities at the Pier as well as other appropriate city assets
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in the Mid- and Long-Term Program Changes that will be evaluated by the Budget Task
Force.
KCRW Broadcast of Council Meetings
While the Proposed Budget included the elimination of the contract with the Santa
Monica Community College District to provide live broadcasts of regular Santa Monica
City Council meetings from 8 p.m. to midnight on KCRW -FM, Council directed staff to
continue the contract for one year and return to Council to present alternative ways to
more effectively provide direct access to Council proceedings to community members.
Staff has incorporated this change in the amended Proposed Budget.
Santa Monica Swim Center
Council expressed concern that the winter closure of the Santa Monica Swim Center
would be extended by three weeks to a standard six-week closure for maintenance of
the pool. Council also expressed concurrence that this was an operat ional issue, that
the closure should be as short as feasible to maintain the pool and should be managed
outside the budget process. Staff has amended the proposed budget to reflect a three -
week closure and is working to ensure that the closure is as short as possible, although
it may extend beyond three weeks in certain years.
Code Enforcement
The Code Enforcement Division had proposed to reassign two full-time officers to the
Santa Monica Pier/Beach enforcement detail to enforce vendor regulations and other
Pier and beach related activities. This reassignment would have eliminated leaf blower
enforcement. At its meeting on June 5, 2019, Council rejected the proposal to eliminate
leaf blower and Conditional Use Permit (CUP) enforcement, directing staff to return with
alternatives. Attachment P details the types of cases that are investigated by the Code
Enforcement Division.
Staff recommends rebalancing Code Enforcement to reduce Short-Term Rental
enforcement to one full-time officer, reassigning the second officer to general code
enforcement duties, which would continue to include leaf blowers. When the Short-Term
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Rental ordinance was passed in 2015, staff estimated that there were 1,700 unlawful
vacation rental listings. Council authorized the hiring of two full-time, dedicated Code
Enforcement Officers to enforce short-term rental violations. The most recent analysis
estimated that the number of unlawful listings has been reduced to about 500, in part
due to Santa Monica’s successful enforcement efforts as well as its well-publicized
prosecutions of flagrant violators of the vacation rental law. At this time, the
enforcement of vacation rentals can be managed by one -full time officer. The division’s
Senior Administrative Analyst, who is the coordinator of the enforcement program, also
investigates cases, writes reports, reviews home-sharing applications, and provides
strong administrative support to the officer. A second officer would continue to act as a
backup when necessary. The Code Enforcement Division is committed to maintaining a
successful vacation rental program and staff does not believe this change would reduce
the effectiveness of the program.
Pilot of Ambassador Services in Reed Park
Downtown Santa Monica, Inc. (DTSM) launched the Ambassador program in 2009 to
offer hospitality, maintenance, and restroom attendant services to downtown property
owners. In 2016 and again in 2018, the City entered into an agreement with DTSM for
Ambassador services in Tongva and Palisades Parks with the goal of improving the
parks’ cleanliness and safety and the public’s perception of the parks. Hospitality and
restroom ambassadors help maintain a welcoming environment by engaging visitors;
offering directions, recommendations, escorts and other customer service assistance;
providing visual and audio observation to public space management; light cleaning and
restocking of restrooms; and providing minor maintenance assistance when needed.
Ambassadors also work closely with SMPD, monitoring for anti-social and illegal
behavior.
The program has been well-received and has had a positive impact on visitors’
perception of safety and cleanliness of the parks, particularly in and near the public
restrooms.
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In response to Council direction during a March 5, 2019 study session about strategies
to address park and beach safety, public health, maintenance, and activation, staff
solicited a proposal from DTSM to station restroom and hospitality ambassadors in
Reed Park. During the June 5, 2019 budget study session, Council directed staff to
include a six-month Reed Park Ambassador pilot program at a cost of $250,000 in the
FY 2019-21 budget funded by Council discretionary funds ($150,000) and General Fund
dollars ($100,000), and seek to identify new internal and/or external funding sources to
continue the program if it demonstrates value. Therefore, staff recommends modifying
the existing agreement with DTSM to expand the program to Reed Park for six months
and give the City discretion to end the program or extend it d epending on an
assessment of outcomes and available funding. The FY 2019 -20 total contract cost will
be $1,009,274. Council is being asked to authorize a contract amendment for this pilot
program. Staff will return with the results of the pilot program before the pilot expires.
Performance Management Advisory Committee
To ensure community participation and consistent with Council input, staff will expand
an existing internal advisory committee on performance management to include
representation from the community. This Performance Management Advisory
Committee (PMAC) will be appointed by the City Manager and comprised of both staff
and community members. The PMAC will advise the Chief Performance Officer on
which outcome metrics should be included in the Framework to monitor whether the
City is on track to achieve key outcomes for the community. Additionally, the PMAC will
provide advice on setting targets for these metrics and reporting, and will work with the
City to effectively communicate performance management activities across the
community. Information on applying to serve on the PMAC will be sent out by mid-
September, with a goal of holding the first meeting by the end of October.
Proposed Budget Revisions
Modifications to the Proposed Budget, kn own as final changes, are based on Council
direction, new information and identified omissions. The changes increase the
expenditure budget by $0.7 million in FY 2019-20 and $0.5 million in FY 2020-21. These
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changes are supported by increased revenues of $0.5 million in FY 2019-20 and
$0.3 million in FY 2020-21.
In FY 2019-20, the changes primarily reflect one-time funds to support the pilot of
ambassador services in Reed Park, grant funds from the California Community
Foundation for a feasibility study on interim and permanent housing needs of the City’s
homeless population, and corrections to support the renewal of a contract to manage
implementation of the Transportation Management Ordinance (using Transportation
Management Program funds), to appropriate funds as approved by Council on
December 18, 2018 (Attachment Q) for the management of the Airport Arts Studios
program, and to eliminate a transfer of funds from the Gas Tax Fund to the General
Fund as expenditures are now made directly from the Gas Tax Fund. In FY 2020-21,
the changes primarily reflect ongoing costs for adjustments made in FY 2019-20.
Staff recommends that Council adopt the changes to the FY 2019-20 Proposed Budget,
and approve changes to the FY 2020-21 Proposed Budget Plan. With these changes,
the budget remains balanced. Changes are itemized in Attachment D.
Council Discretionary Funds
Each year, Council allocates discretionary funds to assist the community in special
projects or support important but otherwise unfunded priorities.
Traditionally, Council has supported community partners like the Business Improvement
Districts, Santa Monica traditions like the Fourth of July Parade, one-time programs,
and local students through science or music grants that allow Santa Monica youth to
participate in special events. Projects and programs supported by Council discretionary
funds for the past three years are detailed in Attachment R.
Allocation of the funds may occur along with Budget Adoption or throughout the year.
Including unprogrammed FY 2018-19 discretionary funds and FY 2019-20 discretionary
funds, and netting out the $150,000 that Council directed to be allocated to the Reed
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Park Ambassador pilot program, the Council has access to $431,786 in discretionary
funds in FY 2019-20.
Fees/Fines/Rates
As part of the adoption of the FY 2019-21 Budget, staff is presenting three fee/fine/rate
related resolutions to Council for adoption. The master fee resolution (Attachment E)
contains user fees and rates charged by the City. Per previous Co uncil actions, most
City user fees will increase by 4.2% on July 1, 2019, reflecting the projected FY 2019-20
increase in total City compensation, which includes salary, healthcare, retirement, and
workers’ compensation costs. During the June 5, 2019 budget study session, staff
presented several new fees and modifications to existing fees, minor changes are
proposed to other portions of the City’s master fee and master fine schedules as well as
some revisions to the Cemetery fees to align with market rates and the following new
Cemetery fee:
• $191.10 - Scattering at Sea (unwitnessed) fee - service provided by Woodlawn
to families that wish to have a loved one scattered at sea and are not going to
attend or witness the scattering.
