SR 02-08-2022 8A
City Council
Housing Authority
Parking Authority
Report
City Council Meeting: February 8, 2022
Agenda Item: 8.A
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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 2021-22 Midyear Budget and Adoption of
Resolutions
Recommended Action
Staff recommends that the City Council, Housing Authority and Parking Authority:
1. Appropriate FY 2021-22 midyear revenue and expenditure budget adjustments
and approve corresponding adjustments to the FY 2022-23 budget plan
(Attachment A);
Staff also recommends that the City Council:
1. Receive the FY 2021-22 through FY 2027-28 Five Year Financial Forecast;
2. Direct staff to set aside $11 million in unprogrammed revenue to Assigned
General Fund Reserves;
3. Adopt a Resolution establishing new classifications and adopting salary rates for
various positions (Attachment B) and approve the position and classification
changes (Attachment C);
4. Adopt a Resolution of the City Council of the City of Santa Monica revising the
City’s master fine schedule for certain violations of the Santa Monica Municipal
Code, eliminate overdue fines for adult cardholder accounts for the Santa
Monica Public Library and to establish new non-standard fines for violations of
the Second Shared Mobility Pilot Program Administrative Regulations
(Attachment D);
5. Direct staff to proceed with research and analysis on various potential tax
revenue measures;
6. Authorize the City Manager to negotiate and execute a second modification to
agreement #10929 with Moss Adams LLP, a Washington-based company, for
internal auditing services for the City Manager’s Office. The modification would
increase the third year amount by $240,000 for a new amended total not to
exceed $931,000, with future year funding contingent on Council budget
approval, to complete a homeless services delivery audit and the Human
Services Grants Program grantee monitoring; and
7. Approve a relocation allowance up to $25,000 for the Police Chief, effective
retroactively to October 18, 2021.
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Summary
The Midyear Budget Review is an important touchstone in the City’s monitoring of its
economic recovery and its ability to restore services that were scaled back at the
beginning of the pandemic. The midyear outlook is positive, but the City remains in a
period of uncertainty driven by COVID, inflation and anticipated increases in interest
rates, disruptions in tourism, and ongoing trends impacting the retail sector. The City’s
audited financial statements as of June 30, 2021, to be published in the Annual
Comprehensive Financial Report and posted on the City’s website in early February
2022, confirm staff’s earlier projection that the City’s General Fund realized sufficient
revenues in FY 2020-21 to retain the $20 million Shutdown Reserve set aside to be
used in the event of further revenue loss. It is important to note that the City’s General
Fund reserve level is still significantly lower than it was in pre-COVID years, and that
significantly more than $20 million will be necessary to restore reserves at a level that
will provide the City with operational stability in the event of another emergency or
economic crisis. For context, updated projections estimate General Fund revenue loss
to total approximately $188 million from March 2020 through June 30, 2022.
The February 2022 Five Year Forecast for all City funds includes the updated revenue
projections and expenditure budget increases that are proposed in this report as
Midyear changes for FY 2021-22, as well as updated revenue and expenditure
projections going forward. Projections for FY 2021-22 show a potential budget surplus
of $11.2 million in the General Fund due to earlier economic recovery than anticipated.
The General Fund Forecast shows a balance of $4.9 million in FY 2022-23, the second
year of the biennial operating budget, which increases slightly over the remaining years
of the forecast to reach $8.4 million in FY 2027-28. Annual balances beginning in FY
2022-23 present opportunities to continue current services that are budgeted on a one-
time basis, to restore or enhance services, or to rebuild the General Fund’s capital
project investment or reserves at a faster level than currently projected. Any additional
budget increases beyond those supported by the projected balances would require new
revenue streams; staff is seeking Council comment and direction on further researching
potential revenue ballot measures for the November 2022 General Election.
The Midyear Budget Review is the earliest occasion to adjust the current budget and
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address critical service gaps. Adjustments to increase the budget must be made
carefully given the uncertainty of the pandemic and the pace of recovery. While some
changes can be made to restore service delivery and address community priorities, at
this early and still precarious point in the City’s economic recovery, set against record-
setting rates of virus infections, staff is recommending that Council give direction to set
aside $11 million of the current year surplus to begin rebuilding General Fund reserves.
In this way, if revenues do not follow the projected trajectory in the short term, the
General Fund will not have made an unsustainable commitment to ongoing costs.
Included in the proposed Midyear changes are a combination of service restorations,
adjustments reflecting Council actions taken after the adoption of the FY 2021-22
Budget, adjusted revenue-sharing payments as a result of revenue increases, and
adjustments based on new information. The complete list of budget adjustments for
revenues and expenditures is shown in Attachment A. Proposed budget adjustments
total $57.4 million in FY 2021-22 and $10.2 million FY 2022-23, including capital
improvement program changes.
The majority of the non-General Funds will remain self-sufficient during the forecast
period. The Pier and Beach Funds were impacted by the closures that have occurred
as a result of COVID-19 and will require some level of General Fund assistance. The
Resource, Recovery and Recycling Fund is projected to remain self-sufficient through
FY 2023-24, requiring staff to consider a rate change. Finally, the City’s equipment
replacement internal service funds have had to defer replacement schedules as a result
of two years of suspended contributions from the General Fund.
While the City is experiencing recovery, its reliance on the strength of the severely
impacted hospitality sector means that ultimate revenue recovery and rebuilding from
the deep cuts that were made will lag behind the recovery of the overall economy. As
recovery continues, staff intends to work with the Council and community to establish
priorities to guide the next two-year budget cycle (FY 2023-25) and help to determine
priorities going forward.
A number of other items and recommendations are discussed in this report, including
amending the City’s Master Fine Resolution, the modification of the City’s Internal
Auditor contract to include a Homeless Services Delivery study and Human Services
Grants Program grantee monitoring, a description of the park planning workplan with
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current resource levels, and a housekeeping item related to the recent recruitment of
the City’s Police Chief.
Background
The FY 2021-23 Biennial Budget was adopted by Council on June 22, 2021
(Attachment E). After two years of severe revenue losses requiring the use of reserves
and a dramatic restructuring and reduction of operations to balance the General Fund
budget, the FY 2021-22 Adopted Budget leveraged one-time American Rescue Plan Act
(ARPA) funds and some revenue growth to restore certain priority services, mainly
furthering the three Council-adopted community priorities:
• Addressing homelessness;
• Providing clean and safe neighborhoods and open spaces; and
• Supporting an equitable and inclusive economic recovery.
The Budget was built upon the assumption that a slow recovery, which started in the
latter part of FY 2020-21, would continue throughout the biennial period, but that
revenues would not recover to their pre-pandemic levels until FY 2024-25. In the
interim, ARPA funds would fill the gap as much as possible. The Citywide FY 2021-22
Revised Budget, reflecting the Adopted Budget and changes approved by Council since
the beginning of the fiscal year, is $713.4 million (net of reimbursements and transfers),
$355.9 million within the General Fund. The FY 2021-22 Revised Budget to date
includes an increase of 26.5 permanent FTE positions and 30.7 FTE as-needed
positions (12.5 and 25.5, respectively, in the General Fund) from the prior year, when
298.8 permanent and 122.3 as-needed positions (235.1 and 103.3, respectively, in the
General Fund) were eliminated Citywide.
The FY 2020-21 Revised Budget reflected a much-reduced budget for the City. It was
based on fiscal projections made in May 2020 that reflected the impacts of the COVID-
19 pandemic on the City’s revenues. For the City, the economic crisis felt around the
world was exacerbated by its strong reliance on the hospitality and retail industries. The
pandemic halted tourism-related air travel as well as non-essential business travel and
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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.
The majority of the impact was felt in the City’s General Fund, the fund making up two-
thirds of the City’s overall budget and supporting police and fire services, libraries,
streets, recreation and funding to the School District. Transient Occupancy (Hotel)
Taxes, Sales Taxes and parking-related revenues, previously representing almost half
of the General Fund revenue stream, were approximately 39% less than pre-COVID
levels in FY 2020-21 with overall General Fund revenues for the year down about 22%
from pre-COVID numbers. One-time funds, including capital project funds that were
deferred, reduced or cancelled, economic uncertainty, contingency, and other reserve
funds were either appropriated or set aside to balance the FY 2019-20 and FY 2020-21
General Fund budgets, in addition to a 20% decrease in annual operating expenditures
and a 50% decrease in annual capital funding. These measures enabled the City to
maintain essential and emergency operations during the pandemic while preserving the
City’s financial resilience to the greatest extent possible.
Staff is estimating General Fund actual and projected revenue declines from March
2020 to June 30, 2022 to total approximately $188 million; this is $36 million less than
the initial $224 million revenue loss estimate but is still a very impactful amount.
Discussion
The recession induced by the COVID-19 pandemic, while the worst downturn since the
Great Depression, was officially the shortest recession on record. The national and
State economies began to recover strongly in the first half of (calendar year) 2021.
National economic growth as measured by Gross Domestic Product (GDP) grew over
6% in the first two quarters of the year. However, impacts and disruptions of the
pandemic continue to linger. In addition, the surge of the new Omicron variant has
added a new layer of uncertainty to the overall economic recovery. GDP did slow in the
third quarter of 2021, labor force participation has not recovered to pre-pandemic levels
(about 80% of the number of jobs lost during the pandemic have been added back),
inflation has risen to the highest level in four decades, and supply chain issues are
causing disruption, all of which could delay or even hamper growth. However, most
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economists believe the economic disruption caused by the Omicron variant will be
transitory and by 2023, U.S. and California economic growth will be healthy, inflation will
return to more normal levels, and supply chain issues will be resolved.
As noted in the Background section, due to its heavy reliance on the tourism, hospitality
and retail sectors, Santa Monica’s economy was particularly hard hit by the pandemic,
with revenues from transient occupancy and sales taxes and parking related revenues,
which accounted for nearly one-half of General Fund revenues prior to the pandemic,
falling 39% in FY 2020-21 from pre-COVID levels, while total General Fund revenues
were down 22% over the same period.
City General Fund revenues began to recover in FY 2021-22 as vaccine availability and
other public health measures helped avoid any further large scale economic disruptions,
including business shutdowns. Estimated actual revenues in FY 2021-22 are now
anticipated to be 18% greater than in FY 2020-21 and nearly 8%, or $30.7 million above
the FY 2021-22 budget. Much of the increase results from rebounds in the areas
hardest hit by the pandemic - Transient Occupancy Taxes, parking-related revenues,
and Sales Taxes. However, even with the strong recovery, General Fund revenues are
not projected to exceed pre-COVID levels until FY 2024-25. It should also be pointed
out that the future is still 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:
• Sales Taxes (both sales and use and transaction and use tax) have bounced
back significantly from pandemic lows. Sales taxes in FY 2021-22 are now
projected to be about $9.2 million (14%) greater than the FY 2021-22 budget and
14% more than in FY 2020-21. Revenues from restaurant/hotel and general
consumer goods categories have recovered sharply, and auto sales remained
unexpectedly resilient during the pandemic, resulting in total sales taxes reaching
pre-COVID levels in FY 2021-22, much faster than most other affected revenues.
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Sales tax revenues are projected to grow slower in FY 2022-23 as the economy
levels out and then show more typical increases of 3% to 4% annually.
• Transient Occupancy Taxes (hotel tax) were the hardest hit revenue source
during the pandemic, falling 66% from pre-pandemic levels. Transient
Occupancy Tax revenues have recovered faster than expected despite continued
weakness in international and business travel. Exclusive of a one-time
accounting adjustment in FY 2021-22 regarding the timing of the recording of
revenues, revenues are expected to be $13.6 million greater than budget and
increase by approximately 157% from FY 2020-21. However, FY 2021-22
estimated actual revenues are still more than $4 million (6.7% less than pre-
COVID levels. Strong growth is expected to continue, especially as restrictions
on international and business travel begin to ease, but revenues are not
projected to exceed pre-COVID levels until FY 2023-24. The projections also
include the impact of the closing of the Fairmont Miramar for renovations.
• Due to the reporting period for Business License Taxes, the full impact of the
pandemic was not seen until FY 2021-22, as taxes are based on gross receipts
from the prior calendar year. Estimated actual revenues for FY 2021-22 are
about $0.3 million less than budget, 13% less than in FY 2020-21, and $4.6
million less than pre-COVID levels. Although revenues are expected to begin a
steady but slow increase in FY 2022-23, some of the impacts of the pandemic, in
particular the continuance of remote working, may have longer term, if not
permanent impacts. Revenues are not projected to exceed pre-pandemic levels
until FY 2027-28.
• Parking revenues (including parking citations) fell nearly 45% from pre-COVID
levels, but as with many other revenue sources, have begun their recovery in FY
2021-22. Estimated actuals for the year are approximately $3 million more than
budget, 36% more than in FY 2020-21, but still $13 million less than pre-COVID
levels. Revenues are projected to moderately increase over the next several
years and approach pre-COVID levels by FY 2024-25 and then level off. Parking
Facility Taxes are expected to show a similar pattern.
• Utility Users Tax revenues were not significantly impacted by the pandemic and
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are expected to grow by an average 2-3% annually primarily due to scheduled
water and wastewater rate increases, partially offset by decreases in
telecommunication taxes.
• Investment income has dropped sharply reflecting the historically low interest
rates of the last few years. FY 2021-22 estimated actual revenues are $0.3
million less than budget. While revenues are expected to begin to increase in FY
2022-23 as interest rates rise, the City’s investable fund balance has declined as
the City was forced to use reserves during the pandemic, which will limit the
increase in investment income.
• Revenues from fees, charges, and certain other revenue sources are essentially
tracking to budget, but are still nearly $15 million below pre-COVID peaks,
reflecting continued program closures and reductions resulting from the
pandemic induced budget cuts. Increases are primarily driven by the proposed
expansion of recreation programs and contract class offerings.
• The real estate market has performed stronger than expected during the
pandemic as property values have continued to rise and the number of property
sales has continued on a healthy pace. Revenues from the voter-approved
Measure SM have exceeded expectations. Based on this, Documentary
Transfer Taxes in FY 2021-22 are expected to exceed budget by $2.7 million.
Revenues are projected to decrease in FY 2022-23 from the peak of the previous
year and then remain relatively flat during the forecast period.
General Fund Five-Year Financial Forecast
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The Five-Year Financial Forecast has been updated from the Forecast presented in
May 2021 that informed the FY 2021-23 Biennial Budget. The figure above shows the
balance of General Fund revenues less expenditures on an annual basis for the five
fiscal years following the Biennial Budget period. The Forecast has two scenarios - the
Probable Scenario and the Worst Case Scenario. Both scenarios incorporate the
following assumptions:
• New revenue projections reflecting actual revenues generated in the first half of
the year and updated assumptions based on economic trends and projections by
hospitality industry, sales tax and property tax experts. Changes to the FY 2021-
23 budgeted revenues are included in Attachment A and noted in the Midyear
Budget Adjustments section below.
• Updated expenditures for the FY 2021-23 Biennial budget and updated future
year projections. FY 2021-23 changes reflect Council actions take since the
adoption of the FY 2021-22 Budget that had not been reflected in budget
numbers, updated information received after the adoption of the Budget, updated
payments based on some increased revenue estimates, and from proposed
Midyear position and program restorations presented in this report. Changes to
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the FY 2021-23 budgeted expenditures are detailed in Attachment A and noted in
the Midyear Budget Adjustments section below.
• $11 million surplus set aside to build reserves: The Forecast sets aside $11
million of projected unprogrammed revenues in FY 2021-22 to General Fund
reserves. In addition to helping stabilize the General Fund in the face of new
fiscal challenges, considering the continuing economic uncertainty being caused
by new coronavirus variants, if the retail and hospitality projections fall short of
the current forecast, these funds will not have been committed to ongoing costs.
The Forecast also sets aside funds each year through FY 2023-24 for ongoing
COVID-related costs.
• 15% contingency reserves gradually restored: The Forecast assumes that the
City will begin increasing the threshold level for its rainy day fund, or contingency,
reserves by .5 percentage points each year beginning in FY 2022-23, reaching
15% in FY 2026-27. This is critical to maintain the City’s AAA bond rating. On
May 5, 2020, Council authorized staff to lower the General Fund contingency
reserve level from 15% of ongoing expenditures to 12.5% to help balance the
budget while revenues experienced severe declines. Strong reserves protect our
ability to provide essential services and retain jobs during emergencies and
economic fluctuations, and are also a signal of a City’s financial health.
• Capital Improvement Program: 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. The FY 2021-22 and FY
22-23 amounts dedicated to the CIP budget are $12.2 million and $12.0 million,
respectively, with funding restored to the $21 million level in FY 2025-26. While
there are very small increases in the amount dedicated to capital projects each
year leading to FY 2025-26, these increases are not enough to address deferred
infrastructure and equipment maintenance, price escalation in this area, and a
renewed focus on community amenities that were put on hold during the
pandemic, such as the Memorial Park Expansion project and planning for the
Airport to Park Conversion. Beginning in FY 2026-27, the forecast assumes two
years of additional $4 million contributions beyond the $21 million baseline
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program.
• Paying deferred GSH Tax Revenue to Affordable Housing: The forecast
reflects the payment of the $6.3 million deferred amount to the Affordable
Housing Trust Fund over three years beginning in FY 2023-24. In May 2020,
seeking one-time funds to support critical General Fund services, Council
authorized staff to suspend the FY 2020-21 annual transfer of Measure GSH tax
revenues from the General Fund to the Housing Trust Fund (per a November
2016 voter-approved advisory measure). These annual payments, as well as the
catch-up deferred payment, will play an important role in the City achieving the
targets of its recently adopted Housing Element and its RHNA allocation for
8,895 new housing units, of which 6,168 must be affordable, from 2021-2029.
• Unfunded Pension Liability Paydowns: The Forecast assumes that the City
will resume making additional discretionary paydowns to CalPERS, the City’s
pension fund, in FY 2022-23. This resumes the previously authorized
accelerated paydowns of the City’s unfunded pension liability which will decrease
the amount of interest that the City pays on its pension debt and result in
significant savings over the long-term. In May 2020, Council had authorized staff
to suspend additional discretionary paydowns for two years, in FY 2020-21 and
FY 2021-22, and to shift from a 13-year to a 15-year payment schedule in order
to address the fiscal emergency.
The Worst Case Scenario, which begins with a negative balance of $6.7 million in FY
2021-22, and ends with a deficit of $19.4 million, includes a combination of revenue
under-realization and higher than anticipated expenditures. Revenues in this scenario
reflect a significantly slower economic recovery in which business license revenue is
impacted by a prolonged period of remote work that continues through calendar year
2022, the Omicron surge inhibits current year sales tax and transient occupancy (hotel)
tax revenue recovery and adjusts the baseline for future year growth, and where the
assessed value of properties, which drives the growth of property taxes, moderates. At
the same time, non-salary expenditures would grow slightly to reflect inflation, and slight
but persistent underperformance of the CalPERS retirement portfolio would result in
higher pension contributions in the later years of the forecast.
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Not included in the forecasted expenditures of either scenario are a number of needs
competing for limited ongoing resources, including:
• Continuation of activities that are funded on a one-time basis, such as the Clean
& Safe initiatives funded using prior year savings, and additional public safety
deployments currently funded using $1 million in one-time ARPA funds.
• Additional service restorations that are not fully offset by revenues, such as the
restoration of service hours across the City’s library facilities, enhanced in-person
programming and restoration of programs and capacity for youth and recreation.
• Expedited rebuilding of the City’s capital program. Status quo in this area
continues the cycle of deferred maintenance that began with the pandemic, and
further delays projects requested by the community.
• The impact of labor negotiations. The majority of City employees have not
received cost of living increases in two years and also suspended cash-outs of
unused leave time, while some employee groups also experienced temporary
paycuts lasting up to two years. At the same time, employee workload has
increased significantly since the significant reduction in positions in FY 2020-21,
and the difficult labor market requires employers to stay competitive in their
salaries and benefits.
The projected balance, beginning in FY 2022-23, that is shown in the Probable Scenario
balance provides some ability to address these competing needs beginning in FY 2022-
23. Specific decisions related to the programming of this balance will be considered as
part of the FY 2022-23 Budget process in May and June 2022.
Other Funds Status
The February 2022 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 the impacts of pandemic-related restrictions.
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Self-Sustaining Enterprise Funds
The following enterprise funds are projected to bring in sufficient revenues to support
operations throughout the updated Forecast period:
The Water and Wastewater Funds will 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.
Water and wastewater rate adjustments approved by Council on January 28, 2020, as
well as revenue bonds issued in August 2021, a Clean Water State Revolving Fund
Loan, and three recent grant awards (including: a California Department of Water
Resources Proposition 1 Water Desalination grant; a Los Angeles County Flood Control
District Measure W grant; and a Metropolitan Water District of Southern California Local
Resources Program grant) continue to ensure that the Water and Wastewater Funds
maintain healthy fund balances over the forecast period, allowing the Funds to maintain
current operations while also completing capital projects to increase local water supply.
The Big Blue Bus (BBB) Fund will maintain a positive fund balance over the Forecast
period through the use of Coronavirus Response and Relief Supplemental
Appropriations Act (CRRSAA) funds, which are one-time federal funds allocated to
transit agencies in response to COVID-19. This federal funding provides financial
support to transit agencies in response to the adverse impact of the pandemic on transit
operations and ridership. Despite ongoing challenges due to the pandemic, FY 2021-22
marks the transitionary period of recovery for the Department of Transportation as the
FY 2021-22 midyear budget reflects an increase to BBB’s operating subsidies by $6.5
million, or 11%, over the prior year’s allocation based on final funding marks provided by
Metro in June 2021. This increase in funding brings the Department’s funding levels
closer to pre-pandemic levels, with the exception of State Transit Assistance (STA) and
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Senate Bill 1 (SB1) funding, which are based on an estimate of prior year sales tax on
fuel and diesel fuel, and were estimated to decline year-over-year due to price
fluctuations and decreases in consumption. While recent ridership trends reflect a
gradual recovery, the impact of Omicron has had an adverse impact on the use of
public transportation. The Department continues to monitor and track ridership.
The Airport Fund is projected to remain self-sustaining throughout the forecast period.
Due to the COVID-19 pandemic, there are currently $1 million in rent deferments that
are due for repayment this fiscal year, with some of the outstanding amounts abated via
the General Fund's abatement program.
The Community Broadband Fund will maintain a positive fund balance throughout the
Forecast period. However, like other City operations, Community Broadband has been
impacted by the COVID-19 pandemic by non-renewal of service for customers that have
vacated business offices to work remotely. Long-term fiscal stability of the Fund has
been established with the execution of service agreements with Verizon Wireless and T-
Mobile for their 5G deployments. 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 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 and
development of Cemetery area in order to extend inventory and maintain fiscal
sustainability.
The Housing Authority Fund is stable and will maintain a positive fund balance
throughout the Forecast period. The CARES Act approved additional administrative
funding for the Santa Monica Housing Authority which will supplement traditional
Section 8 administrative funding this year. This additional funding will create a surplus
that will be used to offset future year administrative deficits.
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The Vehicle Management Fund and Information Technology Replacement &
Services Fund will maintain positive balances through the Forecast period. However,
to maintain a positive balance, the Funds have had to defer scheduled replacement and
maintenance of equipment, primarily due to a one-time, two-year suspension/reduction
in FY 2020-21 and FY 2021-22 in General Fund funding associated with revenue
shortfalls from the pandemic. In the Vehicle Management Fund, the suspension totaled
$8.8 million and resulted in the majority of the 227 vehicles scheduled for replacement
to be deferred to FY 2022-23 and beyond. In the Information Technology Replacement
& Services Fund, the suspension totaled $3.4 million and resulted in the deferment of all
computer equipment replacements for two years beyond their scheduled replacement.
This is not sustainable and funding needs to be restored. As General Fund revenues
continue to gradually improve, funds will need to be earmarked to initiate repayment of
the suspended contributions, which will enable the replacement and maintenance of
equipment that was deferred and to ensure that the Funds remain self-sustaining.
The Stormwater Management Fund and Special Revenue Fund will generate
adequate revenues to remain sustainable throughout the Forecast period.
Funds Requiring Attention
The Resource Recovery and Recycling (RRR) Fund will remain self-sufficient
through FY 2023-24, partially attributed to the infusion of one-time funds from the
closeout of old construction and demolition projects in FY 2021-22. To remain solvent
and address operational and capital needs, staff will evaluate solid waste rates. Staff
will initiate a rate study and consider presenting a rate adjustment to Council, with the
new rates anticipated to be effective in 2023.
Funds Requiring Subsidies
The Pier Fund 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 projected deficits
that required General Fund subsidies. The primary revenue sources for the Pier Fund
are lease payments and parking income, which have been severely impacted due to
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COVID-19. The Pier was closed to the public at various points in the pandemic, with re-
openings happening over time as restrictions on dining, amusement parks, arcades, etc.
being lifted at different times. Lease revenues have seen increases in percentage rent.
Although parking revenues have not yet returned to pre-pandemic levels, due to the
Pier parking lot re-opening date pushed from September 2021 to potentially Spring
2022, it is projected that revenues will return to previous levels in FY 2023-24. However,
the City is in the planning stages of the Pier Bridge Replacement (funded through the
Caltrans Highway Bridge Program), which will impact parking revenues once
construction begins in FY 2025-26, as access to the Pier Deck parking lot may be
impacted. As such, the fund is projected to require subsidies ranging from $1.5 million
to $2.5 million to maintain a positive fund balance through the forecast period and to
fund critical capital projects which can no longer be deferred. Staff continues to seek
efficiencies to ensure fiscal sustainability, including seeking grant funding from the
Economic Development Administration (EDA) to support capital expenditures.
The Beach Fund has been significantly impacted by the COVID-19 pandemic. Parking
revenues are recovering but are not expected to return to pre-pandemic levels until FY
2022-23. Indoor and outdoor dining, special events, classes, pool operations and Beach
House day use continue to experience gradual recovery. The Beach Fund is anticipated
to maintain a positive fund balance throughout the forecast period, primarily due to prior
year advances from the General Fund, receipt of ARPA funds, a loan from the Special
Revenue Source Fund, and a planned parking rate increase in FY 2022-23. Staff
continues to seek efficiencies to ensure fiscal sustainability, including seeking grant
funding from the EDA to support capital expenditures, which have been previously
deferred.
FY 2021-22 Midyear Budget Adjustments
Revenue Adjustments - General Fund
Staff now projects actual revenues for FY 2021-22 of $384.1 million. This projection is
based on actual data from July to November 2021 as well as anticipated changes in
economic conditions and community behaviors over the remainder of the fiscal year.
These projections require adjustments to increase FY 2021-22 Revised Budget revenue
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targets in the General Fund by $30.7 million. A summary of the significant budget
changes is below. Attachment A details all revenue budget changes.
Type of Revenue Amount of Change
Sales Tax (including TUT) $9.2 million
Utility Users Tax $1.5 million
Transient Occupancy (Hotel) Tax $13.6 million
Property Tax $0.3 million
Business License Tax -$0.3 million
Documentary Transfer Tax $2.7 million
Parking-Related Revenue $3 million
Fees/Charges/Other $0.9 million
Investment Income -$0.3 million
Revenue Adjustments - Other Funds
FY 2021-22 revenue changes in the Other Funds result in an increase of approximately
$81.0 million. Significant revenue adjustments in other funds include:
• Beach Fund - Decrease of approximately $454,000, primarily reflecting the
impacts of COVID-19 on parking revenues and a correction to encroachment fee
revenue, partially offset by revenue increases in event rentals from private events
and day use fees at the Beach House.
• Big Blue Bus Fund - Increase of approximately $28.3 million, primarily from
receipt of one-time Coronavirus Response and Relief Supplemental
Appropriations Act (CRRSAA) funding, revised funding marks from LA Metro and
increased passenger revenue from an increase in ridership. The increases are
partially offset by a one-time reduction in capital expense reimbursement
revenues due to project delays.
• Cemetery Fund - Increase of $250,000 to reflect the receipt of the second half of
a private donation to support Cemetery maintenance.
• Housing Authority Fund - Increase of approximately $971,000 from increased
utilization of Section 8 Vouchers, inclusion of new revenue from the Emergency
Housing Voucher program, and grant reimbursement revenues.
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• Pier Fund - Decrease of approximately $660,000, primarily from decreases in
parking revenue due to continued lot closure through early Spring, partially offset
by increases related to common area maintenance fee revenue from new tenant
agreements and greater than projected pier rentals income.
• Resource Recovery and Recycling Fund - Decrease of $1.2 million to correct the
budget for forfeited construction & demolition deposit revenues that were
recognized in a prior year in accordance with accounting practices.
• Self-Insurance, General Liability and Auto Fund - Increase of $54.9 million,
reflecting a one-time payment from the General Fund for settlement of claims
brought against the City.
• Vehicle Management Fund - Increase of approximately $919,000, reflecting the
implementation of increased vehicle maintenance rates charged to other City
funds to account for full cost recovery and a one-time contribution from the
Wastewater Fund for vehicle replacements.
• Wastewater Fund - Decrease of approximately $829,000 related to one-time
decreases in Industrial Waste revenue from business closures associated with
the pandemic and pass-through revenues for Capital Facilities Fees and
Amalgamated System Sewerage System Charges from slow development
activity.
• Water Fund - Decrease of $1.2 million reflecting a reduction in Capital Facilities
Fees due to slow development activity.
Expenditure Adjustments and Personnel Changes - General Fund
Staff proposes General Fund operating expenditure adjustments that result in a $63.6
million net increase to the General Fund budget. It is important to note that $54.9 million
of this amount represents the payment of funds set aside in General Fund reserves to
the Liability Self Insurance Fund to pay for settlement of claims brought against the City.
This action was approved by Council on August 24, 2021. The remaining $8.7 million in
budget adjustments reflect items Council has directed or approved since the FY 2021-
22 budget was adopted but whose specific financial impact had not yet been approved
and reflected in the revised budget, items that reflect new information on fixed costs,
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and items that have a substantive impact on the overall budget and operations, as well
as accounting-related changes. While Attachment A includes details of all expenditure
adjustments, highlights are noted below.
Budget adjustments reflecting Council direction or actions taken since the FY 2021-22
Budget adoption:
• Appropriation of $1 million in prior year capital improvement program savings for
Clean and Safe measures, including increased safety deployment using a
combination of equipment and contracted services, outreach services for the
City’s unhoused individuals, additional activation and safety elements at parks
and open areas, and enhanced maintenance in heavily impacted areas and
facilities, as directed by Council on October 26, 2021.
• Appropriation of approximately $2.0 million to reflect the final debt service
payment schedule for the City Yards Modernization lease revenue bonds
approved by Council on July 13, 2021and issued in August 2021.
Budget adjustments for revenue-sharing payments, reflecting increased revenues:
• Appropriation of approximately $2.2 million to increase the Measure GSH
payment to the Santa Monica Malibu Unified School District from the General
Fund, reflecting increased Transaction and Use Tax (TUT) revenues.
• Appropriation of approximately $1.1 million to increase the Measure GSH
payment to the Affordable Housing Trust Fund from the General Fund, reflecting
increased TUT revenues.
• Appropriation of approximately $289,000 to increase the payment for parking
management services related to the parking revenue sharing agreement for
Parking Structures 7 & 8, reflecting increased parking revenues.
Adjustments based on new information
• Adjustments to the FY 2022-23 Budget Plan to cover pension contribution
increases not known at the time of the FY 2021-23 Biennial Budget adoption.
The increases are due to CalPERS falling short of its investment target in FY
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2019-20 (there is a lag of two years when determining CalPERS contributions on
actual performance or other benefit changes) and adjustments to the City’s
pension costing assumptions due to the changing mix of employees and their
benefit levels.
Adjustments to Restore and Enhance Services
During the restructuring that occurred as part of the FY 2020-21 Budget, a large number
of positions ultimately eliminated were administrative positions. These positions support
the direct services that departments provide, either by completing financial or
procurement functions, addressing customer inquiries or public records requests, or
tracking various work efforts. While positions clearly addressing direct services have
been restored at some level, administrative restorations have lagged even as facilities
and programs have reopened and work levels have increased. Not addressing these
administrative gaps leads to declines in customer service and ultimate service delivery,
in addition to an increased level of legal and financial risk. Staff recommends that
Council consider the following position changes that will restore or enhance services:
• City Council Office: Increase of 1.0 permanent FTE position - A new Staff
Assistant III position will provide dedicated administrative support to
Councilmembers and the Mayor, allowing the Council Office and Legislative
Affairs Liaison to focus on Council legislative and policy advocacy, identifying
funding opportunities, supporting inter-governmental engagement, and
supporting Councilmember communications and events.
• City Manager’s Office: Increase of 2.0 permanent FTE positions - A new
Customer Service Assistant position will expand the full time 311 team in order to
staff the reception desk at City Hall and City Hall East while continuing to
respond to community member information requests, and a new Equity and
Inclusion Manager that will lead implementation of department-specific programs
and ensure all City programs and services are designed to promote equity and
inclusion at all levels.
• City Attorney’s Office: Increase of 1.0 permanent FTE position - A new Legal
Assistant position will assume responsibility for the administrative and paralegal
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work that fell to the City Attorney and Deputy City Attorneys following staff
reductions, allowing attorneys to focus on legal matters.
• Community Development: Increase of 2.0 permanent FTE positions - A new
Staff Assistant III and a Senior Administrative Analyst will take on administrative,
customer service, financial and budget analysis, workload currently done by
Planners and Division Managers, thereby allowing them to focus on planning and
policy work. Additionally, the restoration of an Administrative Analyst position to a
Senior Administrative Analyst position will provide the Building and Safety
Division with the position appropriate to overseeing the Division’s budget and
managing the Seismic Retrofit Program, including providing customer support for
this priority program that is vital to the life safety of residents and visitors.
• Community Services: Increase of 2.0 permanent FTE positions and 0.7 as-
needed FTE positions - The addition of one Community Services Program
Supervisor and .7 FTE as-needed Community Services Leader positions will
allow the City to offer more tennis reservations, basketball, volleyball, field, and
indoor soccer permits, skate park classes and drop-in hours, and weekly
introductory pickleball classes. Fees paid by participants in the various programs
would cover the staffing costs, so the proposal would be cost-neutral to the City.
A new Staff Assistant III position will provide consistent and streamlined support
to the Department’s remaining nine Commissions and Advisory Bodies, upon
resumption of in-person meetings. In alignment with Council’s direction to
consolidate and minimize costs, CSD will shift from the pre-pandemic model of
providing two positions to support each commission (one Staff Assistant and one
more costly Staff Liaison) to one dedicated Staff Assistant. The change in staffing
is not only cost effective - as Staff Liaisons traditionally range from Senior
Analysts, to Managers, to Department Heads, including positions eliminated
during restructuring - but provides the added benefit of dedicating a single staff
position responsible for uniformity in agenda preparation, meeting minutes,
accommodations for accessibility needs including managing accessibility
vendors, and communications with commission members. An additional change,
not impacting budgeted positions, is an adjustment to the Community Classes
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and Camps program to add 180 camps with availability for 3,900 participants.
Revenues from camps and classes would cover the cost of programming.
• Department of Transportation: Increase of 2.0 permanent FTE positions - 2.0
FTE Parking Permits Assistants will allow the Parking Division to respond to the
need for improved front-line customer services provided to Santa Monica
residents, visitors, and the business community and enable staff to increase Go
SAMO Center public counter hours of operation, alleviate delays in processing
permits and parking citations, and expedite service improvements. Additionally,
the change from a Senior Transportation Planner position to a Principal
Transportation Planner will establish a supervisory position for the Capital
Projects Team. This team is responsible for implementing critical road safety
projects in furtherance of the City’s Vision Zero goal of eliminating all fatal and
severe injury crashes. The change addresses an internal audit study observation
regarding program management.
• Finance: Increase of 1.0 permanent FTE positions - The addition of a Principal
Buyer and escalation of the Senior Procurement Analyst position to a Principal
Procurement Analyst will expedite solicitations, introduce greater automation and
create efficiencies for staff as the City restores services. These positions will also
allow the Department to develop and implement a procurement program that will
provide access to local, small and underprivileged businesses in order to
promote equitable economic recovery. The change from an Administrative
Analyst to a Business License Supervisor will allow the Business License
Administrator to focus on strategic initiatives such as Business License Tax
modernization, technology improvements, and economic recovery efforts as well
as revenue enhancement initiatives such as potential ballot measures and audit
and discovery programs. These changes also address succession planning.
• Fire: Increase of 1.0 permanent FTE position, offset by deletion of 0.9 FTE as-
needed position - The addition of one permanent Staff Assistant III position,
offset by the deletion of as-needed budgeted hours, will provide the necessary
administrative support to ensure that the Fire Department meets state/federal
standards regarding maintenance of mandated training records for all firefighters;
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will assist with documenting the mutual aid strike team deployments to provide
full reimbursement to the City for wildfire responses; and, will aid the Training
Division and upcoming firefighter recruit academy to support newly hired SMFD
recruits and the current workforce to ensure employees are trained appropriately
for all-hazards emergency response which align with SMFD policies and national
best practices.
• Human Resources: Increase of 3.0 permanent FTE positions - The addition of
two Senior Human Resources Analysts and one Human Resources Analyst will
build operational capacity to support City departments responsible for delivering
critical community services and programs. This support enhances our ability to
attract and retain employees and fill critical vacant positions, support and
implement legally mandated programs, and respond to employee, organizational
and workplace needs. HR has experienced a sizable increase in workload,
including upcoming 6 contract negotiations, meet and confer for classification
changes, accommodations process, mandatory leave programs and mandatory
vaccination program.
• Information Services: Increase of 2.0 permanent FTE positions - The addition
of an Administrative Analyst and a Project Support Assistant will provide
administrative support of critical Citywide technology, systems, infrastructure,
and services, including those technologies that provide direct support to the
City’s constituents, such as the 311 system, City website, permitting systems,
and GIS systems that underly public facing City maps, public safety’s CAD/RMS
system, cellular and radio communications, and camera systems, as well as new
technology implementations such as contract management and information
security systems that protect the City's digital assets that the public connects to
for services.
• Library: Increase of 1.0 permanent FTE position and 0.4 FTE as-needed
positions - Staffing changes will increase two part-time positions to full time,
resulting in a Librarian I and a Library Literacy Program Assistant, to address
gaps in adult programming and literacy services as the Library prepares to
expand operations in the coming year. This aligns specifically with the City’s
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commitment to providing equitable and inclusive resources and ensures that our
most vulnerable community members are supported through literacy and
learning, dynamic programs, and knowledgeable staff. The addition of as-needed
Library Services Officer staffing will allow for the activation of the Fairview Branch
Library via self-service, a first step in restoring library service and ensuring
residents have a clean and safe “third space” in their neighborhood to access a
wide variety of materials, technology, programs, and connect with others.
• Police: Increase of 4.6 as-needed FTE positions - The addition of as-needed
Traffic Service Officers will restore the Police Department’s ability to positively
address the issue of limited parking spaces by enforcing timely parking space
turnover. These positions will help to ensure the Police Department can attend to
traffic control, vehicle accidents and special occurrences. The duties performed
by the Traffic Service Officers contribute to vehicular safety and improved traffic
circulation.
• Public Works: Increase of 2.0 permanent FTE positions - The addition of an
Administrative Staff Assistant will restore administrative support to various
divisions and reinforce the department’s effort in actively monitoring and ensuring
timely response to community needs through the 311 system, such as graffiti
removal, human waste cleanup, street litter, and more. The addition of a Project
Support Assistant (PSA) will enable project managers to focus their time on
quality assurance and expeditious delivery of projects that promote a clean and
safe community such as the Park Safety Enhancements, and Marine Park Safety
Upgrades, as well as projects that support community recovery such as the
Virginia Avenue Park Kitchen. Additionally, the PSA will enable senior staff to
properly support and administer the new grants and outside funding sources
being pursued for improved community spaces (e.g. Gandara Park
Improvements) as well as ensure compliance with industry best management
practices.
Expenditure Adjustments and Personnel Changes - Other Funds
Staff proposes operating expenditure adjustments that result in a $6.1 million net
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decrease in the non-General Fund Funds. Attachment A details all expenditure
adjustments.
A summary of the significant budget changes is below.
• Reduction of approximately $800,000 to correct the affordable housing-related
fund transfers in the Special Revenue Source Fund, based on staffing
expansions approved by City Council on November 23, 2021, and policy
decisions on the contribution amounts required from the Low/Moderate Housing
Asset Fund, TORCA Fund and General Fund. The transfers help support the
costs of the Housing unit staff that operate affordable housing programs.
• Approximately $1.1 million reduction from the transfers to the Special Revenue
Source Fund related to Measure GSH, as result of increases in Transaction and
Use Tax revenues.
• Approximately $6.3 million reduction to correct the budget for the GSH transfer to
the Special Revenue Source Fund (SRSF), which was not included in the
adopted budget. The General Fund portion of the transfer was included in the
budget; however, the SRSF portion was inadvertently omitted.
Additionally, staff recommends that Council consider the following position changes in
the Other Funds, which will restore or enhance services.
• Community Services: Increase of 2.3 as-needed FTE positions in the Beach
Fund - Addition of the as-needed positions will enable Beach House's Event
Services team to be responsive to the people, businesses, and organizations
who wish to plan revenue-generating conferences, meetings, retreats, and
various social gatherings and celebrations at the Beach House. Additionally, the
positions will enable the restoration of programs at the Beach House, including
year-round recreation programs, Spring and Fall aquatics programming, Summer
pool access, and weekend staffing to support public use of the Beach House and
visits to the Santa Monica State Beach.
• Department of Transportation: Increase of 1.0 permanent limited term FTE
position in the Big Blue Bus Fund- The new Transit Training Coordinator position
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will assist the department to train new and current Motor Coach Operators
(MCO’s) given a severe shortage of MCO’s. The position is essential in helping
the department to meet service levels. The position will also assist the training
division in updating training modules for the transition to the electric bus fleet as
BBB places more e-buses into service to meet the department’s Zero Emissions
Program. While the need is immediate and dire, the position being requested is
for a limited duration to execute an aggressive, recruitment campaign through FY
2022-23. Additionally, a 1.0 FTE Lead Transit Training Coordinator position is
being deleted, offset by the addition of 1.0 FTE Safety and Training Supervisor to
support the department's effort to hire, train and retain Motor Coach Operators
and ensure the department’s compliance with safety-related federal and state
regulations, certifications, training of Big Blue Bus’s safety-sensitive positions,
oversight of drug and alcohol testing compliance and oversight of safety and
training for the overall department. This position is essential to restoring and
maintaining service levels and keeping our system safe.
• Finance: Increase of 1.0 permanent FTE position in the Workers’ Compensation
Fund- The new Senior Risk Management Analyst position, supporting the
Workers’ Compensation program, will help reduce absences for injured
employees, particularly public safety employees, which will advance the
community priority of a Clean and Safe Santa Monica, while a position change
from a Risk Management Analyst to a Senior Risk Management Analyst in the
Self Insurance Risk Management Administration Fund supporting all other
programs (Liability, Insurance Requirements & Safety) will resolve staffing
challenges and focus on cost containment and payment recovery programs.
• Information Services: Increase of 1.0 permanent FTE position in the
Community Broadband Fund - The new Administrative Analyst position will
provide the resources required to maintain customer contracts, accounts
receivables, and assist with closing new broadband sales to promptly respond to
new Santa Monica businesses requesting broadband service in the City.
Additionally, the addition of the Principal Network Engineer and deletion of the
Broadband Services Engineer in the same fund will provide the appropriate
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resource required to support the complexity of technical work required to meet
the City's service level agreements with major U.S. wireless carriers providing 4G
and 5G cellular services to the community.
• Public Works: Increase of 1.0 permanent FTE position in the Resource
Recovery and Recycling (RRR) Fund and 1.0 permanent FTE position in the
Airport Fund - The addition of a Zero Waste Assistant in the RRR Fund will
enhance the City’s ability to provide zero waste and recycling education and
outreach, offer on-site technical assistance and training to residents and
businesses, and support various regulatory compliance requirements of Senate
Bill 1383 under the statewide mandatory organics recycling law. The addition of
a Property Management Specialist in the Airport Fund will decrease the City’s
dependency on the outside property management firm and ensure maximum
leasing and efficient property management for City-owned facilities at the Airport.
The Property Management Specialist will process lease documents, resolve
tenant disputes, ensure lease compliance, collect rent and issue default notices.
Finally, the Department proposes to upgrade a Custodian I to a Maintenance
Worker position in the Beach Fund to provide greater flexibility in deploying staff
to better respond to issues that arise and further the community priority of a
Clean and Safe Santa Monica. A Maintenance Worker will be able to perform
equipment repairs, remove graffiti, perform minor plumbing, painting and
carpentry work, operate power and heavy equipment in addition to cleaning,
restocking and trash removal duties that are performed by a Custodian I.
The combined midyear staffing adjustments in all funds result in a net increase of 25
permanent FTE positions (20.0 in the General Fund) and 7.1 as-needed FTE positions
(4.8 in the General Fund). With these staffing adjustments, the City will have added
back approximately 21% of full-time equivalent positions cut in FY 2020-21, and 19% of
General Fund positions cut. Attachment A describes each budget change in detail.
Attachment B is a Salary Resolution detailing new classifications and salary rates, and
Attachment C details the staffing adjustments.
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Capital Improvement Program (CIP) Budget Adjustments
Recommended changes to the FY 2021-22 CIP budget include a net budget increase of
approximately $0.7 million to three non-General Fund project budgets. The budget
changes are detailed in Attachment A and summarized below.
General Fund- Capital Budget
No changes proposed.
Non-General Funds- Capital Budget
Special Revenue Fund
The Park and Recreation Impact Fee is collected from new residential and commercial
development for eligible park-related projects. Staff recommends allocating $150,000 in
currently available impact fee resources to the Park Condition Assessment project. This
project will provide the baseline information on the condition of park infrastructure and
timing of replacement costs to inform critical needs and community discussions. In
addition, the project will support moving forward with adoption and implementation of
the Parks & Recreation Master Plan.
Clean Beaches and Ocean Parcel Tax Fund
The Clean Beaches and Ocean Parcel Tax collects revenue to be used solely for the
purpose of implementing the City’s Watershed Management Plan projects. Staff
recommends allocating $66,528 in currently available Measure V resources to the Pier
Storm Drain Repair project. This project will fund repairs to the 60-inch storm pipe
located under the Pier and install concrete anchors.
Vehicle Management Fund
Staff recommends appropriating $0.5 million of Vehicle Management Funds collected
from conventional fuel fleet user groups for depreciation of equipment for the Diesel
Fueling Station project. The project will implement required soil remediation needed at
City Yards as a result of the removal of the previous unleaded and diesel fueling station.
In addition, a new temporary above-ground diesel fueling station will be installed at the
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Colorado Yards. As the City transitions fully away from liquid fossil fuels, there are still a
small number of industrial vehicles that will require diesel fuel until the industry can
catch up.