In addition, during the budget study session, Council directed staff to consider providing
an option that would keep the Homework Club fee at $55 per month, rather than the
proposed $550 annual fee. The Homework Club fee had been an annual fee with no
monthly payment option until FY 2018-19 when the City piloted a monthly fee for the
Homework Club program with the intent of offering families more flexibility for enrollment
within CREST’s menu of program options. However, the monthly registration format
created an unforeseen administrative burden for families, who were now required to
register and pay each month for a program that is used continuously throughout the
school year, and for staff, who were required to spend more time administering
registration and collecting fees each month. Staff believes that the most effective way to
administer the fee is through an annual registration, given there are options for
vulnerable families who cannot afford the full one-time fee. Eligible families will
continue to have access to the City’s Financial Assistance (FA) program; qualifying
families can pay as little as $55 per year. Additionally, any non-FA families who cannot
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afford the full fee at one time will be able to request a payment plan option. Annual
registration will eliminate challenges with collection and processing of monthly fees and
retain more consistent participation, as well as provide families with the ease of a one -
time registration fee.
Furthermore, a master fine resolution (Attachment F) is being presented that includes a ll
fines assessed by the City in one resolution. This includes new sidewalk vending fines
to align with Senate Bill 946 and revised taxicab fines to align with the municipal code.
Any revenue impact from all changes is included in the proposed FY 2019 -21 Budget.
Finally, a comprehensive parking rate resolution (Attachment G) includes parking rate
increases that are within the administrative authority of the City Manager at the Pier,
adjacent Central Zone Beach lots, on-street parking meters and Main Street parking
lots. Revenues in the Pier Fund and Beach Fund reflect parking rate changes intended
to rebalance rates with respect to neighboring lots and, in the case of the Pier, generate
revenues for the proposed Pier Business Improvement District (BID). Current parking
rates on and adjacent to the Pier are lower than parking rates at other piers in the
region. Additionally, the current parking rate on the Pier is lower than the adjacent
Beach lots. An increase to the parking rates at the Pier and adjacent Be ach lots, with
the Pier parking rate as the highest rate, would address parking availability, traffic
congestion and customer frustration issues.
The charts below show the current and revised parking rates.
Pier Deck parking lot
Summer (April 1 – October 31)
Monday through Sunday *
Duration Current Proposed
0 to 1 hour $ 3.00 $ 3.75
1 to 2 hours $ 6.00 $ 7.50
2 to 3 hours $ 9.00 $ 11.25
3 to 4 hours $ 12.00 $ 15.00
4 to 5 hours $ 15.00 $ 18.00
Daily Max. $ 15.00 $ 18.00
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Winter (November 1 – March 31)
Weekday * Weekend *
Duration Current Proposed Current Proposed
0 to 1 hour $ 2.00 $ 2.50 $ 3.00 $ 3.50
1 to 2 hours $ 4.00 $ 5.00 $ 6.00 $ 7.00
2 to 3 hours $ 6.00 $ 7.50 $ 9.00 $ 10.50
3 to 4 hours $ 8.00 $ 10.00 $ 12.00 $ 14.00
4 to 5 hours $ 10.00 $ 12.00 $ 12.00 $ 15.00
Daily Max. $ 10.00 $ 12.00 $ 12.00 $ 15.00
* Pier Deck parking lot rates include Parking Facility Tax
Beach parking lots
Central Beach * South Beach * North Beach *
Current Proposed Current Proposed Current Proposed
Summer Weekday $14.00 $15.00 $10.00
No
change
$10.00
No
change
Summer Weekend $14.00 $15.00 $12.00 $12.00
Winter Weekday $7.00 No
change
$7.00 $7.00
Winter Weekend $10.00 $10.00 $10.00
Short-Term $1.00/hr $1.00/hr NA
* Beach lot parking rates include Parking Facility Tax
The rate increase maintains the pricing policy that keeps prices higher in lots closest to
the Pier and lower in the lots to the north and south, as a way to spread demand to
match parking supply. Monthly and annual permit fees, as well as event rental rates, will
be reviewed at a future time.
The budgeted revenue impact of the Pier rate increase is partially offset by reduced
parking associated with planned capital improvement projects. The proposed rate
increase to the Pier Fund is expected to generate an additional $0.1 million annually.
This increase is added to the Proposed Budget as part of the final changes shown in
Attachment D. Parking revenues at the Beach as budgeted reflect an increase of
approximately $0.2 million. Staff is taking a conservative approach, reviewing usage
patterns and effects of using rates to rebalance parking demand and congestion at the
beach lots. Necessary adjustments will be proposed during mid-year.
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The table below shows parking rate increases to on -street parking meters and Main
Street lots. The revenue impacts of these changes are anticipated to total $1.97 million
beginning in FY 2019-20. The anticipated impact of the rate increases on revenues is
included in the proposed FY 2019-21 Budget.
On-Street parking meters
Current Proposed
Downtown Zone $2.00/hr $2.50/hr
Beach Zone $2.00/hr $2.50/hr
All Other – Citywide Zone $1.00/hr $1.25/hr
Main Street parking lots
Current * Proposed *
Lots 9, 10, 11, and 26 $1.00/hr $1.25/hr
Monthly Permits $65/month $80/month
* Main Street parking lot rates include Parking Facility Tax
Also included in the Parking Resolution are the extension of two programs, the issuance
of parking permits and validations to the Judicial Council of California and Los Angeles
County Superior Court through June 30, 2020 in return for monthly payments; and
discounted parking validations for employees working in the Downtown area as defined
in Section 10.8 of the Resolution, through June 30, 2021. Staff will reassess the
discounted employee parking within the next two fiscal years and will return to Council
with a recommendation before the adoption of the FY 2021 -22 Budget.
Personnel Changes
The FY 2019-21 Proposed Biennial Budget includes a reduction of 28 FTE vacant
positions (8.5 FTE in the General Fund and 19.5 FTE in other funds) in FY 2019-20,
and an additional net reduction of 3.9 FTE (decrease of 4.2 FTE in the General Fund
and an increase of 0.3 FTE in other funds) in FY 2020-21.
As part of the budget process, proposed employee classif ication and compensation
changes were reviewed by the Human Resources Department. The resulting
classification and salary changes and position list are presented in Attachments H and I.
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Budget Resolutions
Adopting the resolutions in Attachments A, B, C wo uld:
1. Adopt the FY 2019-20 and approve the FY 2020-21 budget revenues at the
account level, with operating expenditure appropriations for the Salaries and
Wages and Supplies and Expenses (including Capital Outlay) major expenditure
categories within a fund for each department, and capital improvement program
budget within a fund;
2. Authorize staff to roll over appropriations for multi-year operating grants not
completed at the end of the fiscal year, unspent donations dedicated to
programs, and the encumbrances for goods and services contracted for by
FY 2018-19 year-end but not delivered or provided until FY 2019-20;
3. Authorize staff to roll over appropriations for the General Fund and all other
Non-General Fund unencumbered balances and unexpended encumbrances for
the FY 2018-19 capital improvement program budget.
These resolutions also confirm that the City will continue to use expenditure control
budgeting for its General Fund Departments. Expenditure control budgeting was added
to the City’s Fiscal Policy in FY 2013-14 to incentivize staff to save money during the
year, avoiding the “use it or lose it” approach common to many agencies. Initially,
departments were able to retain one-third of their total year end savings for one-time
needs. The policy has since been amended to allow departments to retain one-third of
non-salary savings. Using these funds over the years, departments have been able to
fund innovative projects, including a recent pilot to digitize the request for proposal
process, or to meet urgent needs. In FY 2018-19, Council adopted a revision to the
expenditure control policy that would eliminate the policy beginning in FY 2019 -20.
Staff is recommending that the policy, and flexible funding that accompanies it, be
retained to facilitate initiatives that encourage innovation and efficiencies.
Gann Appropriations Limit
State law places limits on the amount of Santa Monica’s General Fund appropriations
that can be made without voter approval based on a growth factor calculated on
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changes in Los Angeles County’s population and either State per capita personal
income growth or the growth in non-residential assessed valuation. This restriction was
placed in effect in November 1979 with the approval of Proposition 4, commonly known
as the (Paul) Gann Initiative. The City’s Gann Appropriations Limit, based on growth in
non-residential assessed valuation multiplied by the annual percentage population
change for the City in FY 2019-20 is $2,323,025,579.