Adjustment to City Fines and Adoption of Penalty Fine Schedule
Staff is also presenting adjustments to the Master Fine Schedule Resolution
(Attachment D) as follow:
• Library Fines: Staff recommends eliminating overdue fines at the Library for all
adult cardholder accounts to remove barriers to access and promote social
equity in our community. Eliminating overdue fines for adult cardholders aligns
with the Council’s prior 2018 action to eliminate overdue fines for children and
teens. The existing fees for lost or damaged items will remain unchanged.
• Second Shared Mobility Progressive Penalty Fine Schedule: In March 2021,
Council directed staff to implement the Second Shared Mobility Pilot Program
that was delayed due to COVID-19. On April 8, 2021, the City published
administrative regulations relating to the Second Shared Mobility Pilot Program
(Administrative Regulations). Currently, violations of the Administrative
Regulations are subject to the City’s standard fine amounts. The Administrative
Regulations, however, recommend a progressive non-standard penalty schedule
that defines different classes of penalty types and amounts, and enforcement
escalations for both Public Right of Way (PROW) violations such as ADA
blockages, improper deployments, and complaint response time, and
administrative non-compliance such as geo-fencing and data issues. The penalty
schedule will deter noncompliance and incentivize operators to quickly resolve
important PROW safety and administrative issues.
The Code Enforcement and Mobility Divisions developed the penalty schedule
based on other Santa Monica Municipal Code fine amounts. The penalty
schedule is structured to increase penalty amounts on violations concerning
safety and lower amounts or have no escalation for administrative violations. The
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penalty schedule will be enforced by the Code Enforcement officers assigned to
enforcing the Administrative Regulations for the Second Shared Mobility Pilot
Program. Staff recommends Council adopt the penalty schedule as presented in
the Administrative Regulations.
Potential Revenue Measures
As discussed above, while the recovery in General Fund revenues has been stronger
than anticipated, FY 2021-22 estimated revenues are still approximately $30 million
below the pre-COVID peak in FY 2018-19 and $50 million less than would have been
anticipated had the pandemic and resulting recession not occurred. A strategic option
to help restore and enhance City services, especially services addressing the
community priorities of Addressing Homelessness, Clean and Safe Santa Monica, and
Equitable and Inclusive Economic Recovery, to desired levels is to consider revisions to
existing tax rates as well as options for new tax measures. As an example, Measure
SM, which increased the real estate transfer tax on properties selling for $5 million or
more, was approved by the voters in November 2020 and has contributed
approximately $3.3 million to revenues in the first nine months of implementation. The
City has reached its statutory limit on increasing Transaction and Use Tax rates, but
other measures, listed below, are still feasible. It should be noted that the viability of
each measure must be considered separately and carefully, and not every measure
may be appropriate for this time. With Council’s direction, staff will begin its review of
the feasibility, timing and structure of the potential tax measures outlined below. Tax
measures generally are put on the ballot during a regularly-scheduled General Election
in even-numbered years. Staff will focus on what measures are feasible for the
November 2022 election. Some of the items below may not be best suited for the
current year.
Measure Description Annual Revenue
Forecast
Library Parcel Tax A special tax (requires 2/3 of voter
approval) dedicated to restoring
library services
~$2 million to $4 million
(depends on structure of
tax)
Transient Occupancy Tax Tax on lodging room rentals,
currently 14%, potential higher rate
for homeshares. Majority voter
approval required.
~$4 million for each 1%
increase; $0.1 million for
homeshare for each 1%
increase
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Parking Facility Tax Tax on parking fees, currently 10%.
Majority voter approval required.
~$1 million for each 1%
increase
Business License Tax Modernizing Business License Tax.
Majority voter approval required.
Unknown - further
analysis needed
The final decision as to which tax measures to pursue, the structure of each tax, and the
timing for placement on the ballot will be recommended after research and polling are
completed. Staff will return to Council with further information in the coming months.
The first significant revenue impact from any successful November 2022 ballot measure
would be realized until FY 2023-24.
Park Planning Update
As part of the FY 2021-23 Biennial Budget, Council approved the restoration of a
Limited Term Senior Park Planner. The demand for park planning and construction is
great, despite very limited resources available for this work. The attached workplan for
the park planning program (Attachment F) based on current staffing and capital
improvement budget resources, will help to clarify what work is feasible during the
position’s two-year term.
Modification of Internal Auditor Contract
At its November 16, 2021 quarterly meeting, the Audit Subcommittee of the Santa
Monica City Council voted to amend the Internal Audit Plan for the year to include a
review of Homeless Services Delivery. At a January 20, 2022 Special Meeting, the
Audit Subcommittee approved a comprehensive evaluation which includes a review of
the City’s homeless services planning and strategy, as well as its communications
related to homelessness efforts, and compares them to best practices; reviews the roles
of the City and the local, regional and State agencies that work in this area in addition to
the service offerings in each of these areas; and evaluates the various City resources
and organization structure dedicated to this area. Additionally, a portion of the services
for persons experiencing homelessness in Santa Monica are provided in partnership
with non-profit organizations that receive grant funding through the City’s Human
Services Grants Program (HSGP). The Housing and Human Services Division had
issued an RFP for periodic monitoring of HSGP grantees. It became clear that having
Moss Adams complete monitoring engagements for the full portfolio of HSGP grantees
would provide a greater understanding of the safety net of services for Santa Monica’s
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most vulnerable populations, better inform the review, and provide economies of scale.
Including the grantee monitoring work in the Internal Audit Plan will also provide greater
transparency to the public as the results of the audit will be presented to the Audit
Subcommittee and posted online on the Subcommittee’s webpage. The comprehensive
evaluation of homeless services and the grantee monitoring work requires a second
modification to the existing five-year contract with Moss Adams, LLP, the City’s
contracted Internal Auditor, to add $240,000 ($150,000 for the homeless services audit
and $90,000 for the grantee monitoring work). On August 25, 2020, Council approved
the first modification to the Moss Adams contract (Attachment I) that was initially
executed on October 9, 2019 (Attachment H) to reflect changes to the annual amounts
of the contract due to the City’s restructuring, including lowering the amounts for the
second and third years from $150,000 to $75,000. The proposed modification will result
in a total contract amount of $931,000 over five years.
Relocation reimbursement for the Police Chief
During a challenging year in law enforcement and after almost a year during which the
City operated with an interim Police Chief, the City began a recruitment for its Police
Chief on June 28, 2021. The Police Chief’s salary and benefits are governed under the
Executive Pay Plan (EPP). The City Council has adopted a resolution authorizing the
City Manager to execute the EPP and establish the terms and conditions of employment
including salary and benefits. On September 1, 2021, the City completed a nationwide
recruitment effort, and the City Manager extended an offer of employment to the best
candidate, Ramon Batista. After negotiations between the City and the candidate, the
City Manager agreed to relocation expenses not to exceed $25,000 as part of the
employment package. Staff requests that Council approve this benefit retroactively to
align with the Police Chief’s start date of October 18, 2021.
Past Council Actions
Meeting Date Description
06/22/21
(Attachment E)
Adoption of the First Year and Approval of the Second Year
of the FY 2021-23 Biennial Budget, Adoption of the Second
Year of the FY 2021-22 Biennial Capital Improvement
Program Budget
08/25/20 Approval of First Modification to Moss Adams LLP
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(Attachment I) Contractual Agreement
Financial Impacts and Budget Actions
Recommended FY 2021-22 midyear budget adjustments result in:
• Revenues: $30.7 million increase in the General Fund and $81.0 million
increases in all Other Funds, for a combined $111.7 million net increase over the
citywide revenue budget.
• Expenditures: $63.6 million increase in the General Fund and $6.1 million
decrease in all Other Funds, for a net combined $57.4 million increase
throughout the citywide expenditure budget.
• FTEs: Increase of 20.0 FTEs permanent positions and 4.8 as-needed FTE
positions in the General Fund. Increase of 5.0 FTE permanent positions and 2.3
as-needed FTE positions in All Other Funds.
Details of FY 2021-22 midyear adjustments are in Attachment A.
Prepared By: Oscar Santiago, Budget Manager
Approved
Forwarded to Council
Attachments:
A. Attachment A - Budget Adjustments FY 2021-23
B. Attachment B - Salary Resolution
C. Attachment C - Position and Classification Changes
D. Attachment D - Fines Resolution with exhibits
E. Attachment E - Adoption of the First Year and Approval of the Second Year of
the FY2021-23 Biennial Budget - web link
F. Attachment F - Update on Park Planning Priorities
G. Attachment G - Public Participation at Meetings
H. Attachment H - Moss Adams Original Agreement
I. Attachment I - Moss Adams First Modification
J. Written Comment
K. PowerPoint Presentation
8.A
Packet Pg. 208
ATTACHMENT A
Revenues FY 2021-22 FY 2022-23
General Fund
Based on New Information C 29,784,719 16,763,791
Adjustments to Restore and Enhance Services D 918,369 460,355
Total General Fund Revenues 30,703,088 17,224,146
Others Funds
Council Action Since Adoption A 54,900,000 -
Based on New Information C 25,980,999 9,106,017
Adjustments to Restore and Enhance Services D 85,863 184,000
Total Other Funds Revenues 80,966,862 9,290,017
Total Revenues All Funds 111,669,950 26,514,163
Expenditures FY 2021-22 FY 2022-23
General Fund
Council Action Since Adoption A 58,274,729 3,015,204
Revenue Sharing Payments B 3,525,150 2,250,150
Based on New Information C (255) 5,584,349
Adjustments to Restore and Enhance Services D 1,756,056 2,793,267
Total General Fund Expenditures 63,555,680 13,642,970
Other Funds
Council Action Since Adoption A (528,215) 1,319,725
Revenue Sharing Payments B (7,353,750) (7,428,250)
Based on New Information C 595,286 1,859,173
Adjustments to Restore and Enhance Services D 441,083 831,535
Infrastructure Maintenance and Enhancements E 716,528 -
Total Other Funds Expenditures (6,129,068) (3,417,817)
Total Expenditures All Funds 57,426,612 10,225,153
SUMMARY OF ALL FY 2021-23 BUDGET CHANGES
Change ID
Legend
This table summarizes all transactions included in the budget changes detail worksheet and provides a
snapshot of the items that have a net budgetary impact.
February 8, 2022 1 of 16
8.A.a
Packet Pg. 209 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
GENERAL FUND (01)
COMMUNITY
DEVELOPMENT
C Adjustment for FY 2021-22 reflects decreases primarily due to the
continuation of outdoor dining fee waivers through June 30, 2022 and
slower than anticipated permitting and zoning activity from a decrease in
large development projects. The decreases are partially offset by increased
lease revenue from percent rent, which is calculated on sales, in three city
owned properties, as well as increased farmers' market revenues. FY 2022-
23 increase reflects continued recovery in percent rent and farmers' market
sales.(424,766)$ 600,781$
TOTAL COMMUNITY DEVELOPMENT REVENUE ADJUSTMENTS (424,766)$ 600,781$
C Adjustment for FY 2021-22 reflects decreased revenue from afterhours
programming due to the reopening of the pool on Sundays and Mondays.
The decrease is partially offset by an increase in the sale of swim passes and
other aquatics programs and increased activity in the issuance of field
permits and gym and community room rentals. FY 2022-23 reflects the
continued decreases in revenues for aquatics and reduced utilization of the
Swim Center by Santa Monica College.2,282$ (306,007)$
D Adjustment for FY 2021-22 reflects increase in revenues from the proposed
expansion of various community recreation programs, including Contract
Classes, new pickleball programming, expanded tennis reservation hours,
and skate camps and classes. FY 2022-23 adjustment reflects the revenue
impact of expanding the community recreation programs above what was
originally projected for FY 2022-23, which already accounted for some
expansion.918,369$ 460,355$
C Adjustment for FY 2021-22 and FY 2022-23 reflects the reimbursement to
the City for landscaping costs at Santa Monica Lab School. The cost of the
landscaping contractor is fully reimbursed by Santa Monica College,
resulting in a net zero impact to the City.16,224$ 16,224$
C Adjustment in FY 2021-22 reflects a one-time reduction in revenue from
the cancellation of the CREST Enrichment Fall 2021 Program. FY 2022-23
reflects an increase in CREST Enrichment program revenues above the
amount originally budgeted.(139,650)$ 94,668$
TOTAL COMMUNITY SERVICES REVENUE ADJUSTMENTS 797,225$ 265,240$
FINANCE C Adjustment for FY 2021-22 reflects a one-time increase in reimbursements
from SB 90 claims, partially offset by decreased Street Performer permit
revenue primarily due to the uncertainty of COVID-19 restrictions in public
spaces. 14,025$ -$
TOTAL FINANCE REVENUE ADJUSTMENTS 14,025$ -$
FIRE C Adjustment for both years primarily reflects an increase to reimbursement
revenue for special mutual aid deployments to assist with wildfires. In FY
2021-22, the increase is partially offset by decreases from delayed
implementation of the Paramedic ALS Assessment Fee for BLS Transports.620,457$ 890,000$
TOTAL FIRE REVENUE ADJUSTMENTS 620,457$ 890,000$
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
REVENUE BUDGET ADJUSTMENTS
COMMUNITY SERVICES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
February 8, 2022 2 of 16
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Packet Pg. 210 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
LIBRARY C Adjustment in FY 2021-21 reflects a temporary increase in payments for
lost. FY 2022-23 reflects a smaller increase in revenues from lost and
damaged materials as accounts are brought current.27,500$ 13,000$
TOTAL LIBRARY REVENUE ADJUSTMENTS 27,500$ 13,000$
POLICE C Adjustment primarily due to increased parking citation issuance as a result
of adding Traffic Services Officers, greater than anticipated vehicle code
fines and auto impound fees, and Peace Officers Standards and Training
(POST) reimbursements. 54,461$ -$
TOTAL POLICE REVENUE ADJUSTMENTS 54,461$ -$
PUBLIC WORKS C Adjustment in FY 2021-22 primarily reflects ongoing decreases in rebate
revenue for an Energy Efficiency Rebate Program (which has been
discontinued) and alignment of the crane permit fee budget with the
adopted rate decrease. The FY 2021-22 decreases are partially offset by
new one-time Streetlight Assessment districts revenue as adopted by
resolution on July 13, 2021. FY 2022-23 primarily reflects the continued
impacts of the adopted crane fee rates and discontinuation of the Energy
Efficiency Rebate Program.(77,549)$ (115,968)$
TOTAL PUBLIC WORKS REVENUE ADJUSTMENTS (77,549)$ (115,968)$
DEPARTMENT OF
TRANSPORTATION
C Adjustment in FY 2021-22 reflects an increase in parking revenues from
greater activity at parking lots, structures and meters due to the lifting of
COVID restrictions earlier than anticipated and the stronger than expected
return of visitors and consumers. FY 2022-23 reflects increases in parking
revenue above the budgeted amounts, which already accounted for some
gradual increases.3,125,944$ 1,985,069$
C Adjustment in FY 2021-22 reflects decreases in valet parking meter rental
and right-of-way fee revenues due to shifts in economic activity related to
the pandemic, partially offset by higher revenues from an increase in
devices and operators participating in the shared mobility program and a
one-time surge in traffic control plan fees related to the trenching in public
streets by wireless telecommunications companies. FY 2022-23 reflects
decreases in revenue that will essentially continue in the same areas as in
FY 2021-22, offset by increases in public right-of-way fee revenues, which
are expected to increase and return to pre-pandemic levels in FY 2022-23.(157,316)$ (93,615)$
TOTAL DEPARTMENT OF TRANSPORTATION REVENUE ADJUSTMENTS 2,968,628$ 1,891,454$
NON-DEPARTMENTAL C Adjustments in both fiscal years reflect increased revenues from
improvements in the economy, primarily in the areas of Sales Tax,
Transaction & Use Tax, Transient Occupancy Tax, Real Property Transfer
Tax, Parking-related revenues and Utility Users Tax. The increases are
partially offset by decreases in Investment Income reflecting the historically
low interest rates of the last few years and Business License Taxes, which
are based on gross receipts from the prior calendar year.26,723,107$ 13,679,639$
TOTAL NON-DEPARTMENTAL REVENUE ADJUSTMENTS 26,723,107$ 13,679,639$
30,703,088$ 17,224,146$ TOTAL GENERAL FUND REVENUE ADJUSTMENTS
February 8, 2022 3 of 16
8.A.a
Packet Pg. 211 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
AIRPORT FUND (57)
PUBLIC WORKS C Adjustment in FY 2021-22 reflects revenue decreases from unanticipated
hangar vacancies, which are expected to be filled in FY 2022-23, partially
offset by increases from limited-term office and land leases. FY 2022-23
increase reflects revenues from a short term land lease with the City's
Resource Recovery & Recycling program.(32,831)$ 36,107$
(32,831)$ 36,107$
BEACH FUND (11)
COMMUNITY SERVICES D Adjustment in FY 2021-22 reflects an increase in event rental revenue from
private events and day use fees at the Beach House, offset by a one-time
decrease in revenue due to lower than expected pool participation in
Summer 2021. FY 2022-23 reflects the ongoing increase in event rental and
day use fee revenue.85,863$ 184,000$
COMMUNITY
DEVELOPMENT
C Adjustment is primarily due to lower than projected beach parking revenue
in both years and reduced lease revenue in FY 2022-23.(539,612)$ (817,385)$
(453,749)$ (633,385)$
BIG BLUE BUS (60)
DEPARTMENT OF
TRANSPORTATION
C Adjustment reflects the receipt of a new one-time federal grant
(Coronavirus Response and Relief Supplemental Appropriations Act or
CRRSAA) to support Municipal Operators whose transit operations were
negatively impacted by the pandemic.22,247,777$ -$
C Revenue adjustment reflects final funding marks provided by Metro, as well
as updated lease revenue and sales tax projections.6,997,433$ 6,096,396$
C Adjustment to reflect the increase in ridership as the economy recovers
from the pandemic and as health conditions improve. FY 2022-23 assumes
a gradual recovery in ridership levels above the amount originally
budgeted, notwithstanding the negative impact of Omicron on ridership.
The Department continues to monitor and track ridership.761,790$ 705,043$
C Adjustment reflects one-time decreases in revenue due to construction
delays and a reduction in capital grant reimbursement for labor costs that
will instead be reimbursed through CRRSAA funds. The decreases in
revenue will be partially offset by an increase in reimbursement revenues
from the purchase and acceptance of 18 battery electric buses.(1,735,264)$
28,271,736$ 6,801,439$
CEMETERY FUND (59)
PUBLIC WORKS C Adjustment reflects the receipt of the second half of a private donation to
support Cemetery maintenance. 250,000$ -$
TOTAL CEMETERY FUND REVENUE ADJUSTMENTS 250,000$ -$
TOTAL BIG BLUE BUS REVENUE ADJUSTMENTS
TOTAL BEACH FUND REVENUE ADJUSTMENTS
TOTAL AIRPORT FUND REVENUE ADJUSTMENTS
NON-GENERAL FUNDS
February 8, 2022 4 of 16
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Packet Pg. 212 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
CLEAN BEACHES & OCEAN PARCEL TAX FUND (16)
PUBLIC WORKS C Adjustment reflects new Los Angeles County allocation estimates for
Measure W funds, which are earmarked for watershed projects.(18,000)$ (18,000)$
(18,000)$ (18,000)$
HOUSING AUTHORITY FUND (12)
COMMUNITY SERVICES C Adjustment in FY 2021-22 reflects the increased utilization of Section 8
Vouchers, inclusion of new revenue from Emergency Housing Voucher
program, and one-time grant reimbursement revenues. FY 2022-23 reflects
the ramp up in lease up rates for both the Section 8 Voucher and
Emergency Housing Voucher programs.970,914$ 2,247,735$
970,914$ 2,247,735$
MISCELLANEOUS GRANTS FUND (20)
DEPARTMENT OF
TRANSPORTATION
C Adjustment in FY 2021-22 primarily reduces the budgeted grant
reimbursement revenue for two grant-funded projects that are
experiencing delays in construction and therefore, the City will not incur
reimbursable expenses at the level that was originally projected.
Adjustment in FY 2022-23 aligns the budget with receipt of reimbursement
revenues, reflecting revised project timelines.(430,000)$ 285,000$
LIBRARY C Adjustment in FY 2021-22 reflects increased revenue related to the receipt
of a new, one-time grant to promote adult literacy and adjustments to align
the California Library Literary Services (CLLS) grants with the award
amounts. FY 2022-23 reflects minor adjustments to reflect the CLLS grant
awards.56,820$ 2,442$
PUBLIC WORKS C Adjustment reflects increased reimbursement of Cal Trans Pier Bridge
Project expenditures, partially offset by a correction to the Pier/Beach Bike
Path grant revenues. 464,972$ -$
91,792$ 287,442$
PIER FUND (53)
COMMUNITY
DEVELOPMENT
C Adjustment in FY 2021-22 reflects decreases in parking revenue due to
continued lot closure through early spring and reduced activity at the
carousel, both are expected to recover in FY 2022-23 as the pier deck
reopens and the economy continues to recover. FY 2021-22 decreases are
partially offset by increases in common area maintenance fees resulting
from new tenant agreements and greater than projected rental income,
which is comprised of base rent and a percentage of prior year gross sales.
FY 2022-23 increase reflects the continued impact of increased common
area maintenance fees.(660,433)$ 20,156$
(660,433)$ 20,156$ TOTAL PIER FUND REVENUE ADJUSTMENTS
TOTAL HOUSING AUTHORITY FUND REVENUE ADJUSTMENTS
TOTAL CLEAN BEACHES & OCEAN PARCEL TAX FUND REVENUE ADJUSTMENTS
TOTAL MISCELLANEOUS GRANTS FUND REVENUE ADJUSTMENTS
February 8, 2022 5 of 16
8.A.a
Packet Pg. 213 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
RESOURCE RECOVERY & RECYCLING FUND (54)
PUBLIC WORKS C Adjustment in FY 2021-22 adjusts the budget for forfeited construction &
demolition deposits revenues as the revenues were previously recognized
in a prior year. The decrease is partially offset by increases in alternative
fuel tax revenue reflecting growing usage of alternative fuels and recycled
materials revenue showing a stronger than expected commodity market.
The increases in alternative fuel tax revenues are projected to continue
through FY 2022-23.(1,232,686)$ (28,859)$
TOTAL RRR FUND REVENUE ADJUSTMENTS (1,232,686)$ (28,859)$
SCAQMD AB 2766 FUND (18)
PUBLIC WORKS C Adjustment reflects the timing of AQMD discretionary funds for EV projects
postponed from FY 2021-22 to FY 2022-23.(10,000)$ 8,004$
TOTAL SCAQMD AB 2766 FUND REVENUE ADJUSTMENTS (10,000)$ 8,004$
SELF-INSURANCE, GENERAL LIABILITY/AUTO FUND (72)
NON-DEPARTMENTAL
A Adjustment reflects a one-time transfer from the General Fund (01) to pay
for settlement claims brought against the City, per Council action taken on
August 24, 2021.54,900,000$
54,900,000$ -$
VEHICLE MANAGEMENT FUND (70)
PUBLIC WORKS C Adjustment primarily reflects the implementation of increased vehicle
maintenance rates charged to other City funds to account for full cost
recovery and a one-time contribution from the Wastewater Fund for
vehicle replacements. FY 2022-23 increase reflects the continued impact of
full cost recovery rates for vehicle maintenance.918,819$ 569,378$
918,819$ 569,378$
WASTEWATER FUND (51)
PUBLIC WORKS C Adjustment reflects one-time decreases in Industrial Waste revenue due to
business closures associated with the pandemic and pass-through revenues
for Capital Facilities Fees and Amalgamated System Sewerage System
Charges due to slow development activity. (828,700)$ -$
(828,700)$ -$
WATER FUND (50)
PUBLIC WORKS C Adjustment reflects a reduction in Capital Facilities Fees due to slow
development activity, which is expected to return to normal in FY 2022-23.