A comparison of the City’s FY 2019-20 Gann Appropriations Limit as set forth in the
City’s Proposed FY 2019-20 Budget follows:
Proposed Gann Limit-related Spending for FY 2019-20
Gann Limit $2,323,025,579
Appropriations Subject to Limitation 273,440,190
Net (Over) Under $2,049,585,389
FY 2019-20 appropriations subject to limitation are $2,049,585,389 less than the City’s
Gann Appropriations Limit. A resolution to establish the City’s FY 2019-20 Gann
Appropriations Limit is included in Attachment J.
SB-1 Gas Tax Revenues
In April 2017, SB 1, formally known as the Road Repair and Accountability Act of 2017,
was signed into law. SB 1 establishes the Road Maintenance and Rehabilitation
Account (RMRA) to address deferred maintenance on the State highway and local
street and road systems. Current fund estimates provided by the League of California
Cities indicate that the City of Santa Monica will be eligible to receive approximately
$1.5 million in FY 2019-20, in addition to the City’s existing annual gas tax revenues of
approximately $2.3 million.
Staff recommends using the FY 2019-20 SB 1 estimated allocation of $1.5 million for
the capital improvement projects per the attached resolution (Attachment K).
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Human Services Grants Program (HSGP) and Organizational Support Program (OSP)
for Santa Monica’s Arts and Culture Non-Profits
On January 22, 2019, Council approved staff’s recommendation to renew HSGP
funding for two years, contingent upon available funding, and to postpone the next grant
cycle to begin FY 2021-22. The FY 2019-20 Proposed Budget includes funds to grantee
organizations at the FY 2018-19 funding levels, with no cost of living adjustment.
Attachment L lists the individual grantee agreements approved for funding through the
Human Services Grants Program and the grant amounts for the FY 20 19-20 Budget.
The proposed Organizational Support Program (OSP) Grants for Arts and Culture
Nonprofits for FY 2019-21 (Attachment M) identifies each cultural nonprofit organization
proposed for funding. The total recommended funding level for FY 2019 -21 is $401,887
for 20 organizations. Since the release of the draft document for Council’s June 5, 2019
study session, the proposed funding recommendations have not changed.
Once approved, funding will be available beginning July 1, 2019, continuing through
June 30, 2021. Contracts will be executed with each organization approved for funding.
City staff will work closely with organizations to promote quality services, monitor
contract compliance, and provide technical assistance and advice to each agency on
program, administrative, and fiscal matters.
Acceptance of Federal Continuum of Care (CoC) Renewal Grants
The Continuum of Care (CoC) Program is a Federally-funded competitive grant program
that provides a housing subsidy (supportive housing) to homeless, disabled households.
The U.S. Department of Housing and Urban Development (HUD) awarded a Continuum
of Care (CoC) grant for FY 2019-20 in the amount of $3,640,550. Staff is requesting
authorization to accept the grant funds from HUD.
Financial Impacts and Budget Actions
The Proposed Budget as revised is $712.9 million in FY 2019-20 and $756.4 million in
FY 2020-21. This Adoption of the Proposed Budget as amended by Attachment D
would formally adopt the first year and approve the second year of the City’s
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FY 2019-21 Biennial Budget, including the second year of the FY 2018 -20 Capital
Improvement Program Budget.
Prepared By: Susan Lai, Budget Manager
Approved
Forwarded to Council
Attachments:
A. Budget Resolution (City Council)
B. Budget Resolution (Housing Authority)
C. Budget Resolution (Parking Authority)
D. FY 2019-21 Final Changes Budget Adjustments
E. Fees Resolution
F. Fines Resolution
G. Parking Resolution
H. Salary Resolution
I. Position Change Summary
J. Gann Appropriations Limit Resolution
K. Resolution for RMRA FY19-20
L. FY 2019-20 HSGP Grantee Funding
M. FY 2019-20 OSP Grants
N. April 30, 2019 staff report (web link)
O. June 5, 2019 staff report (web link)
P. Code Enforcement Case Types 2019
Q. December 18, 2018 staff report (web link)
R. Council Discretionary Funds
S. Written Comments
T. PowerPoint Presentation
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Attachment HFY 2020‐21 Human Services Grants Program* FY 2020‐21 Organizational Support Program*Boys & Girls Clubs of Santa Monica 18th Street Arts CenterChrysalisBuilding Bridges Art ExchangeCLARE|MATRIXCalifornia Heritage MuseumConnections for ChildrenCity Garage/Aresis EnsembleDisability Community Resource CenterDonna Sternberg & DancersFamily Service of Santa Monica/Vista Del MarElemental MusicGrowing PlaceHighways Inc.Hospitality Training AcademyJacaranda MusicJewish Vocational ServiceJewish Women's TheatreLegal Aid Foundation of Los AngelesOrchestra Santa Monica Meals on Wheels WestRuskin Group TheatreProvidence Saint John's Health CenterSanta Monica ConservancySanta Monica CollegeSanta Monica History MuseumSt. Joseph CenterSanta Monica PlayhouseStep Up on SecondSanta Monica Repertory TheaterThe People ConcernSanta Monica SymphonyVenice Family ClinicSanta Monica Youth OrchestraWestside Food BankSuarez Dance TheaterWISE & Healthy AgingThe Broad Stage/Madison ProjectWestside Ballet*Agency funding amounts will be included with the Proposed FY 2021‐23 Biennial Budget, based on available funding.8.B.hPacket Pg. 1012Attachment: Attachment H - FY 2020-21 HSGP and OSP Grantees (4348 : FY 2020-21 Midyear Budget)
From:Jennifer Cowan
To:councilmtgitems
Subject:1/26/21 Council Meeting, Agenda Item 8B – Human Services Grants Program
Date:Tuesday, January 26, 2021 9:16:20 AM
Attachments:image001.png
EXTERNAL
Dear City Council Members,
I am writing in support of City staff’s recommendation to extend the Human Services Grants
Program (HSGP) portfolio for two years through FY 2022-23. I also implore Council to restore HSGP
funding to pre-pandemic levels at the June Budget Adoption.
This extension will ensure that Council, City staff, and HSGP agencies can continue to direct available
bandwidth towards efforts to address the pandemic. It will also allow community partners time to
fully assess the impact of the pandemic on our residents and identify meaningful strategies that
maximize limited resources.
Through the City’s HSGP, Connections for Children (CFC) provides financial assistance to low-income
families so that they can afford the high cost of child care. City resources are directed to support
vulnerable Santa Monica residents who may not otherwise have access to Federal and State-funded
child care subsidy programs.
There is no question that child care is essential for swift economic recovery and provides
opportunities to advance equity. Any further cuts to CFC’s Santa Monica Early Education – Family
Support & Quality Improvement program will drastically limit the number of Santa Monica resident
families able to receive child care subsidies necessary for them to participate in the workforce,
helping families and businesses thrive.
This fiscal year-to-date (July 1, 2020 – December 31, 2020) CFC has provided child care subsidies for
162 Santa Monica children. About 40% of these subsidies are supported with HSGP funds. Of the
families receiving child care subsidies through the Santa Monica Early Education – Family Support &
Quality Improvement program:
·76% are single parent families
·74% have a family size of 3 or more
·87% earn less than $40,000 per year
·72% require subsidy in order to participate in the workforce
·93% of families reside in the Pico neighborhood (90404/90405)
·25% of children are vulnerable, at-risk of abuse or neglect
For reference, monthly tuition for infant/toddler care in Santa Monica ranges from $2,750 to $987.
Preschool tuition is $2,450 to $975 monthly.