(1,200,000)$ -$
TOTAL WATER FUND REVENUE ADJUSTMENTS (1,200,000)$ -$
TOTAL NON-GENERAL FUND REVENUE ADJUSTMENTS 80,966,862$ 9,290,017$
GRAND TOTAL - ALL FUND REVENUE ADJUSTMENTS 111,669,950$ 26,514,163$
TOTAL WASTEWATER FUND REVENUE ADJUSTMENTS
TOTAL VEHICLE MANAGEMENT FUND REVENUE ADJUSTMENTS
TOTAL SELF-INSURANCE, GENERAL LIABILITY/AUTO FUND REVENUE ADJUSTMENTS
February 8, 2022 6 of 16
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Packet Pg. 214 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
EXPENDITURE BUDGET ADJUSTMENTS
GENERAL FUND (01)
CITY COUNCIL D Adjustment reflects the addition of 1.0 FTE Staff Assistant III. The position
will provide dedicated administrative support to Councilmembers and the
Mayor, allowing the Council Office and Legislative Affairs Liaison to focus on
Council legislative advocacy, identify funding opportunities, support inter-
governmental meetings, and support Councilmember communications and
engagements.37,759$ 91,167$
TOTAL CITY COUNCIL EXPENDITURE ADJUSTMENTS 37,759$ 91,167$
CITY MANAGER D Adjustment reflects the addition of 1.0 FTE Customer Services Assistant.
The addition of the position will expand the full-time 311 team from 2.0 to
3.0 FTE and 2 as-needed staff. This will enable the customer service team to
deliver in-person reception at City Hall and City Hall East while continuing
to respond to calls and emails in a timely manner.37,322$ 90,108$
D Adjustment reflects the addition of 1.0 FTE Equity and Inclusion Manager.
The formation of the Equity and Inclusion Program within the CMO headed
by the Equity and Inclusion Manager will provide citywide and community
leadership to advance City equity and inclusion efforts, work with
department Equity and Inclusion Officers to implement department-specific
projects, and ensure all City programs and services are designed to promote
equity and inclusion at all levels of the organization.-$ 191,670$
D Adjustment reflects one-time funding for the City's Internal Auditor, Moss
Adams, to evaluate the City’s homeless programs, develop
recommendations for measuring program performance, and identify next
steps in the City’s work to address homelessness.150,000$ -$
TOTAL CITY MANAGER EXPENDITURE ADJUSTMENTS 187,322$ 281,778$
CITY ATTORNEY D Adjustment reflects the addition of 1.0 FTE Legal Assistant. The position will
assume responsibility for the administrative and paralegal work that fell to
the City Attorney and Deputy City Attorneys following staff reductions,
allowing attorneys to focus on governance.
$ 54,586 $ 131,993
TOTAL CITY ATTORNEY EXPENDITURE ADJUSTMENTS 54,586$ 131,993$
COMMUNITY
DEVELOPMENT
D Adjustment reflects the addition of 1.0 FTE Staff Assistant III. The position
will address significant gaps in the administrative workload that are
impacting the City Planning Division's essential work. The position will
support Board and Commission meetings and public records requests,
providing more capacity for planners to focus on permitting and policy work
including customer inquiries.37,759$ 91,167$
D Adjustment reflects the deletion of 1.0 FTE Administrative Analyst and
addition of 1.0 FTE Senior Administrative Analyst in the Building & Safety
Division. This change will enable the department to have the appropriate
position to oversee the Division’s budget and manage the Seismic Retrofit
Program, including providing customer support for this priority program
that is vital to the life safety of residents and visitors.10,858$ 26,255$
February 8, 2022 7 of 16
8.A.a
Packet Pg. 215 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
D Adjustment reflects the addition of 1.0 FTE Senior Administrative Analyst in
the Administration Division. The position will provide financial and budget
analysis support across divisions, including Successor Agency administration
and Pier and Beach fund management, allowing division managers more
time to focus on higher level planning and permitting work.
61,145$ 147,714$
TOTAL COMMUNITY DEVELOPMENT EXPENDITURE ADJUSTMENTS 109,762$ 265,136$
COMMUNITY SERVICES D Adjustment reflects the addition of 1.0 FTE Community Services Program
Supervisor and 607 as-needed hours (0.3 FTE) and 1,456 as-needed hours
(0.7 FTE) in FY 2021-22 and FY 2022-23, respectively, to restore staff
capacity needed to be responsive to the high demand for sports
programming. This will allow for more tennis reservations, basketball,
volleyball, field, and indoor soccer permits, skate park classes and drop-in
hours, and weekly introductory pickleball classes. 74,477$ 157,017$
D Adjustment reflects the addition of 1.0 FTE Staff Assistant III to provide
consistent and streamlined support to the Department’s remaining nine
Commissions and Advisory Bodies, upon resumption of in-person meetings.
30,209$ 91,167$
D Adjustment reflects the increase in contractual services funding to expand
contract class offerings, adult soccer leagues, and skate camps and classes,
which will be offset by the additional revenues generated by these
programs. The department estimates that 180 camps could be added with
availability for 3,900 participants. FY 2022-23 reflects the increased
expenses above the amount that was already budgeted.456,820$ 123,918$
A Reflects the deletion of 1.0 FTE Senior Administrative Analyst and the
addition of 1.0 FTE Senior Administrative Analyst-Housing Authority. The
deletion of a currently vacant position and addition of a specialized position
would allow the Department to recruit for a candidate who has the specific
housing-related skill set and experience needed for this role. The proposed
change aligns with the Council's actions on November 23, 2021 to address
the housing needs of our most vulnerable community members. There is no
budgetary impact associated with the title change.-$ -$
D Adjustment reflects funds for security enhancements at Virginia Avenue
Park (VAP). Installation of a security system, keyless entry, and cameras in
the VAP Park Building would reduce future costs associated with vandalism
and theft. By allowing remote access, the improvements would eliminate
overtime costs associated with opening and closing the building after-
hours.63,820$ -$
C Reflects funds to perform landscape maintenance at the Early Childhood
Lab School, to be reimbursed by Santa Monica College according to a
contractual agreement. 16,224$ 16,224$
TOTAL COMMUNITY SERVICES EXPENDITURE ADJUSTMENTS 641,550$ 388,326$
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Packet Pg. 216 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
FINANCE D Adjustment reflects the addition of 1.0 FTE Principal Buyer and 1.0 FTE
Principal Procurement Analyst, offset by the deletion of 1.0 FTE Senior
Procurement Analyst. These changes will expedite solicitations, introduce
greater automation and therefore efficiencies for staff as the City restores
services, and will also allow the Department to develop and implement a
procurement program that will provide access to local, small and
underprivileged businesses in order to promote equitable economic
recovery. The positions also strengthen succession planning.61,158$ 147,745$
D Adjustment reflects the addition of 1.0 FTE Business License Supervisor and
deletion of 1.0 FTE Administrative Analyst. This change will allow the
Business License Administrator to focus on strategic initiatives such as
Business License Tax modernization, technology improvements, and
economic recovery efforts as well as revenue enhancement initiatives such
as potential ballot measures and audit and discovery programs.
Additionally, this change strengthens succession planning.(6,102)$ (14,757)$
TOTAL FINANCE EXPENDITURE ADJUSTMENTS 55,056$ 132,988$
FIRE D Adjustment reflects the addition of 1.0 FTE permanent Staff Assistant III
and the deletion of 0.45 FTE as-needed position in FY 2021-22 and 0.94 FTE
as-needed position in FY 2022-23. The Staff Assistant will provide the
necessary administrative support to ensure that the Fire Department meets
state/federal standards regarding maintenance of mandated training
records for all firefighters, assist with documenting the mutual aid strike
team deployments to provide full reimbursement to the City for wildfire
responses, and aid the Training Division and upcoming firefighter recruit
academy to support newly hired SMFD recruits and the current workforce
to ensure employees are trained appropriately for all-hazards emergency
response which align with SMFD policies and national best practices.
$ 12,254 $ 38,317
TOTAL FIRE EXPENDITURE ADJUSTMENTS 12,254$ 38,317$
HUMAN RESOURCES D Adjustment reflects the addition of 2.0 FTE Senior Human Resources
Analysts and 1.0 FTE Human Resources Analyst. The positions will build
operational capacity to support City departments responsible for delivering
critical community services and programs. This support enhances our
ability to attract and retain employees and fill critical vacant positions,
support and implement legally mandated programs, and respond to
employee, organizational and workplace needs. HR has experienced a
sizable increase in workload, including upcoming 6 contract negotiations,
meet and confer for classification changes, accommodations process,
mandatory leave programs, and mandatory vaccination program. 194,134$ 469,008$
TOTAL HUMAN RESOURCES EXPENDITURE ADJUSTMENTS 194,134$ 469,008$
INFORMATION
SERVICES
D Adjustment reflects the addition of 1.0 FTE Administrative Analyst. The
position will provide administrative support of critical Citywide technology,
systems, infrastructure, and services. This position will support
procurement, contracting, accounting, and asset management for City-
Wide enterprise technologies including those technologies that provide
direct support to the City’s constituents, such as the 311 system, City
website, permitting systems, and GIS systems that underly public facing City
maps. $ 51,917 $ 125,400
February 8, 2022 9 of 16
8.A.a
Packet Pg. 217 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
D Adjustment reflects the addition of 1.0 FTE Project Support Assistant. The
position will provide administrative support for on-going technology
improvements and implementation of new technologies and services that
impact residents and the community, including public safety’s CAD/RMS
system, cellular and radio communications, and camera systems, as well as
new technology implementations such as contract management and
information security systems that protect the City's digital assets that the
public connects to for services. $ 42,051 $ 101,545
93,968$ 226,945$
LIBRARY D Adjustment reflects the net increase of 0.5 FTE Librarian I position and the
addition of 1.0 FTE Library Literacy Program Assistant, offset by the deletion
of 0.5 FTE Library Assistant II, to address gaps in adult programming and
literacy services—programs that serve as a direct connection to some of
our most vulnerable community members across the City. Older adults
(seniors), adults with low-level literacy skills, and families in need of literacy-
based activities and in-person programs will benefit from the expansion of
adult and literacy services. These much needed staff resources will ensure
that our community has equitable access to lifelong learning opportunities,
such as technology instruction, literacy tutoring, and workforce
development programs, which support the resiliency, mental health, and
well-being of our residents. 45,908$ 102,127$
D Adjustment is primarily due to the addition of 0.2 FTE and 0.4 FTE as-
needed Library Services Officer in FY 2021-22 and FY 2022-23, respectively
to allow for the activation of the Fairview Branch Library via self-service, a
first step in restoring library service and ensuring residents have a clean and
safe “third space” in their neighborhood to access a wide variety of
materials, technology, programs, and connect with others.82,751$ 50,151$
TOTAL LIBRARY EXPENDITURE ADJUSTMENTS 128,659$ 152,278$
POLICE D Adjustment reflects the addition of 1.92 FTE in FY 2021-22 and 4.6 FTE in FY
2022-23 as-needed Traffic Services Officer positions to restore the Police
Department’s ability to positively address the issue of limited parking
spaces by enforcing timely parking space turnover. These positions will help
to ensure the Police Department can attend to traffic control, vehicle
accidents and special occurrences. The duties performed by the Traffic
Service Officers contribute to vehicular safety and improved traffic
circulation.120,718$ 270,525$
TOTAL POLICE EXPENDITURE ADJUSTMENTS 120,718$ 270,525$
PUBLIC WORKS D Adjustment reflects an increase in custodial costs to support the opening of
Fairview Branch Library.
10,750$ 25,800$
February 8, 2022 10 of 16
8.A.a
Packet Pg. 218 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
D Adjustment reflects the addition of 1.0 FTE Administrative Staff Assistant
position in the Administrative Services Division. This position will support
the department’s effort to actively monitor and ensure timely response to
recurring community requests in the 311 system, such as graffiti removal,
human waste cleanup, street litter, and more. The position will also restore
administrative support, including procurement and accounts payable
functions, to various divisions within the PW department as the current
workload exceeds capacity and leaves many administrative tasks delayed or
completed inadequately.-$ 31,545$
D Adjustment reflects the addition of 1.0 FTE Project Support Assistant
position in the Architecture Services Division. This addition will enable
project managers to dedicate their time to quality assurance and
expeditious delivery of projects that promote a clean and safe community
such as the Park Safety Enhancements, and Marine Park Safety Upgrades,
as well as projects that support community recovery such as the Virginia
Avenue Park Kitchen. Additionally, this position will enable senior staff to
properly support and administer the new grants and outside funding
sources being pursued for improved community spaces (e.g. Gandara Park
Improvements) as well as ensure compliance with industry best
management practices. 42,051$ 101,545$
TOTAL PUBLIC WORKS EXPENDITURE ADJUSTMENTS 52,801$ 158,890$
DEPARTMENT OF
TRANSPORTATION
B Adjustment reflects an increase in payments to parking management
services as a result of increased parking activity. $ 288,900 $ 215,400
D Adjustment reflects the addition of 2.0 FTE Parking Permits Assistant
positions. These positions will allow the Parking Division to respond to the
need for improved front-line customer services provided to Santa Monica
residents, visitors, and the business community. This will also allow for an
increase in GoSaMo Center public counter hours of operation, alleviate
delays in processing permits and parking citations, and expedite service
improvements.
$ 74,644 $ 180,216
D Adjustment reflects the addition of 1.0 FTE Principal Transportation Planner
and deletion of 1.0 FTE Senior Transportation Planner. This change will
establish a supervisory position for the Capital Projects Team which is
responsible for implementing critical road safety projects in furtherance of
the City's Vision Zero goal of eliminating all fatal and severe injury crashes.
The change also addresses an internal audit study observation regarding
program management. $ 9,067 $ 21,924
TOTAL DEPARTMENT OF TRANSPORTATION EXPENDITURE ADJUSTMENTS 372,611$ 417,540$
NON-DEPARTMENTAL C During the City’s restructuring, an annual transfer from the Community
Broadband Fund (CBB) to the General Fund (GF) was established to help the
GF recover from revenue losses related to the pandemic. With this change,
the annual transfer to the GF is gradually reduced starting in FY 2022-23
until FY 2025-26 when the transfer will be eliminated. This will ensure that
CBB continues to maintain a healthy fund balance, the capacity to address
critical operational needs, and to support the City in its economic recovery.
-$ 100,000$
February 8, 2022 11 of 16
8.A.a
Packet Pg. 219 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
A Adjustment reflects updated City Yards Debt Service payment based on the
final debt service schedule.1,994,019$ 2,195,250$
A Adjustment corrects the transfer in to the General Fund from enterprise
funds for their portion of the City Yards Debt Service payment. The
amounts budgeted at budget adoption were based on a preliminary debt
service schedule, which has since been finalized.-$ 498,278$
A Adjustment reflects funding for various citywide Clean and Safe Initiatives,
as directed by Council on October 26, 2021. 1,000,000$ -$
C Adjustment reflects a correction to the amount of the Beach Fund's transfer
to the General Fund for staff support.(16,479)$ (18,004)$
A Adjustment to correct the affordable housing-related fund transfers, based
on staffing expansions approved by City Council on November 23, 2021 and
policy decisions on the contribution amounts required from the
Low/Moderate Housing Asset Fund, TORCA Fund and General Fund. The
transfers help support the costs of the Housing unit staff that operate
affordable housing programs.
380,710$ 321,676$
A Adjustment reflects a one-time transfer to the Self-Insurance, General
Liability/Auto Fund to pay for claim settlements brought against the City,
per Council action taken on August 24, 2021. 54,900,000$ -$
C Adjustment reflects a correction to eliminate the reimbursement from the
Water Fund for 1.0 FTE Sustainability Analyst due to reassignment of duties
to focus on climate change. The position will no longer provide support to
the Water Fund. The General Fund correction for FY 2021-22 was adjusted
prior to budget adoption.-$ 132,293$
C Adjustment related to the negotiated elimination of Employer Paid
Member Contribution (EPMC) enhanced pension benefit, as approved by
Council on March 10, 2020 Council.-$ 1,602,094$
C Adjustment related to pension contribution increases in FY 2022-23 not
known at the time of the Biennial Budget adoption. The increases are due
to CalPERS falling short of its investment target in FY 2019-20 and
adjustments to the City’s pension costing assumptions due to the changing
mix of employees and their benefit levels. -$ 3,751,742$
B Adjustment reflects increased funding allocation to SMMUSD due to
projected increases in Transaction and Use Tax revenues.2,157,500$ 1,356,500$
B Adjustment reflects increased transfer to the Special Revenue Source Fund
related to Measure GSH to be used for affordable housing, due to projected
increases in Transaction and Use Tax revenues.1,078,750$ 678,250$
TOTAL NON-DEPARTMENTAL EXPENDITURE ADJUSTMENTS 61,494,500$ 10,618,079$
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS 63,555,680$ 13,642,970$
63,555,680$ 13,642,970$ NET GENERAL FUND EXPENDITURE ADJUSTMENTS
February 8, 2022 12 of 16
8.A.a
Packet Pg. 220 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
NON-GENERAL FUNDS
AIRPORT (57) FUND
Public Works D Adjustment reflects the addition of a limited term 1.0 FTE Property
Management Specialist through December 31, 2028. The City phased out
Master Tenant Agreements, which allowed for subleases, to provide greater
City control of leased spaces and terms. The change resulted in significant
increases in direct property leases. To help manage the increased work load
the City hired a property management firm. Adding this position would
decrease the City’s dependence on the outside property management firm
and ensure maximum leasing and efficient property management for City-
owned facilities at the Airport. The position will process lease documents,
resolve tenant disputes, ensure lease compliance, collect rent and issue
default notices.48,605$ 117,392$
Non-Departmental A Adjustment reflects updated City Yards Debt Service payments based on
the final debt service schedule.(33,647)$ (3,788)$
TOTAL AIRPORT FUND EXPENDITURE ADJUSTMENTS 14,958$ 113,604$
BEACH (11) FUND
Community Services D Adjustment reflects the addition of 0.4 FTE and 1.0 FTE as-needed hours in
FY 2021-22 and FY 2022-23, respectively, to restore the Beach House's
Event Services staff to pre-pandemic levels. With this change, the team will
have sufficient staffing to be responsive to the people, businesses, and
organizations who wish to plan revenue-generating conferences, meetings,
retreats, and various social gatherings and celebrations at the Beach House.
Staff costs will be offset by event revenues. 80,021$ 120,650$
D Adjustment reflects addition of 1.3 FTE as-needed hours to allow the Beach
House to restore year-around aquatics and recreation programs and
weekend staffing, thus supporting public use of the Beach House and visits
to the Santa Monica State Beach. Staff costs will be offset by the increased
revenue from day use fees.63,238$ 63,238$
Non-Departmental C Adjustment reflects a correction to the amount of the Beach Fund's transfer
to the General Fund for staff support.16,479$ 18,004$
TOTAL BEACH FUND EXPENDITURE ADJUSTMENTS 159,738$ 201,892$
BIG BLUE BUS (60)
Department of
Transportation
D Adjustment reflects the addition of a limited-term 1.0 FTE Transit Training
Coordinator to assist the department in the training of new and current
Motor Coach Operators (MCO’s) as it faces a current nationwide MCO
shortage. Additionally, the adjustment reflects the deletion of a Lead
Transit Training Coordinator and the addition of a Safety and Training
Supervisor to support the effort to hire, train and retain MCO's, ensure the
department's compliance with safety-related certifications, and provide
oversight of safety and training for the entire department. Both positions
are essential in restoring and maintaining service levels and keeping our
system safe.50,888$ 122,907$
TOTAL BIG BLUE BUS FUND EXPENDITURE ADJUSTMENTS 50,888$ 122,907$
February 8, 2022 13 of 16
8.A.a
Packet Pg. 221 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
CEMETERY (59) FUND
Non-Departmental A Adjustment reflects updated City Yards Debt Service payments based on
the final debt service schedule.(16,824)$ (1,895)$
TOTAL CEMETERY FUND EXPENDITURE ADJUSTMENTS (16,824)$ (1,895)$
CLEAN BEACHES & OCEAN PARCEL TAX (16) FUND
Capital Improvement
Program
E Adjustment reflects funding to repair a damaged storm drain pipe under
the south side of the Pier.
66,528$ -$
TOTAL CLEAN BEACHES & OCEAN PARCEL TAX FUND EXPENDITURE ADJUSTMENTS 66,528$ -$
COMMUNITY BROADBAND (55) FUND
Information Services D Adjustment reflects the addition of 1.0 FTE Principal Network Engineer
position and 1.0 FTE Administrative Analyst position, partially offset by
deletion of 1.0 FTE Broadband Services Engineer position. The Principal
Network Engineer will provide the appropriate resource to support the
complex technical work to meet the City's service level agreements with
major U.S. wireless carriers providing 4G and 5G cellular services to the
community. The addition of the Administrative Analyst will provide the
resources to maintain customer contracts, accounts receivables, and assist
with closing new broadband sales to promptly respond to new Santa
Monica businesses requesting broadband service in the City. 55,358$ 133,721$
Non-Departmental C During the City’s restructure, an annual transfer from the Community
Broadband Fund (CBB) to the General Fund (GF) was established to help the
GF recover from the revenue losses related to the pandemic. With this
change, the annual transfer to the GF is gradually reduced starting in FY
2022-23 until FY 2025-26 when the transfer will be eliminated. This will
ensure that CBB continues to maintain a healthy fund balance, maintains
the capacity to address critical operational needs, and to support the City in
its economic recovery.-$ (100,000)$
TOTAL COMMUNITY BROADBAND FUND EXPENDITURE ADJUSTMENTS 55,358$ 33,721$
HOUSING AUTHORITY (12) FUND
C Adjustment in FY 2021-22 reflects the increased utilization of Section 8
Vouchers and implementation of the new Emergency Housing Voucher
program. The greater adjustment in FY 2022-23 reflects further increase in
voucher expenses due to higher lease up rates for both the Section 8
Voucher and Emergency Housing Voucher programs.647,196$ 2,071,020$
TOTAL HOUSING AUTHORITY FUND EXPENDITURE ADJUSTMENTS 647,196$ 2,071,020$
LOW/MOD INCOME HOUSING ASSET (41) FUND
Non-Departmental A Adjustment to correct the affordable housing-related fund transfers, based
on staffing expansions approved by City Council on November 23, 2021,
and policy decisions on the contribution amounts required from the
Low/Moderate Housing Asset Fund, TORCA Fund and General Fund. The
transfers help support the costs of the Housing unit staff that operate
affordable housing programs. Funding comes from annual residual receipts
revenue generated by existing housing investments.372,657$ 372,657$
372,657$ 372,657$ TOTAL LOW/MOD INCOME HOUSING ASSET FUND EXPENDITURE ADJUSTMENTS
Community Services
February 8, 2022 14 of 16
8.A.a
Packet Pg. 222 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
MISCELLANEOUS GRANTS (20) FUND
Library C Reflects the receipt of a new, one-time grant to promote adult literacy
(Read Engage Discover) in FY 2021-22 and adjustments to align the
California Library Literary Services grants with the award amounts.56,820$ 2,442$
TOTAL MISCELLANEOUS GRANTS FUND EXPENDITURE ADJUSTMENTS 56,820$ 2,442$
RESOURCE RECOVERY AND RECYCLING (54) FUND
Public Works D Adjustment reflects the addition of 1.0 FTE FTE Zero Waste Assistant
position to enhance the City's ability to provide zero waste and recycling
education and outreach, offer on-site technical assistance and training to
residents and businesses, and support various regulatory compliance
requirements of Senate Bill 1383 under the statewide mandatory organics
recycling law.47,548$ 114,836$
Non-Departmental A Adjustment reflects updated City Yards Debt Service payments based on
the final debt service schedule.(1,051,272)$ (555,004)$
TOTAL RESOURCE RECOVERY & RECYCLING FUND EXPENDITURE ADJUSTMENTS (1,003,724)$ (440,168)$
RISK MANAGEMENT ADMINISTRATION (75) FUND
Finance D Adjustment reflects the addition of 2.0 FTE Senior Risk Management
Analyst positions and deletion of 1.0 FTE Risk Management Analyst
position. The Senior Risk Management Analyst supporting the Workers’
Compensation program will help reduce absences for injured employees,
particularly public safety employees, which will advance the community
priority of a Clean and Safe Santa Monica. The position change from a Risk
Management Analyst to a Senior Risk Management Analyst supporting all
other Risk Management programs (Liability, Insurance Requirements &
Safety) will resolve staffing challenges and focus on cost containment and
payment recovery programs.65,726$ 158,791$
65,726$ 158,791$
SPECIAL REVENUE SOURCE (10) FUND
Community Services D Adjustment reflects use of Park and Recreation Impact fee funds for picnic
table and tennis court reconstruction to enhance safety of equipment and
facilities.29,699$ -$
Non-Departmental A Adjustment to correct the affordable housing-related fund transfers, based
on staffing expansions approved by City Council on November 23, 2021 and
policy decisions on the contribution amounts required from the
Low/Moderate Housing Asset Fund, TORCA Fund and General Fund. The
transfers help support the costs of the Housing unit staff that operate
affordable housing programs.(794,635)$ (735,601)$
B Adjustment reflects increased transfer from the General Fund related to
Measure GSH to be used for affordable housing, due to projected increases
in Transaction and Use Tax revenues.(1,078,750)$ (678,250)$
TOTAL RISK MANAGEMENT - ADMIN FUND EXPENDITURE ADJUSTMENTS
February 8, 2022 15 of 16
8.A.a
Packet Pg. 223 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT A
Fund/Department
Change
ID #Description
FY 2021-22
Increase /
(Decrease)
FY 2022-23
Increase /
(Decrease)
DETAIL OF ALL FY 2021-22 and FY 2022-23 BUDGET CHANGES
Change ID # assists in identifying multiple connected entries as summarized on page 1 of this attachment.