During the pandemic, CFC staff has actively participated in the Santa Monica Economic Recovery
Task Force and City’s Volunteer/Nonprofit Leader Connection calls in order to address urgent
Item 8B
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8.B.i
Packet Pg. 1013 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
community needs and leverage available resources. Further, CFC has led various emergency
response efforts to support families and caregivers during the pandemic: enhanced child care
referrals for essential workers, child care subsidy vouchers for essential workers, emergency and
safety funding and supply distributions for providers, and regular check-ins and sharing of timely
resources for providers. CFC also provides bi-weekly updates to the City on provider status and
capacity to serve families.
Connections for Children maintains our commitment to working with the Council, City staff, and
community partners to address our residents’ basic needs and support economic recovery during
the pandemic and beyond. We look forward to our ongoing collaboration.
Sincerely,
Jennifer Cowan
Executive Director
www.connectionsforchildren.org
Item 8B
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Packet Pg. 1014 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:John Maceri
To:councilmtgitems
Subject:Agenda Item 8 - B
Date:Tuesday, January 26, 2021 12:37:59 PM
Attachments:image002.png
EXTERNAL
Dear Councilmembers,
I’m writing to support the recommendation to extend the current Human Services Grant Program
(HSGP) for two years through FY 2022-23 and postpone the next grant cycle to begin FY 2023-24.
This extension will ensure that City staff and HSGP agencies can continue to direct available
bandwidth towards efforts to address the pandemic. All frontline service agencies, regardless of the
populations they’re serving, have been tremendously impacted by the pandemic. From reductions in
funding to adapting to constantly changing public health orders, providers’ resources in both
financial and human capital have been strained to the breaking point.
We’ve all been dealing with reductions in staffing due to personal health conditions, caring for aging
parents or other relatives, children being home schooled and staff being exposed or infected with
the virus. Mandatory quarantine, limitations in the number of people gathered on-site, strict PPE
protocols and the severe reduction in volunteers over the last 10 months have put more pressure on
all organizations to do much more with less, at a time when the demand for services continues to
increase. The closure of most public spaces and amenities has further reduced access for those who
are most vulnerable, and has increased pressure to provide the most basic services to the neediest.
While the availability of vaccines is providing some hope, it will be a long-time before we come
through this phase of the pandemic and can begin to recalibrate to meet the demands of what’s
next. The nonprofit sector has done a lot of the heavy lifting to sustain the current safety net in
Santa Monica and throughout LA County, and will be required to provide the service delivery
infrastructure to move forward.
We strongly urge the Council to approve the recommendation to extend the current HSGP for two
years. It will help stabilize the agencies at a time of great uncertainty, and provide an opportunity to
pivot on a more solid foundation once we’re through this phase of the pandemic.
Thank you for your consideration.
Sincerely,
John Maceri
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Packet Pg. 1015 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
John Maceri
Pronouns: he/him/his
Chief Executive Officer
THE PEOPLE CONCERN | OPCC & LAMP COMMUNITY UNITED
p: (323) 334-9000 x 462
a: 2116 Arlington Ave. Ste. 100, Los Angeles, CA 90018
www.thepeopleconcern.org
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Packet Pg. 1016 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
ChangeLives.org
Downtown Los Angeles
522 S. Main St.
Los Angeles, CA 90013
(213) 806-6300
Orange County
290 S. Anaheim Blvd.
Anaheim, CA 92805
(714) 204-3000
San Fernando Valley
13545 Van Nuys Blvd. Ste. 1
Pacoima, CA 91331
(818) 794-4200
Santa Monica
1853 Lincoln Blvd.
Santa Monica, CA 90404
(310) 401-9400
January 26th, 2021
Santa Monica City Council Members
City Hall
1685 Main Street, Room 209
Santa Monica, California 90401
Re: Council Meeting on January 26th, 2021 – Agenda Item 8.B
Dear Mayor Sue Himmelrich & Fellow Councilmembers:
I am writing today in reference to Item 8.B on the Council’s agenda for January 26th, 2021 – “Financial Status Update and
FY 2020‐21 Midyear Budget.” We support staff’s recommendation to extend the current Human Services Grant
Program (HSGP) for two years through FY 2022‐23 and postpone the next grant cycle to begin FY 2023‐24. We
continue to navigate unprecedented times. Responding to the immediate crisis of the COVID pandemic has been our
focus for almost a year, and Chrysalis has been working to support our Santa Monica community through these
challenging times. We are committed to providing ongoing support to the most vulnerable in our community.
Founded in 1984 and having opened in Santa Monica in 1994, Chrysalis’ mission is to create a pathway to self‐sufficiency
for homeless and low‐income individuals by providing the resources and support needed to find and retain employment.
Since the start of the COVID‐19 pandemic, we have been responding to the immediate needs and challenges of the
Santa Monica community during this crisis. Our staff have been supporting our Santa Monica clients remotely since we
suspended regular in‐office services due to the Safer at Home orders. We have been remotely providing basic needs
resources (including food and supplies), various financial supports (including transportation, direct payments, rental
assistance, and utilities), help accessing benefits, and assistance applying for jobs. In addition, we have established a
hotline intake system where we can now accept new client referrals virtually. We are dedicated to continuing to serve
residents in need and be a part of the economic and broader recovery to COVID‐19.
We appreciate the City’s ongoing funding for the Human Services Grant Program. We understand these are incredibly
difficult times. We appreciate the long‐standing relationship with the City and community of Santa Monica. We are
committed to doing our part to support vulnerable local residents, to provide qualified candidates to local businesses as
they look to rehire, and to be a partner in the City’s recovery from the crisis.
If you have any questions or concerns, I can be reached at MarkL@ChangeLives.org.
Thank you,
Mark Loranger
President & CEO
Cc:
Setareh Yavari, Division Manager, Human Services Division
Lane Dilg, Interim City Manager
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Packet Pg. 1017 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:Carol Lemlein
To:Sue Himmelrich; kristen.mccowan@smgov.net; Gleam Davis; Phil Brock; Christine Parra; Councilmember Kevin
McKeown; Oscar de la Torre
Cc:councilmtgitems; Lane Dilg; George S. Cardona; David Martin; Jing Yeo
Subject:City Council Agenda January 26, 2021, Item 8B
Date:Monday, January 25, 2021 2:09:28 PM
EXTERNAL
Re: Item 8B/13. Provide direction to staff on whether to return with additional
information regarding public-private partnership opportunities to support programs.
Dear Mayor Himmelrich, Mayor Pro Tem McCowan and Council members,
The Santa Monica Conservancy, a 501c3 nonprofit organization, has partnered with
the City of Santa Monica to support its historic preservation program:
* Operating the Preservation Resource Center in the renovated shotgun house on
City land, a parcel on 2nd Street in Ocean Park;
* Operating docent tours at the Annenberg Community Beach House, and
* Offering its expertise in many areas of preservation policy.
The City’s formerly robust historic preservation program has recently been curtailed,
due to reductions in the work program of the Landmarks Commission and to recent
budget changes. The Landmarks Commission is no longer permitted to review
demolition permit applications for properties 40 years old or more, and they are no
longer permitted to initiate nominations for historic designations. These changes have
resulted in the shifting of those tasks to “the community,” and the Santa Monica
Conservancy has taken on those new responsibilities.
Due to the City’s budgetary needs, the tasks required for this work have been placed
on a “full cost recovery basis.” Formerly, application fees to file nominations for
landmarks and structures of merit were waived for nonprofit organizations; but this
waiver has been eliminated. The filing fees for a nomination range from $861 for a
landmark to $1,186 for a historic district.
Additionally, applicants for designation, with the exception of those applications
resulting from an application to demolish a structure, are now required to pay the
City’s full cost of hiring professional historic preservation consultants to review and
assess those nominations before they are placed on the Landmarks Commission
agenda. In the past, the City paid those costs. The consultant report for nomination of
an individual property is around $5,000, and could be much higher for a historic
district.
These cost burdens have slowed the ability of the Santa Monica Conservancy to
utilize the well-established processes of identifying and protecting the City’s historic
resources, and are particularly painful as we broaden our focus to make sure we are
considering the need to recognize the diverse influences on the City’s development
and the need for equity and inclusion in the telling of the City’s history.
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Packet Pg. 1018 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
Past discussions with staff about these problems reveal that a solution may be at
hand. The City has been accumulating developer fees targeted for various public
benefits, one of which is historic preservation. Although the exact wording differs
from one Development Agreement to another, our understanding is that the stipulated
use of these funds in the Development Agreements requires that they be allocated to
local nonprofit organizations, to be used to further the City’s historic preservation
goals. Due to workload issues and other City priorities, staff has not moved forward
with setting up a process to allocate those funds to nonprofits.
Our request is that City Council request staff to proceed now with setting up a
process to get those restricted funds out to the nonprofit sector, so that they can be
used to carry out the City’s historic preservation goals as intended. This fund is
restricted, and will continue to sit unused unless staff is directed to move forward with
establishing their distribution.
Thank you for your consideration.
Tom Cleys, President
Santa Monica Conservancy
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Packet Pg. 1019 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:zinajosephs@aol.com
To:councilmtgitems; Gleam Davis; Councilmember Kevin McKeown; Kristin McCowan; Sue Himmelrich; Christine
Parra; Oscar de la Torre; Phil Brock; Lane Dilg; Gigi Decavalles
Cc:zinajosephs@aol.com
Subject:FOSP: City Council 1/26/21 item 8-B -- 2 "asks"
Date:Monday, January 25, 2021 9:17:51 AM
Attachments:FOSP Membership Letter January 2020.pdf
EXTERNAL
January 23, 2021
To: Mayor Himmelrich and City Council members
From: Board of Directors, Friends of Sunset Park
RE: 1/26/21 agenda item 8-B: FY 2020-21 Midyear Budget Review
The FOSP board supports the staff recommendations to:
1) eliminate five vacant positions in the SMPD to provide additional resources to address
homelessness,
2) enhance Code Enforcement services to address quality of life concerns,
3) improve customer service for residents and divert non-emergency calls away from 9-1-1 by
offering a 3-1-1 line,
4) provide eviction counseling to assist tenants who face losing their homes due to rent unpaid
during the pandemic, and
5) fund the Inspector General position that will support the newly formed Public Safety
Reform and Oversight Commission.
In addition, we urge the City Council to do the following:
6) Restore funding for annual city mailing of newsletters (membership appeal letters) for
the city-recognized Neighborhood Organizations.
For years, the city mailed membership invitations to all residents in our neighborhoods. This is
how we reach new residents, encourage current members to renew, and increase our
memberships. (See attachment for an example of the letters.)
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Packet Pg. 1020 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From our understanding, the total cost to the City is approximately $41,000 to print 2-sided
8x11 letters (which we format), plus return envelopes addressed to each organization, and then
send them via bulk mail to all residents in the city.
Prior to the restructuring, the city offered $4,000 matching grants to each organization plus an
annual mailing, or twice-a-year mailings for organizations that didn’t apply for a grant. Given
the economic challenges faced by the City, we are not requesting the restoration of the
matching grants program or the 2nd mailer at this time.
7) Restore the “Neighborhood Organizations” page to the new city website menu bar.
Currently, the only way to find us -- https://wwwsmgov.net/content.aspx?id=4241 -- is to type
“neighborhood organizations” into the “Search” function.
Before the city website was updated, neighborhood organizations were easy to find as they
were listed on the home page left side menu under “Living Here.”
Please add the neighborhood organizations page to the menu bar on the new city website. It
might fit well under “Programs,” sub-page “Safety,” sub-page “Neighborhood Organizations.”
Thank you for your consideration.
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Packet Pg. 1021 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
F riends o F
s unset Park
A California nonprofit corporation of Sunset Park residents • Box 5823, Santa Monica, California 90409-5823
Friends of Sunset Park (FOSP) is the city-recognized neighborhood organization for Sunset Park.
We are a nonprofit and all volunteer group dedicated to improving
the quality of life for renters and homeowners in the Sunset Park neighborhood.
As a Resident of Sunset Park, You Are Warmly Invited to Participate
In Your Neighborhood Organization.
Your input is vital to help identify and resolve issues that impact the quality of life in our community
and city. Your attendance at our monthly meetings is welcome and encouraged.
When: The second Thursday of each month at 7 pm
Where: Mt. Olive Church, 14th and Ocean Park Boulevard
Our Current Goals
Keep you informed about city issues.
Reduce crime and improve public safety.
Reduce commuter traffic on residential streets and improve pedestrian safety.
Monitor and comment on development proposals at the Planning Commission and the City Council.
Oppose large development projects that would hurt residential neighborhoods.
Increase safety, reduce noise/air pollution, and expand park/recreational space at Santa Monica Airport.
Increase public transportation options, especially for students, older residents, and the disabled.
Work with Santa Monica College on behalf of nearby residents.
Name(s) _________________________________
________________________________________
Address ________________________________
Zip ____________Phone __________________
Email ___________________________________
Today’s date _____________________________
Stay informed through www.friendsofsunsetpark.org
I will help with:
____Airport Committee
____Annual Meeting
____Block Captain
____Crime/Safety/Graffiti
____Emergency Preparedness
____Membership Committee
____Neighborhood Mailings
____Planning and Development
____Santa Monica College
____Traffic, Parking, Pedestrian Safety
____Website/Internet
Membership Dues:
_____$30 Regular Household Dues
_____$50 or $100 for Sponsor
_____$10 Minimum Household Dues
_____Additional Donation
Please check:
_____New _____ Renewal
Please make check payable to
“Friends of Sunset Park”
and mail to:
FOSP, P.O. Box 5823, Santa Monica, CA 90409
2 0 2 0 M e M b e r s h i p F o r M
What I like best about living in Sunset Park:
My greatest concerns are:
J o i n F r i e n d s o F s u n s e t P a r k
Membership dues and contributions to FOSP, a 501(c)(4) organization, are not tax deductible.
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Packet Pg. 1022 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
F r i e n d s o F s u n s e t P a r k
Stay informed through www.friendsofsunsetpark.org
Content provided by FOSP.
Printing and mailing paid for by the City of Santa Monica.
The Sunset Park neighborhood is bounded by Lincoln Blvd. on the west, Pico Blvd. on the north,
and the city limits on the east (Centinela) and south (Airport Avenue, Dewey, Ozone).
Sunset Park
Neighborhood
N
W E
S
Pico Boulevard
City LimitsLincoln Blvd. CentinelaPCH, making possible the Virginia Avenue Park expansion,
Airport Park, and the Annenberg Community Beach Club.
In 2008, the FOSP Board supported Prop T to limit com-
mercial development. In 2014, we opposed the Bergamot
Transit Village (7,000 daily car trips). In 2016, the FOSP
Board supported Measure LV to require voter approval for
large development projects. In 2019, we opposed relocating
Public Landscape Maintenance staff and heavy equipment
to airport land next to homes.
Protecting the Environment: FOSP encourages residents to
participate in Christmas tree recycling, paper shredding,
electronics recycling, the annual city-wide yard sale, and
safe disposal of hazardous household waste.
Working with City Officials: The FOSP Board communicates
regularly with city officials. The City Manager, City Council
members, Police Chief, Fire Chief, Public Works Director,
Airport Director, Planning Director, Traffic and Parking
Manager, City Traffic Engineer, Director of Transit Services,
the head of Emergency Management, the Urban Forester,
and other city staff members have come to FOSP meetings
to address residents’ concerns.
Working with Other Organizations in the City: FOSP mem-
bers have served on the City Council and on the Airport,
Arts, Landmarks, Planning, Recreation and Parks, Senior
Community, and Social Services Commissions, Architec-
tural Review Board, Urban Forest Task Force, Lincoln Blvd.
Task Force, Pico/Lincoln Action Team, Pico Improvement
Organization, SMC Board of Trustees, SMC Citizens Bond
Oversight Committee, SMMUSD Board of Education,
Santa Monica Coalition for a Livable City, Residocracy, the
Transparency Project, and the Neighborhood Council.
Crime and Public Safety: FOSP emails CrimeMapping sum-
maries to our members each month and keeps in contact
with SMPD Neighborhood Resource Officer Michael Ortiz
and Crime Prevention Coordinator Halima Barreto.