B Adjustment reflects a correction to budget for the GSH transfer-in to the
Special Revenue Source Fund (SRSF), which was not included in the SRSF
adopted budget. The General Fund portion of the transfer was included in
the budget; however, the SRSF portion as inadvertently omitted.(6,275,000)$ (6,750,000)$
Capital Improvement
Program
E Adjustment reflects use of Park and Recreation Impact fee funds for a
condition assessment of park facilities in order to guide prioritization of
investments in capital facilities and create an implementation plan to allow
the Parks & Recreation Master Plan (PRMP) to move forward with adoption.150,000$ -$
TOTAL SPECIAL REVENUE SOURCE FUND EXPENDITURE ADJUSTMENTS (7,968,686)$ (8,163,851)$
TORCA (14) FUND
Non-Departmental A Adjustment to correct the affordable housing-related fund transfers, based
on staffing expansions approved by City Council on November 23, 2021 and
policy decisions on the contribution amounts required from the
Low/Moderate Housing Asset Fund, TORCA Fund and General Fund. The
transfers help support the costs of the Housing unit staff that operate
affordable housing programs.41,268$ 41,268$
41,268$ 41,268$
VEHICLE MANAGEMENT (70) FUND
Capital Improvement
Program
E Adjustment reflects use of conventional fuel station reserve funds for soil
remediation at the removed unleaded and diesel fueling station at the City
Yards and the addition of a small above ground fueling system at the
Colorado Yards.500,000$ -$
TOTAL VEHICLE MANAGEMENT FUND EXPENDITURE ADJUSTMENTS 500,000$ -$
WATER (50) FUND
Public Works A Adjustment reflects debt service payment for Water Bond issued in August
2021 based on final debt service schedule.954,238$ 2,202,088$
Non-Departmental C Adjustment reflects a correction to eliminate the reimbursement to the
General Fund for 1.0 FTE Sustainability Analyst position due to
reassignment of duties to focus on climate change. The position will no
longer provide support to the Water Fund.(125,209)$ (132,293)$
TOTAL WATER FUND EXPENDITURE ADJUSTMENTS 829,029$ 2,069,795$
TOTAL NON-GENERAL FUND EXPENDITURE ADJUSTMENTS (6,129,068)$ (3,417,817)$
TOTAL TORCA FUND EXPENDITURE ADJUSTMENTS
February 8, 2022 16 of 16
8.A.a
Packet Pg. 224 Attachment: Attachment A - Budget Adjustments FY 2021-23 [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT B
City Council Meeting: February 8, 2022 Santa Monica, California
RESOLUTION NUMBER ________(CCS) (City Council Series) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
ESTABLISHING NEW CLASSIFICATIONS AND ADOPTING SALARY RATES FOR THE
FOLLOWING NEW OR EXISTING CLASSIFICATIONS: ADMINISTRATIVE AIDE,
ADMINISTRATIVE INTERN, ADMINISTRATIVE INTERN II, BUSINESS LICENSE
SUPERVISOR, CROSSING GUARD, EQUITY AND INCLUSION MANAGER,
FACILITIES ATTENDANT, LABORER TRAINEE, LIBRARY LITERACY PROGRAM
ASSISTANT, LIBRARY PAGE, PRINCIPAL BUDGET ANALYST, PRINCIPAL BUYER,
PRINCIPAL PROCUREMENT ANALYST, POLICE CADET, PRODUCTION
ASSISTANT, SAFETY AND TRAINING SUPERVISOR, VIDEO INTERN, VIDEO
TECHNICIAN I, AND VIDEO TECHNICIAN II.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS: SECTION 1. The following salary levels are hereby established, effective
February 13, 2022, for the indicated permanent classifications:
Business License Supervisor $86,556/annual, Step 5
Equity and Inclusion Manager $156,708/annual, Step 5
Library Literacy Program Assistant $71,640/annual, Step 5
Principal Budget Analyst $133,524/annual, Step 5
Principal Buyer $116,904/annual, Step 5
Principal Procurement Analyst $128,604/annual, Step 5
Safety and Training Supervisor $100,980/annual, Step 5
SECTION 2. The following salary levels are hereby established, effective July 4, 2021, for the indicated as-needed classifications:
Administrative Aide $17.64/hour, Step 1
Administrative Intern $17.64/hour, Step 1
8.A.b
Packet Pg. 225 Attachment: Attachment B - Salary Resolution [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT B
Administrative Intern II $18.96/hour, Step 1
Crossing Guard $17.64/hour, Step 1
Facilities Attendant $17.64/hour, Step 1
Laborer Trainee $17.64/hour, Step 1
Library Page $17.64/hour, Step 1
Police Cadet $17.64/hour, Step 1
Production Assistant $17.64/hour, Step 1
Video Intern $17.64/hour, Step 1
Video Technician I $17.64/hour, Step 1
Video Technician II $18.96/hour, Step 1
SECTION 3. 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:
Joseph Lawrence Interim City Attorney
8.A.b
Packet Pg. 226 Attachment: Attachment B - Salary Resolution [Revision 1] (4753 : FY 2021-22 Midyear Budget)
POSITION AND CLASSIFICATION CHANGES 1
ATTACHMENT C
FUND DEPT FTE POSITION TITLE FUND DEPT FTE POSITION TITLE
01 City
Council 1.0 Staff Assistant III Add 1.0
01 CMO 1.0 Equity and Inclusion Manager Add funding in FY 2022-23 1.0
01 CMO 1.0 Customer Services Assistant Add 1.0
01 CAO 1.0 Legal Assistant Add 1.0
01 CDD 1.0 Staff Assistant III Add 1.0
01 CDD 1.0 Administrative Analyst 01 CDD 1.0 Senior Administrative Analyst Add/delete -
01 CDD 1.0 Senior Administrative Analyst Add 1.0
01 CSD 1.0 Community Services Program
Supervisor Add 1.0
01 CSD 1.0 Staff Assistant III Add 1.0
01 CSD 1.0 Senior Administrative Analyst 01 CSD 1.0 Senior Administrative Analyst-
Housing Authority Title change; add/delete -
01 DOT 2.0 Parking Permits Assistant Add 2.0
01 DOT 1.0 Senior Transportation Planner 01 DOT 1.0 Principal Transportation Planner Add/delete -
60 DOT 1.0 Lead Transit Training Coordinator 60 DOT 1.0 Safety and Training Supervisor Add/delete -
60 DOT 1.0 Transit Training Coordinator
(Limited-term) 2 Add 1.0
01 Finance 1.0 Administrative Analyst 01 Finance 1.0 Business License Supervisor Add/delete -
01 Finance 1.0 Senior Procurement Analyst 01 Finance 1.0 Principal Procurement Analyst Add/delete -
01 Finance 1.0 Principal Buyer Add 1.0
75 Finance 1.0 Risk Management Analyst 75 Finance 1.0 Senior Risk Management Analyst Add/delete -
75 Finance 1.0 Senior Risk Management Analyst Add 1.0
01 Fire 1.0 Staff Assistant III Add 1.0
DELETE ADD NET FTE
CHANGEREASON
February 8, 2022 Page 1 of 3
8.A.c
Packet Pg. 227 Attachment: Attachment C - Position and Classification Changes [Revision 1] (4753 : FY 2021-22 Midyear
POSITION AND CLASSIFICATION CHANGES 1
ATTACHMENT C
FUND DEPT FTE POSITION TITLE FUND DEPT FTE POSITION TITLE
DELETE ADD NET FTE
CHANGEREASON
01 HR 2.0 Senior Human Resources Analyst Add 2.0
01 HR 1.0 Human Resources Analyst Add 1.0
01 ISD 1.0 Administrative Analyst Add 1.0
01 ISD 1.0 Project Support Assistant Add 1.0
55 ISD 1.0 Broadband Services Engineer 55 ISD 1.0 Principal Network Engineer Add/delete -
55 ISD 1.0 Administrative Analyst Add 1.0
01 Library 0.5 Librarian I 01 Library 1.0 Librarian I Add/delete 0.5
01 Library 0.5 Library Assistant II 01 Library 1.0 Library Literacy Program Assistant Add/delete 0.5
11 PW 1.0 Custodian I 11 PW 1.0 Maintenance Worker Add/delete -
54 PW 1.0 Zero Waste Assistant Add 1.0
01 PW 1.0 Administrative Staff Assistant Add 1.0
01 PW 1.0 Project Support Assistant Add 1.0
57 PW 1.0 Property Management Specialist
(Limited-term) 3 Add 1.0
PERMANENT EMPLOYEES TOTAL 25.0 FTE
February 8, 2022 Page 2 of 3
8.A.c
Packet Pg. 228 Attachment: Attachment C - Position and Classification Changes [Revision 1] (4753 : FY 2021-22 Midyear
POSITION AND CLASSIFICATION CHANGES 1
ATTACHMENT C
FUND DEPT FTE POSITION TITLE FUND DEPT FTE POSITION TITLE
DELETE ADD NET FTE
CHANGEREASON
01 CSD 0.7 CCS Leader 0.7
11 CSD 1.0 Event Coordinator 1.0
11 CSD 0.6 Guest Services Assistant 0.6
11 CSD 0.2 Chief Pool Lifeguard 0.2
11 CSD 0.5 Swim Instructor/Pool Lifeguard 0.5
11 CSD 0.1 Beach Recreation Leader 0.1
01 Fire 0.9 Staff Assistant III convert to permanent SA3 (0.9)
01 Library 0.4 Library Services Officer 0.4
01 Police 4.6 Traffic Services Officer 4.6
7.1 FTE
32.1 FTE
TEMPORARY EMPLOYEES TOTAL
GRAND TOTAL
1 Position changes will be effective at the starting date of the next pay period following Council approval, unless otherwise noted.
3 Limited-term position through December 31, 2028.
2 Limited-term position through June 30, 2023.
February 8, 2022 Page 3 of 3
8.A.c
Packet Pg. 229 Attachment: Attachment C - Position and Classification Changes [Revision 1] (4753 : FY 2021-22 Midyear
ATTACHMENT D
1
City Council Meeting: February 8, 2022 Santa Monica, California
RESOLUTION NUMBER ____ (CCS)
(City Council Series)
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
WHEREAS, Chapter 1.09 of the Santa Monica Municipal Code authorizes the
imposition of fines for certain code violations through the issuance of administrative
citations; and
WHEREAS, Section 1.09.040 states that the amount of fines for code violations
imposed pursuant to Chapter 1.09 shall be set forth in a schedule of fines established by
resolution of the City Council and that the fine schedule shall specify any increased fines
for repeat violations of the same code provision by the same person within thirty-six (36)
months from the date of an administrative citation and specify the amount of any late
payment charges imposed for the payment of a fine after thirty (30) days from the date of
issuance of the administrative citation; and
WHEREAS, effective code enforcement is vital to effectuating the City’s
commitment to protecting its residents’, businesses’ and visitors’ health, safety, welfare,
and quality of life; and
8.A.d
Packet Pg. 230 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT D
2
WHEREAS, the California Vehicle Code and Chapter 3.02 of the Santa Monica
Municipal Code authorize the City to establish by resolution a schedule of parking
penalties for parking violations and for the late payment of such penalties; and
WHEREAS, California law provides that such parking penalties are civil in nature
and subject to administrative enforcement; and
WHEREAS, false alarms endanger public safety by diverting precious police
resources and hampering response efforts to actual emergencies; and
WHEREAS, Chapter 3.56 of the Santa Monica Municipal Code authorizes the
imposition of a police false alarm response fine established by resolution of the City
Council; and
WHEREAS, responses to false fire alarms negatively impact the overall safety of
the community by diverting Fire Department resources from actual emergencies; and
WHEREAS, Section 8.44.150 of the Santa Monica Municipal Code authorizes the
imposition of a false fire alarm response fine to recover the Fire Department’s costs in
responding to repetitive false alarms and provides that such fine shall be set by resolution
of the City Council; and
WHEREAS, in 2018, the City Council eliminated certain overdue fines for
children and teens; and
WHEREAS, eliminating certain overdue fines for adult cardholders aligns with
Council’s prior 2018 action and will remove barriers to access and promote social
equity; and
WHEREAS, on April 8, 2021, the City published administrative regulations
relating to the Second Share Mobility Pilot Program (Second Shared Mobility Pilot
8.A.d
Packet Pg. 231 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT D
3
Program Administrative Regulations); and
WHEREAS, the Second Shared Mobility Pilot Program Administrative
Regulations contain a recommended progressive non-standard penalty schedule that
will deter noncompliance and incentivize operators to resolve safety issues in the public
right of way and encourage administrative compliance; and
WHEREAS, the City regularly updates its consolidated master fine schedule to
allow the public to easily gather information about such fines; and
WHEREAS, most recently, on June 22, 2021, the City Council adopted
Resolution Number 11344 (CCS) (“Resolution 11344”), which updated the consolidated
master fine schedule to reflect changes in the California Fire Code and the Santa
Monica Municipal Code, to establish new fines for violations of the Residential Leasing
Requirements in Chapter 6.22, to establish a new fine for possession of illegal
fireworks, to establish new library fines for overdue technology and other items, and to
make administrative corrections as necessary; and
WHEREAS, the City now desires to amend and restate its consolidated master
fine schedule to eliminate certain overdue fines for adult cardholders and to establish
new non-standard fines for violations of the Second Shared Mobility Pilot Program
Administrative Regulations;
8.A.d
Packet Pg. 232 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT D
4
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DOES RESOLVE AS FOLLOWS:
SECTION 1. STANDARD FINE: Except as otherwise specifically set forth below
in Section 4, the administrative citation fine amount imposed pursuant to Chapter 1.09 to
the Municipal Code (“administrative citation fine amount”), for a first violation of the Santa
Monica Municipal Code by a person shall be Seventy-Five Dollars ($75.00).
SECTION 2. REPEAT VIOLATIONS: The administrative citation fine amount for
a second violation of the same Municipal Code provision by the same responsible party
within thirty-six (36) months from the date of an administrative citation shall equal one
hundred twenty-five percent (125%) of the fine amount listed in this Resolution for a first
violation of that Municipal Code section at the time of the second violation. The
administrative citation fine amount for a third and any subsequent violation of the same
Municipal Code provision by the same responsible party within thirty-six (36) months from
the date of an administrative citation shall equal one hundred fifty percent (150%) of the
fine amount listed in this Resolution for a first violation of that Municipal Code section at
the time of the third, or as applicable, subsequent violation.
SECTION 3. LATE PAYMENT CHARGES: Payment of the administrative citation
fine amount after thirty (30) days from the date of the administrative citation shall be
subject to an additional late payment charge. The late payment charge shall equal ten
percent (10%) of the administrative citation fine amount due to the City, or ten percent
(10%) of the amount remaining unpaid to the City if a portion of the fine amount was timely
paid. Late payment charges shall be in addition to the amount of the administrative
8.A.d
Packet Pg. 233 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT D
5
citation fine amount. In addition, interest shall accrue on all unpaid monies due, exclusive
of late payment charges, at the rate of one half of one percent per month of the total
amount due from the date the administrative citation fine amount becomes delinquent
until the date that all delinquent amounts are paid to the City.
SECTION 4. NON-STANDARD FINES: The specific administrative citation fine
amounts applicable to first violations of each associated Santa Monica Municipal Code
section or its successor legislation, or rule or regulation, are hereby established as set
forth in the attached Exhibits 1 and 2 for any first violation.
SECTION 5. The Schedule of Civil Penalties for Parking Violations and for Late
Payments are hereby established as set forth in the attached Exhibit 3.
SECTION 6. The penalties listed in Exhibit 3 for a Santa Monica Municipal Code
or California Vehicle Code section shall apply to all unlisted subsections, prohibiting the
same violations.
SECTION 7. The fines for the second, third and fourth Police Department
responses to a false alarm within the same fiscal year are hereby established as set forth
in the attached Exhibit 4.
SECTION 8. A false fire alarm response fine for the third and subsequent
response by the Fire Department to a false alarm at the same location during a fiscal year
for purposes of recovering costs associated with resources and services provided by the
Santa Monica Fire Department in connection with responses to excessive false fire
alarms is hereby established as set forth in the attached Exhibit 4.
8.A.d
Packet Pg. 234 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT D
6
SECTION 9. Library fines are hereby established as set forth in the attached
Exhibit 5.
SECTION 10. All fines established by this Resolution shall become effective
February 9, 2022.
SECTION 11. Resolution 11344 is hereby repealed in its entirety.
SECTION 12. If there are any conflicts between the fines adopted in this
Resolution and the fines adopted in any prior Resolution or schedule, the fines adopted
pursuant to this Resolution shall control.
SECTION 13. The City Clerk shall certify to the adoption of this Resolution, and
the same shall be in full force and effect.