Emergency Preparedness: FOSP encourages members to sign
up for SM Alerts, get a kit, have a plan, and participate in
CERT classes. Links to the information are posted on the
“Public Safety” page of our web site.
Traffic, Pedestrian Safety, and Parking: FOSP got additional
crossing guards assigned near neighborhood schools. We
supported preferential parking near the SMC Main Campus,
and we successfully lobbied to protect the neighborhood
from cut-through traffic between the SMC Bundy Campus
and the Main Campus. FOSP also successfully lobbied to get
funding for a Sunset Park traffic management study which
is currently underway.
Airport Safety: In 2000, FOSP helped secure stricter noise-
limit enforcement and higher fines at Santa Monica Airport.
In 2008, we successfully lobbied the City Council to ban C
and D jets. (The FAA prevented implementation of the jet
ban.) In 2013, we supported increased landing fees, which
reduced the number of “touch and go” landings and takeoffs.
In 2014, the FOSP Board supported Measure LC, and it sup -
ports Airport 2 Park. In 2017, the City Council announced
an agreement with the FAA which allowed the city to shorten
the 5,000 runway by 1500 to 3,500 (thereby reducing jet
traffic by about 80%) and will allow the City to close the
airport on January 1, 2029.
Controlling Development: FOSP helped stop large commer-
cial developments on the NW corner of Pico and Cloverfield,
on Airport Avenue, and at the old Marion Davies estate on
A list of all the City-recognized neighborhood organizations and a map of their boundaries are posted at
www.smgov.net/content.aspx?id=4241
Our Accomplishments
FOSP works hard to improve the quality of life in Sunset Park. With more active members,
we can have greater influence in solving problems that affect our neighborhood. Join us!
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Packet Pg. 1023 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
January 26, 2021
To: Santa Monica City Council
Re: City Council 1/26 Item 8.B. Financial Status Update and FY 2020-21 Midyear Budget
On behalf of Family Service of Santa Monica, a div. of Vista Del Mar Child and Family Services, I am writing this letter in
support of the Item 8.B. Financial Status Update and FY 2020-21 Midyear Budget for January 26, 2021 Santa Monica City
Council Meeting. As a recipient of the Human Services Grant Program and long-term community partner with the City of
Santa Monica, I am writing in support the of the staff recommendation to extend the current Human Services Grant
Program (HSGP) for two years through FY 2022-23 and postpone the next grant cycle to begin FY 2023-24.
We ask that the City of Santa Monica strongly considers during budget adoption in June, restoring the funding for HSGP
grant programs to pre-covid funding. The 12% cuts to HSGP has had an impact on our ability to adequately serve the
vulnerable children, youth and families in the city. As the demand and need for mental health support services has
considerably increased during this pandemic, the recent budget cuts have limited our reach and ability to serve as many
youth and families we were able to in the past. We hope that during the budget adoption session, the city takes into
consideration the need for additional funding and resources to the city’s most vulnerable. Restoring the funding to pre-
covid contract amounts would allow our agency to expand our reach and provide the quality mental health and social
services needed to support the community we so proudly serve.
Thank you for your consideration,
Angel Towler, LCSW
Program Director | Family Service of Santa Monica
A division of Vista Del Mar
1533 Euclid Street
Santa Monica, CA 90404
(310) 451-9747 ext. 3823 O | (310) 451-6106 F
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Packet Pg. 1024 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:Cortez, Adam
To:councilmtgitems
Subject:Item 8.B Public Comment
Date:Monday, January 25, 2021 5:32:37 PM
Attachments:Outlook-bacbeytm.png
Public Comment (Cortez).pdf
EXTERNAL
Hello council members,
Please see attached for my comment for item 8.B. My comment can also be found below.
Dear City Council Members,
I am writing today to voice my support for the recommendation by City staff to please extend
the current Human Services Grant Program (HSGP) for two years through FY 2022-23, and to
postpone the next grant cycle to begin FY 2023-24.
This extension would allow our agency, and my Youth Development Project’s (YDP)
colleagues, to continue providing continuous mental health services to some of the most
impacted youth and families in our community.
As a practicing clinician, I witness every day the severe challenges and negative impacts that
the last 10 months have created and sustained in the lives of my clients. Clients experiencing
homelessness, depression, anxiety, grief, and trauma have all been and continue to be
impacted by the ongoing COVID-19 pandemic, social inequities, and political divide in this
country. Unsurprisingly, parents are incredibly anxious themselves about the mental health
functioning of their youth. All the while these parents are also attempting to make sense of and
manage their own hardships.
According to the Centers for Disease Control and Prevention, mental health problems have
accounted for a growing proportion of children’s visits to hospital emergency rooms. From
March 2020, when the pandemic was declared, to October 2020, the figure was up 31% for
those 12 to 17 years old and 24% for children ages 5 to 11 compared with the same period in
2019. Also, according to the CDC, symptoms of anxiety disorder and depressive disorder in
adolescents increased considerably in the United States during April–June of 2020, compared
with the same period in 2019.
For over twenty years, the Youth Development Project has provided access to mental health
services in our community. YDP services have aided thousands of families over its tenure,
and due to city-grant funding these services have been available to all, regardless of SES.
We hope that the Council follows the City staff recommendation to extend the current HSGP
for
FY 2022-22 and postpone the new grant cycle to begin FY 2023-24. These changes will allow
for us to aid the current mental health needs of those most impacted in our community.
Sincerely,
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Packet Pg. 1025 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
Adam Cortez
Adam Cortez, ASW | Clinical Social Worker | Youth Development Project (YDP)
Child and Family Development Center | Providence Saint John's Health Center
1339 20th St., Santa Monica, CA 90404
Phone: 310-829-8065| FAX: 310-829-8455
www.providence.org/saintjohns
Pronouns: He/Him/His
Confidentiality Notice: This e-mail communication and any attachments may contain confidential, privileged, or proprietary
data protected from disclosure under applicable law. If you are not the intended recipient, you are hereby notified that you
have received this communication in error and that any review, disclosure, dissemination, distribution or copying of it or its
contents is prohibited. If you have received this communication in error, please notify me immediately by replying to this
message and deleting it from your computer.
This message is intended for the sole use of the addressee, and may contain information that is privileged, confidential and exempt from
disclosure under applicable law. If you are not the addressee you are hereby notified that you may not use, copy, disclose, or distribute toanyone the message or any information contained in the message. If you have received this message in error, please immediately advise
the sender by reply email and delete this message.
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Packet Pg. 1026 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:DAVIS_SHARI
To:councilmtgitems
Subject:Item 8B - Support for Staff Recommendation #6
Date:Tuesday, January 26, 2021 12:30:58 PM
Attachments:image.png
EXTERNAL
January 26, 2021
Re: Item 8B
Dear Mayor Himmelrich, Mayor Pro Tem McCowan, Honorable City Council Members and
Interim City Manager Dilg:
The Santa Monica Early Childhood Task Force brings together the voices of those in our
community who provide early care and education, advocate for children and families, and
work to educate and prepare the early care and education workforce.
After reviewing the Midyear Budget staff report which you will be discussing at tonight’s
meeting, the Early Childhood Task Force encourages you to support the staff
recommendation to extend the Human Services Grant Program for two years. The
pandemic has so dramatically affected every aspect of our lives, and these two years will
allow the thoughtful process to structure the new RFP next year when City staff and the
nonprofit community will have the bandwidth and perspective to ensure that it is the best
that it can be. We also hope that, at minimum, you will maintain the current funding levels
for the Human Services Grants.
The core values of the Early Childhood Task Force match those expressed in the Midyear
Budget report. We applaud and support prioritizing the need to protect the most vulnerable
residents in our community and do so with equitable policies and programs. Quality child
care and early childhood education are the underpinning of equity, social justice, and
lifelong opportunities, and we are so proud to be in a city that recognizes the importance of
making early childhood issues a priority.
Sincerely,
The Santa Monica Early Childhood Task Force Steering Committee
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Packet Pg. 1027 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:Tricia Crane
To:councilmtgitems; Christine Parra; Phil Brock; Oscar de la Torre; Sue Himmelrich; Kristin McCowan; Kevin
McKeown Fwd; Gleam Davis; Clerk Mailbox; Denise Anderson-Warren; Lane Dilg
Subject:NE Neighbors Comment re Agenda item 8-B: FY 2020-21 Midyear Budget - Jan. 26, 2021
Date:Monday, January 25, 2021 11:41:02 AM
EXTERNAL
To: Mayor Himmelrich and City Council members
From: Board of Directors, Northeast Neighbors
RE: Council meeting of Jan. 26, 2021 - Agenda item 8-B: FY 2020-21 Midyear
Budget
We request that the City Council vote to approve the restoration of funding for once-a-
year mailings by the City of the annual membership appeal letters for all of the city-
recognized neighborhood associations.
Annual outreach to the residents of each neighborhood is essential for our non-profit
organizations to maintain our membership and continue to reach new residents.
We are volunteers who are willing to give our time and effort to maintain these
neighborhood associations because we care about our city. We understand that the
total cost to this City of this mailing is approximately $41,000, which includes the
cost to print 2-sided 8"x11" black and white letters (which we draft and format),
include return envelopes addressed to each organization, and to send the letters via
bulk mail to all residents in the city.
We do not require any design support from staff nor do we seek a restoration of the
$4,000 matching grants previously offered by the City. We also do not require or
support the twice-a-year mailing that had previously been offered to neighborhood
associations that had not applied for a matching grant.
Additionally and of no cost to the City, we request that the Council direct Staff to
restore the “Neighborhood Organizations” web page link to the new city website home
page drop-down menu. Currently, the only way for a resident to find his or her
neighborhood association is to use the Search function. (On the previous City website
information on each city-recognized neighborhood association could be found on the
home page under “Living Here.”
We appreciate the opportunity to assist the City in connecting with residents and hope
you will agree that the cost of restoring the annual membership mailer is reasonable
and worthwhile.
Thank you
Tricia Crane, Chair
and the Board of Northeast Neighbors
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Packet Pg. 1028 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
Dear City Council Members,
I am writing today to voice my support for the recommendation by City staff to please extend the current
Human Services Grant Program (HSGP) for two years through FY 2022-23, and to postpone the next
grant cycle to begin FY 2023-24.
This extension can help ensure our agency, and the Youth Development Project’s clinicians, who are
working directly with some of the most vulnerable children, youth, and families in our community, can
remain focused on meeting the growing mental health needs of the community.
Unsurprisingly, the COVID-19 pandemic has worsened existing mental health issues for
some youth, while bring ing on new problems for others. It has led to more intense mental
health needs among children and adolescents because of the unique combination of the public
health crisis, social isolation, and the economic recession.
According to the Centers for Disease Control and Prevention, mental health problems have accounted for
a growing proportion of children’s visits to hospital emergency rooms. From March, when the pandemic
was declared, to October 2020, the figure was up 31% for those 12 to 17 years old and 24% for children
ages 5 to 11 compared with the same period in 2019. Here in Santa Monica, we have seen an increase in
referrals of children and youth whose symptom acuity has only heightened during the pandemic.
For over twenty years, the Youth Development Project (YDP) has provided access to crucial mental
health services in our community. Services that thousands of families have benefited from and relied on,
and thanks to city-grant funding – are available to all, regardless of their socio-economic standing.
YDP’s dedicated clinicians have been working tirelessly to provide support and relief during this
pandemic, and have seen first-hand, the devastating impact it has had on so many families.
Mental health is truly essential to the wellbeing, lives, and future of our community.
It is for this reason, we hope that the Council follows the City staff recommendation to extend the current
HSGP for FY 2022-23, and postpones the new grant cycle to begin FY 2023-24.
Lastly we also hope that in the future, the Council considers restoring funds to pre-pandemic levels, so
that we may be able to more fully respond to the growing mental health crisis, which has surged since the
pandemic.
Sincerely,
Noa Saadi, LCSW
Program Coordinator: Youth Development Project | Child and Family Development Center | Providence Saint John's Health Center 1339 20th St., Santa Monica, CA 90404 | Phone: 310-829-8733 | FAX: 310-829-8455
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Packet Pg. 1029 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:Noma Boardmember
To:Sue Himmelrich; Gleam Davis; Lane Dilg; Phil Brock; oscardelatorre@smgov.net; chistine.parra@smgov.net;
Kristin McCowan; Councilmember Kevin McKeown; councilmtgitems
Subject:Subject: Agenda Item 8-B and Positions on State Housing Legislation
Date:Monday, January 25, 2021 6:54:54 PM
EXTERNAL
Mayor Himmelrich and Council Members:
RE: Council meeting of Jan. 26, 2021 - Agenda item 8-B: FY 2020-21 Midyear
Budget and Positions on State Housing Legislation
The North of Montana Association would like to address several items on City
Council’s 1/26/21 agenda.
1) We request that the Council approve the restoration of City funding for twice-a-year
newsletters/membership appeal letters for the city’s recognized neighborhood
associations.
This outreach to the residents of each neighborhood is essential for our non-profit, all
volunteer organizations to maintain our membership and continue to reach new
residents. They are critical for our neighborhood groups to survive.
2) We request that the Council direct Staff to restore the “Neighborhood
Organizations” web page link to the new city website home page drop-down menu.
Currently, the only way for a resident to find his or her neighborhood association is to
use the Search function. (On the previous City website, information on each city-
recognized neighborhood association could be found on the home page under “Living
Here.”)
3) The staff report calls for the restoration of two code enforcement staff. We support
this effort and urge additional hires. With the reduction of staff during the
restructuring, plus the addition of responsibility for enforcing pandemic-related
emergency orders, many aspects of the Municipal Code are not being enforced.
“Complaint-driven” enforcement doesn’t work if there is not enough staff available to
respond to those complaints.
4) We encourage the City Council to act as leaders in opposing SB 9 and SB 10.
These bills, which are under consideration in Sacramento, would cause the loss of
local control over neighborhood zoning, lead to over-densification, and overburden
neighborhood services infrastructure.
Thank you.
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Packet Pg. 1030 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
The NOMA Board
smnoma.org
NOMAboard@gmail.com
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Packet Pg. 1031 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:Elizabeth Van Denburgh
To:Sue Himmelrich; Christine Parra; Phil Brock; Oscar de la Torre; Councilmember Kevin McKeown; Gleam Davis;
Kristin McCowan; councilmtgitems
Cc:Lane Dilg; Gigi Decavalles; Denise Anderson-Warren; David Martin; Andy Agle; Susan Cline
Subject:Subject: City Council January 26, 2021 – Agenda Item 8-B, Financial Status Update and FY 2020-21 Midyear
Budget - Wilmont Board of Directors Feedback
Date:Monday, January 25, 2021 1:45:33 PM
Attachments:image.png
EXTERNAL
January 25, 2021
Mayor Himmelrich and City Council Members,
The Wilshire Montana Neighborhood Coalition (Wilmont) Board of Directors
SUPPORTS the following staff recommendations with specified recommended actions to
ensure monies are optimized and focused on results:
· Addition of one position to the Homeless Unit in Community Services to address
local demand for homeless coordination and regional homeless planning ONLY IF a
simple Homeless scorecard is developed that provides quarterly updates to the Council
and community on homeless costs (across all departments/divisions) and results of monies
spent on homelessness issue.
o Cost neutral change due to elimination of vacant positions in Police Department
· Addition of two positions in Code Enforcement Division in Community
Development (with ability to handle complaints at night and weekends) to address
quality of life concerns
o Cost neutral change due to elimination of vacant positions in Police Department
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Packet Pg. 1032 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
· Offer a 3-1-1 line with a customer service position and updating Santa Monica
Works to become SaMo311; this technology must be managed as a telephone and online
app that works together to give timely feedback to residents
o Cost neutral change due to elimination of vacant positions in Police department
· Provide eviction counseling to assist tenants who face losing their homes due to rent
unpaid during the pandemic
· Fund the Inspector General position that will support the newly formed Public Safety
Reform and Oversight Commission
o Cost neutral change due to elimination of vacant positions in Police Department
· $50,000 ($.05 million) increase to support economic recovery at Airport through
creation of a limited term Property Management Specialist in the Community
Development Department to support leasing and property management work. This
position should be funded to better manage and optimize airport property.
o Approval should specify the length of time of the limited term position
The Wilshire Montana Neighborhood Coalition (Wilmont) Board of Directors DOES
NOT SUPPORT the following staff recommendations.