APPROVED AS TO FORM:
_______________________
JOSEPH P. LAWRENCE
Interim City Attorney
Exhibit 1: Administrative Citation Fine Schedule
Exhibit 2: Administrative Citation Schedule of Fines for Violations of Taxicab Rules
and Regulations
Exhibit 3: Schedule of Civil Penalties for Parking Violations and for Late Payments
Exhibit 4: False Alarm Fine Schedule
Exhibit 5: Library Fine Schedule
8.A.d
Packet Pg. 235 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
SMMC 3.21.040 (a)Dockless mobility prohibited activities - Operate, install, or make available for rent
unauthorized dockless mobility devices without Shared Mobility Device Operator Permit $500SMMC3.21.040(b)Dockless mobility prohibited activities - Operate, install, or make available for rent unauthorized dockless mobility devices in excess of Shared Mobility Device Operator Permit $500SMMC3.22.025, 3.22.110 Shared Mobility Class A - One time default fine no escalation $75
SMMC 3.22.025, 3.22.110 Shared Mobility Class B - One time no escalation $100SMMC3.22.025, 3.22.110 Shared Mobility Class C - Repeat violation escalation - 1st Violation $100
SMMC 3.22.025, 3.22.110 Shared Mobility Class C - Repeat violation escalation - 2nd Violation $250
SMMC 3.22.025, 3.22.110 Shared Mobility Class C - Repeat violation escalation - 3rd Violation $500
SMMC 3.22.025, 3.22.110 Shared Mobility Class D - One time no escalation $250
SMMC 3.22.025, 3.22.110 Shared Mobility Class E - One time no escalation $500
SMMC 3.22.025, 3.22.110 Shared Mobility Class F - Repeat violation escalation - 1st Violation $500
SMMC 3.22.025, 3.22.110 Shared Mobility Class F - Repeat violation escalation - 2nd Violation $750SMMC3.22.025, 3.22.110 Shared Mobility Class F - Repeat violation escalation - 3rd Violation $1,000
SMMC 3.22.025, 3.22.110 Shared Mobility Class G - Repeat violation escalation - 1st Violation $0SMMC3.22.025, 3.22.110 Shared Mobility Class G - Repeat violation escalation - 2nd Violation $0
SMMC 3.22.025, 3.22.110 Shared Mobility Class G - Repeat violation escalation - 3rd Violation $500
SMMC 4.04.070 Permit required to keep certain animals $500
SMMC 4.04.080 Restrictions on keeping horses, mules, burros, or jacks $100
SMMC 4.04.090 Fowls, maximum number permitted $100
SMMC 4.04.100 Permit required to keep hogs, bulls, or billy goats $100SMMC4.04.110 Restrictions on keeping cow or goats $100SMMC4.04.120 Staking certain unfenced animals prohibited $100SMMC4.04.130 Keeping bees prohibited $100SMMC4.04.140 Conditional permit requirements for certain animals $100SMMC4.04.150 Animals at-large $100SMMC4.04.160 Dogs prohibited on schools, beaches and parks $100SMMC4.04.170 Licensing of dogs required $100
SMMC 4.04.200 Dog kennels, business license required $500
SMMC 4.04.210 Non-residents, dog license requirements $100
SMMC 4.04.230 Found animals, duty to surrender $100
SMMC 4.04.270 Sufficient sustenance and shelter required $150
SMMC 4.04.290 Quarantined animal, containment required $1,000
SMMC 4.04.300 Dogs, rabies vaccine required $250
SMMC 4.04.330 Veterinarians, duties of persons vaccinating dogs $250
SMMC 4.04.340 Dogs, rabies tag required $100
SMMC 4.04.350 Imported dogs, regulations $100
F&AG 30503 Impounded dogs, unspayed/unneutered (pass through to State)$40
SMMC 4.04.360 Impounded dogs, proof of rabies required $100
SMMC 4.04.370 Dogs, public nuisance/fecal matter $100
SMMC 4.04.385 Dogs in public, duty of person to possess clean-up materials $100
SMMC 4.04.410 Vicious dogs, restrictions $1,000
SMMC 4.08.270 Restrictions on leafblower operation $500
SMMC 4.12.060 Exterior Noise Standards $500
SMMC 4.12.070 Excessive Vibration $500
SMMC 4.12.090 Noisy Animals $250SMMC 4.12.100 Public parks, beaches or recreational facilities restrictions $250SMMC 4.12.110 Demolition, excavation, grading, spray painting, construction, maintenance or repair of
building activity-hours & noise limits $500SMMC 4.12.120 Failure to Post Construction Hours Sign $250SMMC 4.12.150 Business Support Operations $250SMMC 4.12.160 Interference with Enforcement $500SMMC 4.12.180 Gardening/Landscaping Activities-Hours of Operation $250
SMMC 4.27.010 Disruption of housing services $500
SMMC 4.27.030 Tenant Evictions for Owner Occupancy $1,000
SMMC 4.27.040 Occupancy Permits $1,000
SMMC 4.36.100 Temporary Relocation Assistance $250
SMMC 4.44.010 Smoking in Elevator or Public Restroom $500
SMMC 4.44.020 Smoking in public places, work places, and restaurants $500
SMMC 4.44.030 Sale of tobacco by vending machine or out of package $750
SMMC 4.56.020 Prohibition - Tenant Harassment $1,000
SMMC 4.56.050 Buyout Offers and Agreements - Tenant Harassment $1,000
SMMC 4.62.015 (a-e)Minimum Wage Payment $500
SMMC 4.62.015 (f)Minimum Wage Bulletin $100
SMMC 4.62.015 (g)Minimum Wage Record Keeping $500
Exhibit 1 - Administrative Citation Fine Schedule
E1 - 1Administrative Citation Fines
8.A.d
Packet Pg. 236 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
SMMC 4.62.025 Paid Sick Leave $500
SMMC 4.62.040 Service Charges $500
SMMC 4.62.060 Unlawful Practices $500
SMMC 4.62.070 Retaliation $1,000
SMMC 4.62.100 Compliance with Enforcement $1,000
SMMC 4.63.015 Hotel Worker Minimum Wage Payment $500
SMMC 4.63.025 Paid Sick Leave $500
SMMC 4.63.040 Service Charges $500
SMMC 4.63.060 Unlawful Practices $500
SMMC 4.63.070 Retaliation $1,000
SMMC 4.63.100 Compliance with Enforcement $1,000
SMMC 4.68.040 Failure to Obtain Community Events Permit $250
SMMC 5.04.240 Dogs, Cats or Animals in Eating Places $100
SMMC 5.08.060 Unapproved Use of Privy (Port-a-potty)$100
SMMC 5.08.070 Failure to Clean Adjacent Sidewalk $250
SMMC 5.08.080 Failure to Maintain Clean Premises $500SMMC5.08.090 Failure to Properly Store Fertilizer $100SMMC5.08.100 Excessive manure/fertilizer as defined Near Residential $250SMMC5.08.110 Offensive Substance on Public Property $500SMMC5.08.140 Removal/Destruction of Building Officer's Posted Notice $500SMMC5.08.170 Unauthorized Refuse Containers in the Public Way $250SMMC5.08.330 Obstruction of Water Meter/Gate Valves $250
SMMC 5.08.340 Unauthorized Private Dumping Ground $500SMMC5.08.370 Failure to Comply with County Health Department Standards $500
SMMC 5.08.380 Refuse Collection During Prohibited Hours $250
SMMC 5.20.040 Prohibited Discharge Standards $1,000
SMMC 5.20.050 Specific Pollutant Limitations $1,000
SMMC 5.20.070 Pretreatment Facilities $1,000
SMMC 5.20.080 Additional Pretreatment Measures $1,000
SMMC 5.20.090 Spill Prevention Plans $1,000
SMMC 5.20.100 Good Housekeeping Provision $1,000
SMMC 5.20.110 Requirements for Restaurants and other Commercial Cooking $1,000
SMMC 5.20.310 Periodic Compliance Reports $1,000
SMMC 5.20.320 Report of Changed Conditions $1,000
SMMC 5.20.330 Reports of Potential Problems/Slug control Plans $1,000
SMMC 5.20.370 Monitoring and Sampling Pre-notification $1,000
SMMC 5.20.390 Sample Collection $1,000
SMMC 5.20.400 Analytical Requirements $1,000
SMMC 5.20.420 Falsifying Information $1,000
SMMC 5.20.430 Inspection and Sampling $1,000
SMMC 5.20.440 Monitoring Facilities $1,000SMMC6.04.020 Operating Business without Proper City License $500SMMC6.04.270 Failure to Post Business License $250SMMC6.14.060 Service Business Activities Requiring Police Permits $500SMMC6.28.030 Newsrack-Operating and Maintenance Requirements $250SMMC6.28.030 Newsrack Without Permit $500SMMC6.28.040 Newsrack-Maintenance and Installation Standards $250SMMC6.28.050 Newsrack-Standards for Materials Sold $500
SMMC 6.32.070 Soliciting Trade on Sidewalk $500
SMMC 6.46.020 Failure to Obtain Permit for Liquidation Sale $500
SMMC 6.46.100 Liquidation Sale-Failure to Post Permit $250
SMMC 6.48.030 Vehicle for Hire-Business license required $500
SMMC 6.48.040 Vehicle for Hire–Compulsory Insurance Coverage $1,000
SMMC 6.48.050 Vehicle for Hire–Driving of Vehicles $250
SMMC 6.48.060 Vehicle for Hire-Direct Route $500
SMMC 6.48.065 Vehicle for Hire - Compensation for Access to Passengers $500
SMMC 6.49.040 Taxicab Franchise - Suspension or Revocation $1,000
SMMC 6.49.060(a)Taxicab Franchise Fees - Annual Franchise Fee $1,000
SMMC 6.49.060(b)Taxicab Franchise Fees - Annual Taxicab Vehicle Permit Fee $1,000
SMMC 6.49.060(c)Taxicab Franchise Fees - Annual Taxicab Driver's Permit Fee $1,000
SMMC 6.49.070 Taxicab Franchise - Signage $500
SMMC 6.49.080 Taxicabs -Taxicabs Identification Decal Required $5,000
SMMC 6.49.090 Taximeters and Rates $250
SMMC 6.49.100 Parking of Vehicles - Stands $250
SMMC 6.49.110 Taxicab Identification and Vehicle Operating Requirements $500
SMMC 6.49.120 Taxicabs-Full Use of Taxicab $500
SMMC 6.49.130 Access to passengers on business establishment premises; exclusive arrangements limited $500SMMC6.49.140(a)Unauthorized taxicab services prohibited; exception $5,000
E1 - 2Administrative Citation Fines
8.A.d
Packet Pg. 237 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
SMMC 6.49.140(c)-(e) Unauthorized taxicab services prohibited; exception $1,000
SMMC 6.49.150 Rules and regulations $1,000
SMMC 6.116.040 Unauthorized Display on Municipal Pier $250
SMMC 6.120.030 Valet Parking without Permit $500
SMMC 6.120.060 Valet Parking-Operating Requirements $250
SMMC 6.120.070 Valet Parking- Penalties $250
SMMC 6.120.090 Valet Parking: Insurance Requirements $250
SMMC 6.120.110 Valet Parking-Regulations $250
SMMC 6.120.120 Authorized Valet Parking Zones $250
SMMC 6.120.130 Valet Parking: Conformance with Applicable Laws $250
SMMC 6.120.140 Valet Parking-Conditions Imposed on Permit $250
SMMC 6.120.150 Valet Parking-Requirements for Downtown Valets $250
SMMC 6.20.030 Advertising, Facilitating, or Operating a Vacation Rental $1,000
SMMC 6.200.030 Failure to comply with commercial cannabis administrative regulations $1,000
SMMC 6.200.040 Failure to comply with commercial cannabis permit conditions $1,000
SMMC 6.200.060 Insurance requirements $1,000SMMC6.200.070 Conformance with applicable laws $1,000SMMC6.201.010 Permit Required (Retail)$1,000SMMC6.202.010 Permit Required (Light Manufacturing)$1,000SMMC6.203.010 Nonmedicinal Cannabis Uses Prohibited $1,000SMMC6.22.040 Failure to Comply with Residential Leasing Requirements $1,000SMMC6.22.050 Failure to Comply with Residential Leasing Requirements $1,000SMMC6.22.060 Failure to Comply with Residential Leasing Requirements $1,000SMMC6.22.070 Failure to Comply with Residential Leasing Requirements $1,000
SMMC 6.22.080 Failure to Comply with Residential Leasing Requirements $1,000
SMMC 6.22.090 Failure to Comply with Residential Leasing Requirements $1,000
SMMC 6.36.030 Vendor Permit Required: First Violation $250
SMMC 6.36.030 Vendor Permit Required: Second Violation within one year of the first violation.$500
SMMC 6.36.030 Vendor Permit Required: Each additional violation within one year of the first violation.$1,000
SMMC 6.36.040 Restricted Vending Time and Locations - First Violation $100
SMMC 6.36.040 Restricted Vending Time and Locations - Second Violation $200
SMMC 6.36.040 Restricted Vending Time and Locations - Each Additional Violation (after first and second
violations)$500
SMMC 6.36.050 Vending Requirements and Prohibitions - First Violation $100
SMMC 6.36.050 Vending Requirements and Prohibitions - Second Violation $200
SMMC 6.36.050 Vending Requirements and Prohibitions - Each Additional Violation (after first and second
violations)$500
SMMC 6.36.110 Failure to comply with sidewalk vending regulations - First Violation $100SMMC6.36.110 Failure to comply with sidewalk vending regulations - Second Violation $200SMMC6.36.110 Failure to comply with sidewalk vending regulations - Third Violation $500SMMC6.36.110 Failure to comply with vehicle vending regulations - First Violation $250SMMC7.04.210 Regulations for Resurfacing Work in Public Way $250SMMC7.04.230 Excavation in Public Way-Vehicle Crossing $250SMMC7.04.240 Excavation in the Public Way-Per Plat/Application $250SMMC7.04.240 Excavation in the Public Way-Due Diligence $500SMMC7.04.490 Connection of Sewer Without Permit $500SMMC7.04.650 Sewage from Vehicle into Sewer System Without Permit $500SMMC7.04.670 Materials/Equipment in Public Way Without Permit $500
SMMC 7.04.700 Revocation of Permits-Work to Cease $1,000
SMMC 7.04.710 Failure to Remove Materials/Equipment in Public Way $500
SMMC 7.04.720 Illumination of Building Materials Stored in Public Way $250
SMMC 7.04.730 Regulations for Building Material Deposits and Cranes $250
SMMC 7.04.740 Mixing/Storing Cementitious Materials On/Near Street $250
SMMC 7.04.750 Failure to Post Street Use Permit $250
SMMC 7.04.760 Construction Debris in Public Way $500
SMMC 7.06.050 Permit Required - Work in the Public Right-of Way $500
SMMC 7.06.330 Excavation Requirements $500
SMMC 7.06.340 Construction Requirements $250
SMMC 7.10.080 Urban Runoff Pollution Control Practices-All Properties $500
SMMC 7.10.090 Urban Runoff Reduction Requirements $500
SMMC 7.10.100 Urban Runoff Requirements for Construction Sites $500
SMMC 7.12.060 Temporary Water Service Without Permit.$500
SMMC 7.12.090 Additional Best Management Practices $500
SMMC 7.12.350 Unauthorized Use of City Water $500
SMMC 7.16.020 Excessive Water Use $250
SMMC 7.18.090 Violation of Plumbing Code Standards $500SMMC7.36.020 Moving Building/Structure on City Street Without Permit $500SMMC7.40.110 Planting of Tree in Parkway Without Permit $300SMMC7.40.110 Trim or Prune City Tree without Permit $500
E1 - 3Administrative Citation Fines
8.A.d
Packet Pg. 238 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
SMMC 7.40.110 Injure/Interfere With City Tree-No Replacement Required $500
SMMC 7.40.110 Removal of City Tree without Permit $1,000
SMMC 7.40.110 Injure/Interfere With City Tree-Replacement Required $1,000
SMMC 7.40.130 Interference with City Tree Administration $500
SMMC 7.40.140 Intentional Damage to City Tree $1,000
SMMC 7.40.150 Unauthorized Attachment to City Tree $100
SMMC 7.40.160 Protection of Trees During Construction/Demolition $500
SMMC 7.44.020 Maintain Premises Free of Weeds $250
SMMC 7.48.020 Litter in Public Places $250
SMMC 7.48.040 Sweeping litter into gutters $250
SMMC 7.48.050 Property Owner to Keep Adjacent Public Way Free of Litter $250
SMMC 7.48.060 Litter on Private Property $250
SMMC 7.48.070 Owner to Maintain Premises Free of Litter $250
SMMC 8.04.010 Failure to Maintain-Technical Codes $500
SMMC 8.08.030 Continuing Use after Order to Discontinue Use $1,000
SMMC 8.08.050 Construction Work Without Permit $500SMMC8.08.070 Construction Work with Expired Permit $500SMMC8.08.110 Installation of Work from Unapproved Fabricator $500SMMC8.08.130 Occupancy Prior to Issuance of Certificate of Occupancy/ Final Inspection Approval $500SMMC8.08.160 Connection to Utilities Without Approval $500SMMC8.08.160 Reconnecting Utilities after Order to Disconnect $1,000SMMC8.08.170 Sandblasting Regulations-General $500SMMC8.08.170 Sandblasting-Failure to Give Three (3) Day Notice $750SMMC8.08.190 Violation of Temporary Trailer Regulations $500
SMMC 8.12.090 Failure to Provide Special Inspection as Required $1,000
SMMC 8.12.090 Failure to Provide Structural Observation as Required $1,000
SMMC 8.12.150 Maintaining Pool/Spa/Fountain Water Clarity $250
SMMC 8.40.020 Fireworks Prohibited $1,000
SMMC 8.44.050 Automatic Fire Sprinklers Required $500
SMMC 8.08.200 Failure to Brace Water Heater $500
SMMC 8.96.030 Responsibility for Maintenance-Public Nuisances $1,000
SMMC 8.100.010 Construction Means and Methods Plan Required $500
SMMC 8.100.060 Compliance with Means and Methods Plan $500
SMMC 8.100.040 Failure to Provide Construction Notice to Residential Tenant $500
SMMC 8.108.100 Landscape and Irrigation Requirements $250
SMMC 9.21.050 Over Height Hedge wall or fence, Encroaching hedges $250
SMMC 9.21.180 Hazardous Visual Obstructions $500
SMMC 9.21.130 Refuse and Recycling Storage Areas $250
SMMC 9.21.080 Outdoor Commercial Lighting Standards $250
SMMC 9.21.080 Glare Beyond Property $250
SMMC 9.21.100 Storage in Required Front/Side Yard or Vacant Lot $500SMMC9.27.080 Illegal Nonconforming Occupancy/Use $1,000SMMC9.28.030 Maintain Use of Required Off-street Parking Space $250SMMC9.28.080 Maintain Existing Loading Space $250SMMC9.28.120 Storage in Parking Space $250SMMC9.28.120 Marking of Parking Spaces $250SMMC9.28.120 Wheel Stops $250SMMC9.28.140 Number of Bicycle Spaces Required $250
SMMC 9.28.150 Number of Vanpool, Carpool Spaces Required $250
SMMC 9.29.040 Residential Building Record-Failure to Deliver to Buyer $500
SMMC 9.31.060 Auto Repair-Open Door for Noise/Body& Fender $500
SMMC 9.31.060 Auto Repair-Outdoor Repair Work $1,000
SMMC 9.31.060 Auto Repair-Operating Hours $1,000
SMMC 9.31.060 Auto Repair- Litter $500
SMMC 9.31.060 Auto Repair-Sound $250
SMMC 9.31.060 Auto Repair-Onsite Storage of Vehicles Awaiting Repair $500
SMMC 9.31.060 Auto Repair-Test Driving on Unapproved Streets $500
SMMC 9.31.060 Auto Repair-Vehicles Awaiting Repair $500
SMMC 9.31.060 Auto Dealership-Vehicles Awaiting Repair in Street/Alley $500
SMMC 9.31.070 Auto Dealership-Parking and Vehicle Storage $250
SMMC 9.31.070 Auto Dealership-Failure to Control Noise $250
SMMC 9.31.070 Auto Dealership-Test Driving on Unapproved Streets $500
SMMC 9.31.070 Auto Dealership-Loading And Unloading of Vehicles $1,000
SMMC 9.31.070 Auto Dealership-Hours of Operation Near Residential District $1,000
SMMC 9.31.070 Auto Rental- Parking and Vehicle Storage $250
SMMC 9.31.070 Auto Rental-Failure to Control Noise $250SMMC9.31.070 Auto Rental-Loading and Unloading Vehicles $1,000SMMC9.31.070 Auto Dealership-Vehicles Awaiting Repair $500SMMC9.31.070 Automobile Rental-Failure to Control Noise $250
E1 - 4Administrative Citation Fines
8.A.d
Packet Pg. 239 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
SMMC 9.31.070 Automobile Rental-Loading and Unloading Vehicles $1,000
SMMC 9.31.080 Auto Wash-Vehicles in Public Way $500
SMMC 9.31.080 Auto Wash-Hours of Operation Near Residential $1,000
SMMC 9.31.150 Neighborhood Grocery Store-Delivery Hours $1,000
SMMC 9.31.185 Failure to comply with medical cannabis zoning regulations $1,000
SMMC 9.31.200 Unapproved sidewalk café in RVC district $500
SMMC 9.31.200 Unapproved sidewalk café in BCD district $500
SMMC 9.31.200 Unapproved sidewalk café in BSC, BSC3, BSC4 district $500
SMMC 9.31.200 Unapproved sidewalk café in C2 district $500
SMMC 9.31.200 Unapproved sidewalk café in C3 district $500
SMMC 9.31.200 Unapproved sidewalk café in C3C district $500
SMMC 9.31.200 Unapproved sidewalk café in C4 district $500
SMMC 9.31.200 Unapproved sidewalk café in C6 district $500
SMMC 9.31.200 Unapproved sidewalk café in CM district $500
SMMC 9.31.200 Unapproved sidewalk cafe in CP district $500
SMMC 9.31.220 Unpermitted Outdoor Uses $500SMMC9.31.210 Outdoor Newsstands-Zoning Regulations $250SMMC9.31.250 Private Tennis Courts-Lighting $250SMMC9.31.280 Restaurant-Hours of Operation Near Residential $1,000SMMC9.31.310 Senior Group Housing-Lighting $250SMMC9.31.320 Service Station-Vehicle for Repair in Street/Alley $500SMMC9.31.340 Game Arcades Bicycle Racks $250SMMC9.31.360 Outdoor Antique Markets $250SMMC9.31.370 Excessive Yard Sales in the R-1 District $100
SMMC 9.31.370 Excessive Yard Sales in the R2R District $100
SMMC 9.31.370 Excessive Yard Sales in the R-2 District $100
SMMC 9.31.370 Excessive Yard Sales in the R-3 District $100
SMMC 9.31.370 Excessive Yard Sales in the R-4 District $100
SMMC 9.31.370 Excessive Yard Sales in the R-MH District $100
SMMC 9.31.370 Excessive Yard Sales in the OP-1 District $100
SMMC 9.31.370 Excessive Yard Sales in the OP-Duplex District $100
SMMC 9.31.370 Excessive Yard Sales in the OP-2 District $100
SMMC 9.31.370 Excessive Yard Sales in the OP-3 District $100
SMMC 9.31.370 Excessive Yard Sales in the OP-4 District $100
SMMC 9.31.370 Excessive Yard Sales in the R2B District $100
SMMC 9.31.370 Excessive Yard Sales in the R3R District $100
SMMC 9.48.010 Conditions of Approval for Permits/Approvals for Land Use $500
SMMC 9.53.070 Contents of Worksite Transportation Plans $5/employee/day
SMMC 9.53.080 Submission of Emission Reduction Plans and Worksite Transportation Plans $5/employee/day
SMMC 9.53.090 Employer Monitoring and Enforcement $5/employee/day
SMMC 9.53.140 Developer Monitoring and Remedies for Violation $5/residential unit/day
and $5/employee
in the project/day
SMMC 9.61.180 Prohibited Signs $250SMMC9.61.230 Sign On Street, Alley or Public Place $250SMMC9.61.240 Failure to Remove Prohibited Nonconforming Sign $1,000
CFC 104.11.2 Obstructing Fire Department Operations $1,000
CFC 105.1.1 Permits(s) Required $250
CFC 105.3.3 Occupancy prohibited before approval $1,000
CFC 105.3.5 Posting Permit $125
CFC 105.4.6 One set of approved plans kept on the site of the building or work during which the work
authorized is in progress.$125
CFC 105.6.16(5)Permit (remove fuel by means other than dispensing)$250
CFC 105.6.16(7)Permit (place temporarily out of service)$250
CFC 105.6.16(8)Permit (change contents of tank)$250
CFC 105.6.37 Permit Required to Operate a Place of Public Assembly $500
CFC 105.7.13 Hazardous materials construction permit $500
CFC 106.3 Work commencing before permit issuance $1,000
CFC 107.2.2 Work shall not be done beyond the point indicated without approval $500
CFC 108.1 Maintenance of safeguards $125CFC108.2 Testing and operation of equipment $125CFC108.3 Availability of test and inspection records to Fire Dept.$125CFC108.6 Overcrowding-Exceed Maximum Occupant Load $1,000CFC110.1 Unlawful Acts $500CFC110.3.2 Compliance with Orders and Notices $500CFC110.3.4 Removal/Destruction of Sign/Tag $250
The following code sections are from the California Fire Code (CFC), Title 19 of the California Code of Regulation (T19) and the California Building Code Standards (CBC) adopted pursuant to Santa Monica municipal code sections 8.40.010 and 8.12.010 and state law.
E1 - 5Administrative Citation Fines
8.A.d
Packet Pg. 240 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
CFC 111.1 Unsafe Building $500
CFC 111.1.1 Unsafe Conditions $500
CFC 111.2 Stopping Use, Evacuation $500
CFC 112.1 Stop Order $250
CFC 112.1 Stop Order-Failure to Comply $1,000
CFC 112.4 Continue to work after Stop Work Order $1,000
CFC 301.1 Clothes Dryer Free of Lint $250
CFC 303.2 Fire Protection for Asphalt Kettles $250
CFC 304.1 Combustible Waste Material Accumulation Creating a Fire Hazard $125
CFC 304.1.2 Combustible Vegetation $125
CFC 304.3 Location of Rubbish Dumpsters $125
CFC 305.1 Clearance from Ignition Sources $125
CFC 305.2 Hot Ashes and Spontaneous Ignition Sources $500
CFC 305.4 Deliberate or Negligant Burning $500
CFC 307.1 Prohibited Open Burning $500
CFC 308.1 Open/Illegal Burning $500CFC308.1.4 Charcoal burners and other open flame cooking devices shall not be operated on combustible
balconies or within 10' of combustible storage $250
CFC 308.1.6.3 Sky Lanterns $500
CFC 308.1.8 Improper Use of Flaming Food/Beverage $250
CFC 308.2 Candles/Open flame Prohibited without permit $250
CFC 308.3.1 Improper Use of Candle/Open Flame $250
CFC 310.3 No Smoking Signs Posted and Enforced $75
CFC 311.1 Maintain Vacant Building/Property $1,000
CFC 311.2 Safeguarding Vacant Premises $500
CFC 311.3 Combustible/Hazardous Material in Vacant Building $1,000
CFC 315.3 Store Combustible Storage in Orderly Manner $125
CFC 315.3 Provide Clearance Of Heat Producing Appliances and Combustible Materials (keep area lint
free)$125
CFC 315.3.1 Required Ceiling Clearance $125
CFC 315.3.2 Combustibles Stored in Exit $250CFC315.3.3 Combustible Material in Elec/Mech/Boiler Room $125CFC315.3.4 Storage Combustible Materials in Attic or Under floor $125CFC315.4 Storage Combustible Materials Outside of Building $125CFC401.3 Failure to Report Emergency $500CFC401.5 Report False Alarm $500CFC404.6 Egress Plan Posted $75CFC405.1 Emergency Plans/Fire Drills $125
CFC 405.2 Fire Drills Required $125
CFC 503.4 Obstruct Fire Access Road/Lane $125
CFC 504.1 Maintain Required Access to Building $250
CFC 504.2 Maintain Exterior Doors/Openings $250
CFC 505.1 Premises Identification Required $75
CFC 506.1 Provide Knox Box $75
CFC 506.2 Key Box Maintenance / Key Inventory $75
CFC 507.5.4 Obstruction of Hydrant/Fire Protection Equipment $250
CFC 509.1 Provide Identification Sign On Room/Door $125
CFC 509.1 Fire protection equipment shall be identified in an approved manner $125
CFC 509.2 Approved access shall be provided and maintained for all fire protection equipment $125
CFC 510.6 Emergency Responder Radio Coverage System Maintenance $500
CFC 603.4.2 Portable outdoor gas fire heating appliances $250
CFC 603.5.2 Maintain Heating Equipment/Appliance $125
CFC 603.8.2 Spark Arrestor Required $250
CFC 603.9 Protect Gas Meters/Piping $250
CFC 604.1 Abate Electrical Hazard $125
CFC 604.3 Provide working space and clearance in front of electrical service equipment $125CFC604.3.1 Label Electrical Room/Switchboard/Panel $75CFC604.4 Provide Listed Power Tap With Over-current Protection $75CFC604Improper Use/Power Taps $75CFC604.5 Extension Cords Prohibited $125CFC604.5 Improper Use of Extension Cords $75CFC604.10.2 Portable, electric space heaters shall be plugged directly into an approved receptacle $125CFC604.10.4 Portable, electric space heaters shall not be operated within 3 feet of any combustible materials.$125
CFC 605.3 Access to Electrical Switchboard/Panel $125
CFC 605.8 Failure to have refrigerant detector $500
CFC 607.2 Commercial Kitchen Exhaust Hood Required $500
CFC 607.3.3 Hoods, Grease-Removal Devices, Fans, Ducts, Etc. shall be Cleaned at Req'd Intervals $250
CFC 703.1 Maintain Fire Resistive Construction $250
E1 - 6Administrative Citation Fines
8.A.d
Packet Pg. 241 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
CFC 705.2 Maintain Fire Assemblies/Doors $500
CFC 705.2 Obstruction of Fire Assembly/Door $500
CFC 705.2.6 Test Fire Doors $125
CFC 704.2 Protection of Floor Openings $250
CFC 806.1.1 Natural cut trees shall be restricted in specific occupancies.$125
CFC 807.1 Maintain Flame Resistant Treatment $250CFC901.6 Maintain Fire Protection System/Appliance $1,000CFC901.7 Fire Watch Required-Problematic Systems $500CFC901.8 Tamper with Fire Department Equipment $1,000CFC901.8 Tamper with Fire Hydrant/Appliance $1,000CFC901.8.1 Tamper with Barriers/Locks/Signs/Seals $1,000CFC903.2 Fire Sprinkler System Required $1,000CFC903.2.11.6 Additional Fire Suppression System Required $1,000CFC904.12 Hood Fire Extinguishing System Required to Protect all Areas $1,000
CFC 906.4 Provide a Type K Fire Extinguisher $75
CFC 904.12.5 Kitchen Hood Extinguishing System Service $250
CFC 906.1 Provide Fire Extinguisher Based on Use/Hazard/Occupancy $75
CFC 906.2 Maintenance and Required Service Intervals for Fire Extinguishers $75
CFC 906.3 Fire Extinguisher Size and Distribution $75
CFC 906.6 Post Signs Indicating Location of Fire Extinguisher $75
CFC 907.2 Fire Alarm System Required to be Installed and Maintained $1,000
CFC 907.2.8 Install and Maintain Smoke Detectors (Existing R-1)$250
CFC 907.8.5 Building owners shall be responsible to maintain the fire and life safety systems in an
operable condition at all times.$1,000
CFC 912.4 Maintain Access To and Operation of Standpipes, FDC and Sprinkler control valves $250
CFC 1004.9 Post Occupant Load $125
CFC 1006.3.3 Single Exits $250
CFC 1010.1 Failure to Maintain Exit Doors $1,000
CFC 1010.1.4.4 Locks in Educational Occupancies $500
CFC 1010.1.9.4 Signage-Doors Unlocked During Business Hours $125
CFC 1010.1.9.5 Exit Door Locked/Secured with Non-approved Lock $500
CFC 1010.1.10 Panic Hardware Required $250CFC1010.2 Locks on Exit Gates $1,000
CFC 1011.1 Maintain Stairways $250CFC1011.7.4 Storage Under Stairways $500
CFC 1013.1 Exit Signs Required $250
CFC 1013.6.3 Failure to Provide Exit Signs with Emergency Power $250
CFC 1014.1 Maintain Handrails $250CFC1018.1 Aisles Required $250
CFC 1018.1 Obstruct Aisle or Exitway $500
CFC 1020.3 Maintain Corridor $250
CFC 1023.9 Stairway Identification $125
CFC 1025.1 Luminous Egress Pathway Markings in Highrise $125
CFC 1029.15 Bonding of Chairs Required $125
CFC 1030.5 Equip Bars/Grates On Sleeping Room With Approved Interior Release Devices $500
CFC 1031.1 Maintain Means of Egress $500
CFC 1031.2 Exit Reliability $1,000
CFC 1031.3 Obstructions in the Means of Egress $500
CFC 1031.4 Exit Sign illumination Required $250
CFC 1031.6 Finishes, Furnishings and Decorations $250
CFC 1031.7 Obstruct/Maintain Emergency Escapes $1,000
CFC 1031.1 Maintain Egress Lighting $250CFC1103.1 Construction Requirements in Existing Buildings $250
CFC 1104.1 Means of Egress for Existing Buildings $250
CFC 1104.16.7 Obstruct/Maintain Fire Escape $1,000
CFC 1113.1 Existing R-1 and R-2 Occupancy Requirements $250
CFC 1114.1 Existing Highrise Requirements $250
CFC 1115 Existing Group-I Requirements $250
CFC 1203.1 Maintain Emergency Power Equipment $500
CFC 1206.2 Stationary Storage Battery Systems $500
CFC 2101.1 Dry Cleaner Requirements $250CFC2203.4 Dust Collection Required $250
CFC 2303.2 Provide an approved emergency disconnect switch to stop transfer of fuel in event of emergency $500
CFC 2306.7.4 Failure to maintain an approved automatic emergency shutoff valve $500
CFC 2305.6 Warning signs shall be conspicuously posted within sight of each dispenser in the fuel
dispensing area.$125CFC2404.2 Spray-Finish Operations Prohibited $1,000
E1 - 7Administrative Citation Fines
8.A.d
Packet Pg. 242 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
CFC 2404.4 Fire Protection System Required for Spray Booths/Rooms $1,000
CFC 3103.2 Approval required to erect , operate or maintain a tent in excess of 400 sq ft $500CFC3103.5 Tents shall not be erected for a period of more than 180 days $500
CFC 3103.8 Location of Tents $250
CFC 3103.9 Tent Anchoring $250
CFC 3201.1 High Pile Storage Requirements $500
CFC 3313.1 Standpipe System Required During Construction $1,000CFC3504.1.1 Hot Work-Clearance to Combustibles $250
CFC 3504.1.7 Hot Work-Non Approved Location $250CFC3504.2.6 Fire Protection Equipment for Hot Work $250
CFC 3505.2 Storage of Welding Equipment $250CFC5001.3.3 Performance requirements of equipment/documentation $250
CFC 5001.3.3.8 Detection of gas or vapor release.$500
CFC 5001.5.1 Hazardous Material Management Plan $1,000
CFC 5001.5.2 Hazardous Materials Inventory Statement $1,000
CFC 5001.6.1 Permit/Monitoring requirements for out-of-service facilities $250CFC5003.1 General/Hazardous Materials $500
CFC 5003.1.1 Maximum Allowed Quantity Per Control Area $500CFC5003.2 Design/maintenance of equipment for hazardous materials $250
CFC 5003.2.2.1 Provide Emergency Shut-off Valves and Signs $250
CFC 5003.2.9.2 Testing frequency $125
CFC 5003.2.5 Empty Containers and Tanks $125
CFC 5003.2.6 Maintenance of Equipment, Machinery, and Req'd Detection and Alarm $500
CFC 5003.2.6.2 Defective Cylinders, Containers and Tanks Shall Be Removed from Service $250
CFC 5003.2.9 Required Testing of Equipment, Devices and Systems per 5003.2.9.1 $500CFC5003.3.1 Release of Hazardous Materials $1,000
CFC 5003.3.1.2 Provide Approved Method to Control Unauthorized Spills $250CFC5003.4 SDS Forms Readily Available $125
CFC 5003.5 Provide Hazardous Identification Signs $125
CFC 5003.5.1 Provide Markings or Labels on Containers or Packages $125
CFC 5003.9.1 Training of Personnel/Written Procedures $500
CFC 5003.9.3 Provide Guard Posts to Protect Storage Area or Tanks $250CFC5003.9.5 Provide Approved Means to Prevent Static Electricity Charge $250
CFC 5003.9.8 Separate Containers of Incompatible Materials $500CFC5003.9.9 Provide Shelves with Lip or Guard $125
CFC 5004.1 General Storage of Hazardous Materials $500CFC5004.2.2 Provide Secondary Containment for Hazardous Materials $250
CFC 5004.2.2.5 Approved monitoring method $250
CFC 5004.11 Keep Storage Area or Tanks Clear of Combustible Material $250
CFC 5005.2.1.4 Secondary Containment for Liquid Used in Open Systems Inside a Building $250
CFC 5005.3.5 Secondary Containment for Liquid Used in Open Systems Outside a Building $250CFC5303.4.3 Provide Labels on Gas Piping $125
CFC 5303.5.3 Secure Compressed Gas Cylinders $125CFC5307.3.1 Failure to provide mechanical ventilation or emergency alarm system where CO2 can collect $500
CFC 5307.3.2 Failure to provide gas detection system with CO2 systems $500
CFC 5601.1.3 Possession of Illegal Fireworks $1,000CFC5703.3 Site Assessment $500
CFC 5704.2.7.10 Leak Reporting $1,000CFC5704.2.11.3 Overfill prevention system $125
CFC 5704.2.11.4.2 Approved method of leak detection $500
CFC 5704.2.13.1.2 Conditions for tanks out of service for 90 days $500
CFC 5704.2.13.1.3 Conditions for tanks out of service for 1 year $1,000
CFC 5704.3.1.1 Store Flammable/Combustible Liquids in Approved Container $250CFC5704.3.2 Store Flammable/Combustible Liquid in Approved Cabinet(s)$250
CFC 5704.3.3.3 Remove Flammable Liquids Near Exits $500CFC5705.2.4 Discontinue Gravity Dispensing $250
CFC 5705.3.6 Discontinue Cleaning Inside Building with Flammable Liquids $500
CFC 5705.3.7.5.3 Provide Secondary Containment—Flammable and Combustible Liquids $250
CFC 5707.1.1 Approval/Permit Required for Mobile Fueling $250
CFC 6109.4 LP-gas containers stored near exit access doors, exits, stairways and/or areas used as means of egress $500
CFC 6109.13 LP-gas containers shall be stored within a suitable enclosure or otherwise protected against tampering $500
Late Payment Charges:
E1 - 8Administrative Citation Fines
8.A.d
Packet Pg. 243 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code Section Violation Description(s) Fine
Except as otherwise specifically set forth , the administrative citation fine amount imposed pursuant to Chapter 1.09 to the Municipal Code (“administrative citation fine amount”) for a first violation of the Santa Monica Municipal Code by a person shall be Seventy-Five Dollars ($75.00).
Repeat Violations:
The administrative citation fine amount for a second violation of the same Code provision by the same responsible party within thirty-six (36) months
from the date of an administrative citation shall equal one hundred twenty-five percent (125%) of the fine amount listed in this Resolution for a first
violation of that Municipal Code section at the time of the second violation. The administrative citation fine amount for a third and any subsequent
violation of the same Code provision by the same responsible party within thirty-six (36) months from the date of an administrative citation shall equal
one hundred fifty percent (150%) of the fine amount listed in this Resolution for a first violation of that Municipal Code section at the time of the third, or
as applicable, subsequent violation.
Payment of the administrative citation fine amount after thirty (30) days from the date of the administrative citation shall be subject to an additional late payment charge. The late payment charge shall equal ten percent (10%) of the administrative citation fine amount due to the City, or ten percent (10%) of the amount remaining unpaid to the City if a portion of the fine amount was timely paid. Late payment charges shall be in addition to the amount of the administrative citation fine amount. In addition, interest shall accrue on all unpaid monies due, exclusive of late payment charges, at the rate of one
half of one percent per month of the total amount due from the date the administrative citation fine amount becomes delinquent until the date that all
delinquent amounts are paid to the City.
Standard Fine:
E1 - 9Administrative Citation Fines
8.A.d
Packet Pg. 244 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
SR
IOS
Driver or
Vehicle Permittee Franchisee
Driver or
Vehicle Permittee Franchisee
Driver or
Vehicle Permittee Franchisee
Driver or
Vehicle Permittee
Franchise
e
Driver or
Vehicle Permittee Franchisee
Schedule A $50 $50 $100 $100 $150 $150
$250
or
Suspension
IOS
$500
$500
or
Suspension
IOS
$300
Schedule B N/A $100 N/A $200 N/A $300 N/A $500 N/A $500
IOS
Schedule C
$250
or
Suspension
IOS
$500
$500
or
Suspension
IOS
$2,500 N/A N/A
$1,000
or
Revocation
IOS
$2,500
Schedule D N/A
$1,000
IOS
N/A
$5,000
or
Suspension
IOS
N/A N/A N/A
$5,000
or
Suspension
IOS
See
Penalties
Conduct / Public Safety
Violation
SeePenalties
Conduct / Public Safety
Violation
ASSIGNED PENALTY SCHEDULE
= Revocation
= Immediate Out of Service (Driver and/or Vehicle) at the Full Discretion of the Police
Penalty Schedules:
The following progressive penalties shall be applied when the same driver, vehicle permittee, or franchisee is guilty of a second or
subsequent violation of the same rule or any combination of the rules listed for the same Progressive Penalty Schedule within any 24-
month period. When IOS appears in a penalty, a driver or vehicle may be placed in an Immediate Out of Service status at the
absolute discretion of the Police Officer.
Penalty Schedules
Penalties
First Violation
Penalties
Second Violation
Penalties
Third Violation
Penalties
Fourth or More
Violation
Penalties
Conduct / Public
Safety Violation
Exhibit 2 - Administrative Citation Schedule of Fines for
Violations of Taxicab Rules and Regulations
SCHEDULE I
SCHEDULE OF FINES FOR VIOLATION OF TAXICAB RULES AND REGULATIONS
Every franchisee, vehicle permittee and driver who does not comply fully with any one or more of the Department’s rules and
regulations, with the terms and conditions of a taxicab franchise or the Santa Monica Municipal Code shall be guilty of a violation and
subject to the penalty schedule as shown in the brackets at the end of each rule. Each day that a violation continues shall constitute a separate and distinct violation. If a penalty due date falls on a weekend or holiday, penalties are due the next City business day.
Any suspension of a permit shall be recorded on the driver’s Permit Suspension Record and will be considered when applying
Taxicab Rule 306f. A permittee must serve a suspension during a period of time in which the Taxicab Driver’s Permit has been physically turned in to the City.
Monetary Penalty Increments:
Penalties shall accumulate without limit.
Suspension of Franchisee’s Franchise:
Whenever the cumulative amount of the monetary penalty assessed against any franchisee for any calendar quarter period exceeds
$10,000, the franchisee’s franchise is subject to immediate suspension.
LEGEND:
= Suspension
E2 - 1Taxicab Fines
8.A.d
Packet Pg. 245 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
410.Schedule A
411.Schedule A-Conduct for 1st Violation, Schedule C-Conduct for 2nd Violation
412.Schedule C–Conduct
413.Schedule C–Conduct
405.Schedule A-Public Safety
406.Schedule A-Conduct
407.Schedule C–Public Safety
408.Schedule C-Public Safety
409.Schedule C-Conduct
401.Schedule A–Conduct
402.Schedule C–Public Safety
403a.Schedule C – Public Safety
403b.Schedule C-Public Safety404.Schedule C–Public Safety
303.none
304.none
305.none
306.none
307.none
242.Schedule B243.Schedule B244.Schedule C-Conduct or Schedule D-Conduct
301.none
302.none
237 Schedule B-Conduct
238 Schedule B-Conduct
239 Schedule B-Conduct
240 Schedule A-Conduct
241.Schedule B
232 Schedule B– Public Safety
233 Schedule B
234 Schedule B-Public Safety
235 Schedule B
236 Schedule B
227 Schedule B
228 Schedule B
229 Schedule B
230 Schedule A or Schedule B231Schedule B
222 Schedule B
223 Schedule B
224 Schedule D
225 Schedule B-Public Safety
226 Schedule B
217 Schedule D218Schedule B219Schedule B
220 Schedule B
221 Schedule B
212 Schedule B
213 Schedule B–Public Safety
214 Schedule A-Conduct or B-Conduct
215 Schedule B–Public Safety
216 Schedule D
207 Schedule D-conduct
208 Schedule B–Conduct
209 Schedule A-Conduct or B-Conduct
210 Schedule A-Conduct or Schedule B-Conduct
211 Schedule B
202 Schedule D
203 Schedule D
204 Schedule D-Conduct
205 Schedule B-Conduct206Schedule B – Conduct
Taxicab Rule Penalty Schedule
201a.Schedule D
201b.Schedule C
E2 - 2Taxicab Fines
8.A.d
Packet Pg. 246 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Taxicab Rule Penalty Schedule
447.Schedule A–Public Safety
448.Schedule A
449.Schedule A
450.Schedule A
451.Schedule A
442.Schedule A443.Schedule A
444.Schedule A
445.Schedule A
446.Schedule A
439a.Schedule C
439b.Schedule C-Conduct
439c.Schedule C
440.Schedule A-Conduct
441.Schedule C–Conduct
434b.Schedule A
435.Schedule C
436.Schedule A
437.Schedule A
438.Schedule A
430o.Schedule A
431.Schedule A432.Schedule A-Conduct or Schedule C–Conduct at the Discretion of the City433.Schedule A
434a.Schedule A–Conduct
430j.Schedule A-Conduct
430k.Schedule A-Conduct
430l.Schedule A-Conduct
430m.Schedule A-Conduct
430n.Schedule A
430e.Schedule A430f.Schedule A-Conduct
430g.Schedule A-Conduct
430h.Schedule A
430i.Schedule A-Conduct
429.Schedule A
430a.Schedule A
430b.Schedule A
430c.Schedule A
430d.Schedule A
424.Schedule C
425.Schedule A-Public Safety
426.Schedule A-Public Safety
427. Schedule A
428.Schedule A-Conduct
422c.Schedule C
422d.Schedule A–Public Safety423a.Schedule A-Public Safety423b.Schedule A-Public Safety
423c.Schedule A-Public Safety
420b.Schedule C
420c.Schedule A
421.Schedule A-Public Safety
422a.Schedule A
422b.Schedule C
419b Schedule A419cSchedule A-Conduct
419d Schedule C-Conduct
419e Schedule A
420a.Schedule C–Public Safety
415.Schedule A-Conduct
416.Schedule C
417.Schedule C
418.Schedule C
419a Schedule A-Public Safety
414.Schedule A-Conduct for 1st Violation, Schedule C– Conduct for 2nd Violation
E2 - 3Taxicab Fines
8.A.d
Packet Pg. 247 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Taxicab Rule Penalty Schedule
702.none
703.none
631.Schedule A–Public Safety or Schedule B-Public Safety
632.Schedule B – Public Safety
701.none
626.Schedule B627.Schedule B628.Schedule B
629.Schedule A-Public Safety or Schedule B–Public Safety
630.Schedule C or Schedule D
621.Schedule B
622.Schedule B
623.Schedule A or Schedule B
624.Schedule A–Conduct or Schedule B-Conduct
625.Schedule A–Conduct or Schedule B-Conduct
616.Schedule B
617.Schedule B
618.Schedule B
619.Schedule B
620.Schedule B
611.Schedule A or Schedule B
612.Schedule A–Public Safety or Schedule B-Public Safety
613.Schedule A–Conduct614.Schedule A or Schedule B615.Schedule B
607f.Schedule A–Conduct or Schedule B-Conduct
607g.Schedule A or Schedule B
608.Schedule A-Public Safety or Schedule B – Public Safety
609.Schedule A-Public Safety or Schedule B–Public Safety
610.Schedule A or Schedule B
607a.Schedule A or Schedule B607b.Schedule A or Schedule B607c.Schedule A or Schedule B
607d.Schedule A–Conduct or Schedule B-Conduct
607e.Schedule A–Conduct or Schedule B-Conduct
602.Schedule B-Public Safety
603.Schedule A-Public Safety or B-Public Safety
604.Schedule A or Schedule B
605.Schedule A-Conduct or Schedule B-Conduct
606.Schedule A-Public Safety or Schedule B – Public Safety
511.none
512.none
513. none
514.none
601.Schedule A or Schedule B
506.Schedule B
507.Schedule B
508.Schedule B-Conduct509.none510.none
501.Schedule D
502.Schedule B
503.Schedule A-Conduct or Schedule B-Conduct
504.Schedule B-Conduct
505.Schedule B-Conduct
456b.Schedule A456c.Schedule A456d.Schedule C
457.Schedule A
458.Schedule A
452.Schedule A
453.Schedule A
454.Schedule A
455.Schedule A
456a.Schedule A
E2 - 4Taxicab Fines
8.A.d
Packet Pg. 248 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code
Section Description City Penalty
Amount
Current
State Fees
Total
Penalty
Late Payment
Penalty Amount
3.04.030(a)Beach Parking Lot Permits (Sunset to Sunrise)$50.50 $12.50 $63.00 $63.00
3.04.050(a)Payment of Posted Fee Required-Attendant $50.50 $12.50 $63.00 $63.00
3.04.050(b)Payment of Posted Fee Required-Pay Machine $50.50 $12.50 $63.00 $63.00
3.04.100 Parking Spaces $45.50 $12.50 $58.00 $58.00
3.06.040 Car Share Permit Required $150.50 $12.50 $163.00 $163.00
3.08.110 Preferential Parking $55.50 $12.50 $68.00 $68.00
3.12.270 Disobey Posted Signs $55.50 $12.50 $68.00 $68.00
3.12.380 Parking on Drive Apron/Parkway/Sidewalk $50.50 $12.50 $63.00 $53.00
3.12.730 Green Zone - 15 Minutes $45.50 $12.50 $58.00 $58.00
3.12.740 Yellow Load Zone 7am - 6pm Mon-Sat $45.50 $12.50 $58.00 $58.00
3.12.760 White Zone - Max of 3 Minutes $45.50 $12.50 $58.00 $58.00
3.12.775a Disabled Placard - Use of Lost, Stolen, Revoked or
$350.50 $12.50 $363.00 $36.00
3.12.775b Disabled Placard - Not Used For Transport of Person
$350.50 $12.50 $363.00 $36.00
3.12.775c Disabled Placard - Use of Counterfeit, Forged, Altered
$350.50 $12.50 $363.00 $36.00
3.12.790(b)Head in Parking $50.50 $12.50 $63.00 $63.00
3.12.820 Block Passage of Vehicle In Alley $55.50 $12.50 $68.00 $68.00
3.12.830 Parking Prohibited in Specified Places $60.50 $12.50 $73.00 $73.00
3.12.840 Overtime Parking $45.50 $12.50 $58.00 $58.00
3.12.845 Street Sweeping $60.50 $12.50 $73.00 $73.00
3.12.850 30 Minute Parking Between 3-5 am $50.50 $12.50 $63.00 $63.00
3.12.860 Oversize Vehicles - 9pm - 6am $60.50 $12.50 $73.00 $73.00
3.12.870 Oversize Commercial Vehicle in Residential Area $65.50 $12.50 $78.00 $78.00
3.12.880 Parking of Trailers $65.50 $12.50 $78.00 $78.00
3.12.890 Vehicle Parked for Advertising $92.50 $12.50 $105.00 $105.00
3.12.910 Wash Car - Street Alley $40.50 $12.50 $53.00 $53.00
3.12.920 Storing/Servicing/Rebuilding - Public Way $80.50 $12.50 $93.00 $93.00
3.12.930 Parking on Private Property w/o Permission $55.50 $12.50 $68.00 $68.00
3.12.950 Parking on Private Unpaved Lot $55.50 $12.50 $68.00 $68.00
3.12.1000 Vehicle Parked on Street for Sale $92.50 $12.50 $105.00 $105.00
3.12.1010 Unattended Vehicle-Keys in Ignition $50.50 $12.50 $63.00 $63.00
3.12.1050 Parked on Front Lawn $55.50 $12.50 $68.00 $68.00
3.16.120 Operating a Parking Meter $50.50 $12.50 $63.00 $63.00
3.16.240 O/T Meter Parking - Past Time Limits $50.50 $12.50 $63.00 $63.00
3.16.241 O/T Lot Parking - Past Time Limit $50.50 $12.50 $63.00 $63.00
3.16.242 Parking without charging at public electric vehicle
charging station
$50.50 $12.50 $63.00 $63.00
3.16.250 Expired Meter $50.50 $12.50 $63.00 $63.00
3.16.260 Parking Beyond Meter Space $45.50 $12.50 $58.00 $58.00
Code
Section Description Penalty
Amount
Current
State Fees
Total
Penalty
Late Payment
Penalty Amount
5200 Failure to Display Both Plates1 $25.00 See footnote #1 $25.00 $25.00
Exhibit 3 - Schedule of Civil Penalties for Parking
Violations and for Late Payments
SANTA MONICA MUNICIPAL CODE VIOLATIONS
CALIFORNIA VEHICLE CODE VIOLATIONS
E3 - 1Parking Fines
8.A.d
Packet Pg. 249 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Code
Section Description City Penalty
Amount
Current
State Fees
Total
Penalty
Late Payment
Penalty Amount
5201 Positioning of Plates1 $25.00 See footnote #1 $25.00 $25.00
5204 No Current License Plate Tab1 $25.00 See footnote #1 $25.00 $25.00
21113A Illegally Parked on State Property $50.50 $12.50 $63.00 $63.00
21211B Parked in Bike Lane $80.50 $12.50 $93.00 $93.00
22500a Parked in Any Intersection $55.50 $12.50 $68.00 $68.00
22500b Parked in Any Crosswalk $55.50 $12.50 $68.00 $68.00
22500c Parked in Any Safety Zone $55.50 $12.50 $68.00 $68.00
22500d Parked Within 15 feet of Fire Station $55.50 $12.50 $68.00 $68.00
22500e Parked in Front of Private/Public Driveway $55.50 $12.50 $68.00 $68.00
22500f Parked on Sidewalk (except electric carts)$55.50 $12.50 $68.00 $68.00
22500g Parked near Excavation Causing Hazard $55.50 $12.50 $68.00 $68.00
22500h Double Parking $55.50 $12.50 $68.00 $68.00
22500i Parked in Bus Zone $280.50 $12.50 $293.00 $29.00
22500k Parked on Any Bridge $55.50 $12.50 $68.00 $68.00
22500I Stopping/Blocking Disabled Access Ramp $350.50 $12.50 $363.00 $36.00
22500M Bus Lane $280.50 $12.50 $293.00 $29.00
22500.1 Parked in Fire Lane $50.50 $12.50 $63.00 $63.00
22502 Curb Parking $50.50 $12.50 $63.00 $63.00
22502a Parked Within 18" of Curb $50.50 $12.50 $63.00 $63.00
22507.8a Parked in Handicapped Space w/o ID $350.50 $12.50 $363.00 $36.00
22507.8b Blocking Disabled parking $350.50 $12.50 $363.00 $36.00
22507.8c Parked on/in Handicapped Access Area $350.50 $12.50 $363.00 $36.00
22509 Parked on Hill w/o Securing Vehicle $50.50 $12.50 $63.00 $63.00
22514 Parked within 15 Feet of Fire Hydrant $55.50 $12.50 $68.00 $68.00
22515a Vehicle w.o Driver, Engine Running $50.50 $12.50 $63.00 $63.00
22515b Setting Brake/Lock Wheels on Highway $50.50 $12.50 $63.00 $63.00
22516 Vehicle Locked w/o Means to Escape $50.50 $12.50 $63.00 $63.00
22520 Parked on Freeway - Non-Emergency $50.50 $12.50 $63.00 $63.00
22520.5a Vending on or Near Freeways $50.50 $12.50 $63.00 $63.00
22521 Parked Less than 7.5 Feet from RR Track $50.50 $12.50 $63.00 $63.00
22522 Parked Less than 3 Feet from Sidewalk Ramp $350.50 $12.50 $363.00 $36.00
22523a,b Abandon Vehicle on Highway $130.50 $12.50 $143.00 $143.00
22526a Gridlock - In Intersection $80.50 $12.50 $93.00 $93.00
22526b Gridlock - During Turn $80.50 $12.50 $93.00 $93.00
Code
Section Description Penalty
Amount
Current
State Fees
Total
Penalty
Late Payment
Penalty Amount
Violation of Any Other Law Regulating the Parking or
Standing of Vehicles
$50.50 $12.50 $63.00 $63.00
UNLISTED PROVISIONS OF THE LAW
1The $25.00 penalty fee amount includes the $12.50 State Fee. If the violations are corrected within the period of time provided
by the California Vehicle Code, the civil penalty shall be reduced to $10.00, and the State fee assessed shall be $5.00.