· Community Broadband Fund request for $677,500 to fund the construction and
installation for Verizon’s deployment of Phase III and IV of 5G Small Cell Deployment
o This budget item is poorly explained and it is not clear why the City has to
appropriate money for a project that Verizon Wireless is paying the City to do
o Numerous residents have been very concerned about the safety and health of
having 5G deployment close to their house/business. What are the rules for appeal
and relocation for this item?
· Special Revenue Funds: The budget item states “The state Low Carbon Fuel Standard
Program (LCFS) requires that revenues generated through this program be used for clean
transportation projects. The EV Charging Station project will procure and install new EV
charging ports at both off-street and on-street locations throughout the City. … Staff
recommends allocating $50,000 in available LCFS special revenue funds to expand the EV
charging network.”
o Eliminate the on-street location element of this budget item.
§ Wilmont members voted on and passed the following resolution:
“Wilmont supports the halt of commercial invasion/expansion into
residential neighborhoods and supports parking standards that allow
existing residents to park on the street near their homes in this R3/R2
neighborhood”
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Packet Pg. 1033 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
· Use budget to put in large clusters in off-street locations as
recommended by the Planning Commission and Task Force on the
Environment.
· Work to have apt. and condo buildings add EV chargers to their
parking garages. Residents, generally, do not want to drive around
looking for charging.
· On-street EV charging is a 24/7 commercial activity (I assume in
2021 we are making people pay for their charging (and if we’re not
why not?) and idle charges are in play) in front of people’s homes,
has been mostly sited because of ability to access electricity without
large capital cost not because it is the right place to put the chargers
and it is unclear what is the speed of these chargers: Level 1, 2 or 3
i.e., 120 volt, 240 volt or 480 volt, so what are the voltage of these
chargers? A level 2 charger could take 6-8 hours to charge if you
are at 10% of your charge amount.
· Finally, on-street charging causes reduction of parking spaces
for everyone, EVs or non-EVs, adds to curb chaos of delivery
vehicles in residential neighborhoods and these chargers will be
obsolete in less than 2 years.
· Expenditure Adjustments – Other Funds. We do not support the $1.5 million increase
to fund the purchase of imported water to meet residential and business demand while
repair to local groundwater wells is completed.
o The City received extensive settlement funds through litigation when it
settled the contamination of the City’s wells by Boeing, Gillette, et al. Why
weren’t those monies used to fix the local groundwater wells then?
o Residents had both their water and waste-water rates increased by up to 15% on
an annual basis for five years starting in early 2020. While imported water is 30%
more expensive, why did we have our rates increased so much if we are going to
become independent of MWD in 2023?
§ Do not approve this budget item until the economics of water rates and
the use of our aquifers are explained in a write-up to the Council and
residents.
· We understand the goal of becoming independent of MWD for
water. What has never been laid out is how expensive is that going
to be based on well infrastructure costs and other CIP costs that
have not been specified for achieving this City goal.
· Do not proceed with giving staff approval to proceed with developing a digital
Out-of-Home advertising and wayfinding program.
o Do not further commercialize the City with this program of 25 – 50 kiosks
cluttering our sidewalks and buildings; these infrastructure projects become
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Packet Pg. 1034 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
obsolete very soon, we have Google maps and this is for tourists not for residents.
o Do not start chasing this kind-of advertising revenue. We are a City that serves
residents; tourists look for an authentic City not an advertised one.
· Next Steps in the Budget Process – Community Outreach
o This section of the staff report states “It will therefore be more important than
ever before to understand the community’s needs as staff and the Council develop
the FY 2021-23 Biennial Budget”.
· It appears that staff thinks this is best accomplished by using 600
activities mapped to 27 areas which were developed by five
positions in the City Manager’s Office
· The complexity of the developed framework, it includes not just
the municipal government but every aspect of services a community
provides, is a non-starter approach from the beginning.
o Staff will use this “framework” via a “survey tool asking
community members to rank these same areas of services”.
We honestly do not know what that means but we know it
will not represent what the residents of Santa Monica want.
Specifically, it will not be a statistically valid survey that
represents the various demographics of Santa Monica and it
will over represent business and visitors. We have opposed
these cherry picking, non-statical and non-resident
focused surveys before and do so again.
o Historically the City has performed statistically valid
resident surveys and we request that be done again. Does
the City not want valid statistical information?
In addition, Wilshire Montana Neighborhood Coalition (Wilmont) Board of Directors
URGES the City Council to include the following in the mid-year budget update:
· Restore funding for annual city mailing newsletters (membership appeal letters) for
the city-recognized Neighborhood Organizations. For years, the city mailed
membership invitations to all residents in our neighborhoods. This is how we reach new
residents, encourage current members to renew, and increase our memberships.
o Our understanding is that the total cost to the City is approximately $41,000 to
print 2-sided 8"x11" letters (which we format) plus return envelopes addressed to
each organization, and then send them via bulk mail to all residents in the city.
o Background: Prior to the restructuring, the city offered $4,000 matching grants
to each organization plus an annual mailing, or twice-a-year mailings for
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Packet Pg. 1035 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
organizations that did not apply for a grant. Given the economic challenges faced
by the City, we are not requesting the restoration of the matching grant program or
the 2nd mailer at this time.
·Restore the “Neighborhood Organizations” web page link to the new city website
home page drop-down menu. Currently, the only way to find us -
- https://www.smgov.net/content.aspx?id=4241 -- is to use the “Search” function.
o Before the city web site was updated, the neighborhood organizations were easy
to find as they were listed in the home page left side menu under “Living
Here.” With the new home page, perhaps the "Safety" list under the "Programs"
tab would be a
good location. https://www.santamonica.gov
We look forward to working with the City to continue together to identify and execute on
residents’ priorities.
Thank-you,
Wilshire Montana Neighborhood Coalition (Wilmont)
Board of Directors
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Packet Pg. 1036 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)
From:O"Brian, Jenny
To:councilmtgitems
Cc:Eisen, Shulie; Forer, Elizabeth B.; Lauterbach, Karen
Subject:Venice Family Clinic Public Comment
Date:Tuesday, January 26, 2021 11:53:08 AM
Attachments:image001.png
EXTERNAL
Venice Family Clinic supports the staff recommendation to extend the current Human Services Grant
Program for two years. Our agency, like others across the City of Santa Monica, is struggling as a
result of COVID-19, in every area from our frontline to our back office. Competing for a new grant at
this time would add stress at every level when we should instead be laser-focused on providing the
services these grants underwrite. Having the foreknowledge that these grants have been extended
and the income can be counted upon would be incredibly valuable as we plan for difficult financial
times ahead where we will be stretched to the limit working to address the twin challenges of caring
for people impacted by COVID-19 and providing as much of the vaccine to as many patients as
possible. Extending the program for two years will allow the focus to be on our primary care
services, our care for the young people of Santa Monica High School, and the provision of high-
quality HIV/AIDS care and supportive services. We highly encourage the Council to extend the
Human Services Grant Program through 2023.
Jenny O’Brian
Director of Institutional Giving
310 664 7927
646 456 2990 mobile
jobrian@mednet.ucla.edu
604 Rose Avenue, Venice, CA 90291
venicefamilyclinic.org/50years | Facebook | Twitter | Instagram | LinkedIn
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Packet Pg. 1037 Attachment: Written Comments (4348 : FY 2020-21 Midyear Budget)