E3 - 2Parking Fines
8.A.d
Packet Pg. 250 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Fine Description
Police
Second and Third responses within the same fiscal year $164.86 each
Fourth and subsequent responses within the same fiscal year $247.28 each
Fire
False Alarm Response: Third and subsequent responses at the same location
within the same calendar year.
323.52 each
Exhibit 4 - False Alarm Fine Schedule
Fines
E4 - 1False Alarm Fines
8.A.d
Packet Pg. 251 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
Fine Description Fines
Fines to be assessed per item, per day.
Overdue Adult Book, CD, Audio Book, Periodical $0.25
Overdue Children's Book, CD, Audio Book, Periodical $0.15
Overdue New Adult Book $0.50
Overdue Adult or Children's Video or DVD $1.00
Overdue Interlibrary Loan Material $1.00
Overdue Technology Device, In-House (maximum $5.00)1.00 (per hour)
Overdue Technology Device, Off-Site Loan (maximum $50.00)$5.00 (per day)
Processing for Lost or Damaged Items $10.00
(per item plus cost
of item)
Collection Agency Referral $10.00
Maximum Late Fine for Each Overdue Adult Item $10.00
Maximum Late Fine for Each Overdue Children's Item $5.00
Exhibit 5 - Library Fine Schedule
E5 - 1Library Fines
8.A.d
Packet Pg. 252 Attachment: Attachment D - Fines Resolution with exhibits [Revision 1] (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT F
February 8, 2022 Page 1 of 3
Update on Park Planning Priorities
A two-year limited-term Senior Park Planner position was restored with the FY21-23 Biennial Budget
aided by one-time American Rescue Plan (ARPA) funds. With the City’s 2020 organizational
restructuring, long-term park planning was moved from the former Community and Cultural Services
Department (now the Community Services Department) into Community Development (formerly
Planning and Community Development). Specifically, the park planning function was moved into the
City Planning Division to better align long-range park and open space planning with the City Planning
Division’s citywide planning efforts.
After discussion with Community Services and Public Works staff (e.g. Community Recreation, Public
Landscape, Architectural Services) involved in maintaining, operating, and improving parks, the following
represents the priority work plan for the two-year limited term position:
1. Policy Development & Action Plan – Revisit Parks & Recreation Master Plan Update Through
Data Collection and Analysis related to park system and the beach. The Parks and Recreation
Master Plan (PRMP) Update will be revisited in order to provide an updated framework for the
PRMP in light of new realities (both economic and the way that parks are used) brought about
by the COVID-19 pandemic. The intent in revisiting the PRMP is to develop an action plan for the
PRMP’s broad vision for parks to guide decision-making. Revisiting the PRMP will involve four
major components:
• Park Condition Assessment – This will be done in partnership with Architectural
Services staff to assess the physical condition of park infrastructure to create data that
will inform how to prioritize the replacement and maintenance of parks infrastructure.
o Example of why this is important: There are several playgrounds that are closed
because they have been discovered to have reached the end of useful life.
Some are so old that there are no longer replacement parts available to
maintain them and therefore must be removed. There are also instances where
basketball courts that need resurfacing have been required to be closed due to
safety concerns. The lack of understanding of the condition of parks
infrastructure hinders the City’s ability to budget and plan for future needs.
• Park Use Study – This is a study to gather information on how existing parks and open
space are being used and better understand park users’ evolving needs. Based on
similar types of park use studies, the study would consist of intercept surveys, entrance
counts, and observations. The Senior Park Planner would seek to partner with academic
institutions to develop scope and cost of the study to prepare a funding proposal. This
study is not funded and part of the effort would include identifying alternative funding
sources.
• Internal Assessment of Pandemic Impact on Parks – This assessment would be
conducted internally by City staff to understand the financial impacts to the park system
due to the COVID-19 emergency that resulted in budget cuts that impacted operation of
facilities, eliminated programs, and park maintenance. Throughout the COVID-19
emergency, public parks have taken on new meaning as places of recreation, respite,
and enjoyment for the community. This internal assessment would provide opportunity
to review information from across the organization on how the role of parks has
changed with the pandemic, the new ways that parks are being used, and how to adjust
and plan for a new reality of reduced resources.
8.A.f
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ATTACHMENT F
February 8, 2022 Page 2 of 3
• These data collection efforts will inform decisions regarding the park system. Previously,
data collection occurred in an ad-hoc manner largely in response to questions or
community requests. It is often time-consuming to find data or information is unknown,
meaning that decisions could be made without fully understanding long-term impacts
on the park system and affected user groups. Data and analysis will also help to develop
strategies for complex park amenities (e.g. sports courts, sports fields, dog parks) and
formalize a process to evaluate and assess the demand for new and emerging park
activities.
2. Provide Guidance for Parks Capital Improvements. New parks improvements that are driven
by health and safety concerns is a priority of Community Services, Public Works, and Community
Development. While the project management of CIP projects will be led by client divisions (e.g.
Community Recreation, Public Landscape), the park planner will evaluate capital projects within
the overall framework of the PRMP and provide guidance to collaborating departments on the
proposed park improvements. In this role, the park planner has and will continue to support
project initiation, concept development, and feasibility assessment and advise during consultant
selection and design phase in order to ensure alignment between improvements and long-term
vision. There are some parks capital improvement projects (CIPs) in process that have identified
funding (e.g. Douglas Park Playground Reconstruction, Marine Park Community Gardens) and
others that are CIP requests to address immediate health and safety concerns. These are
projects that already have City funding and were previously in progress but do not include new
ideas or projects that would require significant commitment of staff resources and additional
funding or partnerships, unless they are necessary to address immediate health and safety
concerns.
3. Seek Alternative Funding Sources & Partnerships for More Significant New Parks
Improvements. There are a number of projects that were in progress that will need to seek
alternative funding sources. The park planner will focus on advising staff who are implementing
those projects (e.g. Marine Park Park playground, which is already grant funded) and lead new
community engagement efforts (e.g. 19th St lot). This work of identifying grants and partnership
opportunities will build from the prioritization of projects resulting from revisiting the PRMP.
4. Support Development of Beach Master Plan/Management Plan. The beach has often been
thought of as separate from the park system, but it is the City’s largest open space and vital to
the City’s identity and economy. The Senior Park Planner would support the development of a
beach master plan/management plan to inform the long-term sustainability of the beach with
an emphasis on supporting the overall beach visitor experience in addition to setting a
foundation for the 2028 Olympics. This is a collaboration of Community Development and
Public Works staff and work is underway on the submittal of a grant funding proposal for a
Beach Master Plan/Management Plan.
5. Support post-closure planning efforts for the Santa Monica Airport. The Santa Monica Airport
could close after December 31, 2028. Planning for the evolution of the airport’s 227 acres after
its closure will be an expansive interdepartmental and community-driven effort. There are
significant opportunities for parks and recreation after the closure of the airport that require
park planning expertise. The park planner would be a key partner for the Airport to Park
conversion. Planning for the conversion of the airport will be a major effort that requires
significant staffing and funding resources. Project management of this effort requires the focus
8.A.f
Packet Pg. 254 Attachment: Attachment F - Update on Park Planning Priorities (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT F
February 8, 2022 Page 3 of 3
of a full-time role with the ability to engage and sustain many community voices over a
potentially long period of time. However, pending allocation of additional resources, the park
planner in collaboration with Architectural Services could take steps to advance the following:
a. Work with Architectural Services to refine a scope of work in preparation for a RFQ to
begin designing a community engagement process regarding the conversion of the
airport into a park
i. Have the community engagement process be guided by preliminary research on
models for conversion of the airport on the airport conversion
b. Work with Economic Development to pursue partnerships and alternative funding for construction of the airport park expansion project as a first step towards future airport
conversion
c. Collaborate with other departments to identify one-time and ongoing costs for a
potential future park based on review and studies of other similar airport conversions
This work plan represents a shift away from specific park projects in favor of a more strategic approach
to park planning that relies on collecting data and assessing the park system as a whole in order to most
efficiently direct limited funding and resources towards the highest priority park improvements.
Prioritization of parks capital improvements would be informed by data and a broad understanding of
the tradeoffs and long-term impacts on the park system. Having a framework to prioritize capital
improvements also allows the Senior Park Planner to be opportunistic in seeking alternative funding
sources for these improvements.
This priority work plan was supported by the Recreation and Parks Commission at their September 23,
2021 meeting.
8.A.f
Packet Pg. 255 Attachment: Attachment F - Update on Park Planning Priorities (4753 : FY 2021-22 Midyear Budget)
ATTACHMENT G
City Department Board/Commission/Task Force Average # of Public Members
who attended meetings prior
to COVID
Average # of Public Input received
prior to COVID
Average # of Public Attendees during
COVID
Average #r of Public input received
per virtual meeting
Average # of Written Comments Per
Meeting
Airport Commission 10-12 8-10 3-4 1-2 3-4
40+ for big items
Clean Beaches and Ocean Parcel Tax Citizens Oversight Committee 0 0 0 0 0
Commission on Sustainability, Environmental Justice, and the Environment 5-10 2-4 2-4 1-2 0
Urban Forest Task Force 10 2 16 2 0-1
Arts Commission 0-3 0-2 0-2 0-2 0-2
Commission for the Senior Community 0-3 N/A (No meetings) N/A (No meetings) 0.16
Commission on the Status of Women 0-3 N/A (No meetings) N/A (No meetings) 0.08
Disabilities Commission 0-3 Staff not in attendance; unknown Staff not in attendance; unknown 1
Social Services Commission 6-10 Staff not in attendance; unknown Staff not in attendance; unknown 1
Housing Commission 5-10 4 10 4 2
8-12 for big items
Recreation and Parks Commission 0-5 0-5 0-5 0-5 0-2
Architectural Review Board 5-10 1-2 5 0 2-3
Building and Fire-Life Safety Commission 0-2 0-2 0 0 0-2
Landmarks Commission 10-15 5 10-15 5 10-15
Planning Commission 15-20 9
100+ for big items
17 19 54
400 for big items
Finance Audit Subcommittee 0 0 0 0 0
Human Resources Personnel Board 1-2 1-2 1-2 1-2 0
Library Santa Monica Library Board 0 0 0 0 1
City Manager Public Safety Reform and Oversight Commission Did not exist prior to COVID Did not exist prior to COVID 3-17 3 1
Public Participation at Board and Commission Meetings
In 2019, these commissions heard 112
public comments from 65 unique
speakers. Average of 2 comments per
meeting.
Public Works
Community Services
Community Development
8.A.g
Packet Pg. 256 Attachment: Attachment G - Public Participation at Meetings (4753 : FY 2021-22 Midyear Budget)
- 1 -
Contract No. 10929(CCS)
PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement (“Agreement”), entered into as of
_________________(“Execution Date”), by and between the City of Santa Monica
(“City”) and MOSS ADAMS LLP (“MOSS ADAMS LLP”), is made with reference to the
following:
RECITALS:
A. The City is a municipal corporation duly organized and validly existing under the laws
of the State of California with the power to carry on its business as it is now being
conducted under the statutes of the State of California and the Charter of the City.
B. MOSS ADAMS LLP is qualified to do business, and is doing business, in the State of
California. MOSS ADAMS LLP represents it has the background, knowledge,
experience and expertise necessary to provide the services set forth in this Agreement.
C. The City and MOSS ADAMS LLP now desire to enter into an agreement for MOSS
ADAMS LLP to provide professional services to the City.
NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as
follows:
TERMS AND CONDITIONS
1. Term.
1.1 Initial Term. The initial term of this Agreement (the “Initial Term”) shall begin
on the Execution Date and terminate one year after the Execution Date, unless sooner
terminated in accordance with Section 14.
1.2 Options to Extend. The City has four options to renew, on the mutual agreement
of the City and MOSS ADAMS LLP, to extend the term of this Agreement on all the
same terms and conditions, for additional one-year periods (each, an “Extension
Term”). Each option to renew (each, a “Letter Renewal”) shall be administratively
exercised by letter correspondence.
2. MOSS ADAMS, LLP Services. MOSS ADAMS LLP will perform all of the services
(“Services”) described in Exhibit A, Scope of Services. MOSS ADAMS LLP will
complete the Services in accordance with Exhibit B, Budget.
3. City Services. The City agrees to:
3.1 Make available to MOSS ADAMS LLP any currently existing documents, data
or information required for the performance of the Services.
3.2 Designate a representative authorized to act on behalf of City.
DocuSign Envelope ID: ADACBD43-9561-42DA-817E-F90C876EABE3
10/9/2019
8.A.h
Packet Pg. 257 Attachment: Attachment H - Moss Adams Original Agreement (4753 : FY 2021-22 Midyear Budget)
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3.3 Promptly examine and render findings on all documents submitted for staff
review by MOSS ADAMS LLP.
4. Compensation. The City will compensate MOSS ADAMS LLP for the Services
performed during the Initial Term in an amount not to exceed $150,000, as set forth
in Exhibit B. The total amount of compensation for Services performed during the
initial Term and all Extension Terms (if any) shall not exceed $750,000, as set forth in
Exhibit B.
5. Invoices. MOSS ADAMS LLP will invoice the City for the Services in accordance with
Exhibit B and the City will pay any undisputed amount within 30 days of receipt.
6. Notices. All notices, demands, requests or approvals to be given under this
Agreement, must be in writing and will be deemed served when delivered personally,
by email, or on the third business day after deposit in the United States mail, postage
prepaid, registered or certified, addressed as follows:
6.1 All notices, demands, requests or approvals to the City:
Administration Finance Department
City of Santa Monica
1717 4th Street Suite 250
Santa Monica, California 90401
Attention: Gigi Decavalles-Hughes
Re: Contract No. 10909
with a copy to:
Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: City Attorney
Re: Contract No.
6.2 All notices, demands, requests or approvals to MOSS ADAMS LLP:
MOSS ADAMS LLP
999 Third Avenue Suite 2800
Seattle, WA 98104, USA
Attention: Mark Sterenka
Tel: 206-302-6409
Re: Contract No. 10909
With a copy to: General Counsel, at the same address.
7. Independent Parties. Both parties to this Agreement will be acting in an independent
capacity and not as agents, employees, partners, or joint venturers of one another.
DocuSign Envelope ID: ADACBD43-9561-42DA-817E-F90C876EABE3 8.A.h
Packet Pg. 258 Attachment: Attachment H - Moss Adams Original Agreement (4753 : FY 2021-22 Midyear Budget)
- 3 -
Neither the City nor its officers or employees will have any control over the conduct
of MOSS ADAMS LLP or any of MOSS ADAMS LLP’s agents, employees, or
subconsultants, except as otherwise provided in this Agreement.
8. Integrated Contract. This Agreement represents the full and complete understanding
of every kind or nature whatsoever between the parties. Any preliminary negotiations
and agreements of any kind or nature are merged into this Agreement. No oral
agreement or implied covenant may be held to vary the provisions of this Agreement.
This Agreement may be modified only by written agreement signed by City and
MOSS ADAMS LLP and approved as to form by the City Attorney.
9. Insurance. Prior to commencing work, MOSS ADAMS LLP must procure, maintain
and pay for insurance against claims for injuries to persons or damage to property that
may arise from or in connection with the performance of the Services by MOSS
ADAMS LLP or MOSS ADAMS LLP’s agents, representatives, employees or
subconsultants for the duration of this Agreement. MOSS ADAMS LLP must obtain
insurance that, at a minimum, meets the requirements for insurance set forth in
Exhibit C, Insurance Requirements and Verifications.
10. Defense and Indemnification.
10.1 Indemnification. As to MOSS ADAMS LLP’s Services produced under this
Agreement, MOSS ADAMS LLP agrees to defend, indemnify, protect, and
hold harmless the City, its agents, officers, boards and commissions, and
employees (collectively, “City”) from and against any and all liability, claims,
demands, damages, or costs, including but not limited to attorney’s fees, or
payments for injury to any person or property (collectively, “Losses”) to the
extent caused by or claimed to be caused by the acts, errors and/or omissions
of MOSS ADAMS LLP, or MOSS ADAMS LLP’s employees, agents, officers,
and subconsultants. Notwithstanding the foregoing or anything to the contrary
in this Agreement, and solely with respect to claims related to the rendering of
professional services under this contract, MOSS ADAMS LLP’s obligations set
forth above shall only apply to the extent the Losses arise or result from the
negligent acts, errors, or omissions of MOSS ADAMS LLP, its employees or
agents. Notwithstanding MOSS ADAMS LLP’s obligation to defend City
hereunder, City has the right to conduct its own defense and seek
reimbursement for reasonable costs of defense from MOSS ADAMS LLP, if
City chooses to do so, to the extent MOSS ADAMS LLP fails to conduct a
defense as set forth above.
10.2 Enforcement Costs. MOSS ADAMS LLP agrees to pay any and all costs the
City incurs enforcing the indemnity, defense and hold harmless provisions set
forth in Section 10.1.
DocuSign Envelope ID: ADACBD43-9561-42DA-817E-F90C876EABE3 8.A.h
Packet Pg. 259 Attachment: Attachment H - Moss Adams Original Agreement (4753 : FY 2021-22 Midyear Budget)
- 4 -
11. Prohibition Against Transfers.
11.1 MOSS ADAMS LLP may not assign, hypothecate, or transfer this Agreement
or any interest therein directly or indirectly, by operation of law or otherwise
without the prior written consent of City. Any attempt to do so without the
City’s consent will be null and void, and any assignee, hypothecatee or
transferee acquires no right or interest by reason of such attempted assignment,
hypothecation or transfer.
11.2 The sale, assignment, transfer or other disposition of any of the issued and
outstanding capital stock of MOSS ADAMS LLP or of any general partner or
joint venturer or syndicate member of MOSS ADAMS LLP, if a partnership or
joint venture or syndicate exists, which results in changing the control of
MOSS ADAMS LLP, will be construed as an assignment of this Agreement.
Control means 50% or more of the voting power of the corporation.
12. Permits and Licenses. MOSS ADAMS LLP, at its sole expense, must obtain and
maintain during the term of this Agreement all required business and professional
permits, licenses and certificates.
13. Waiver. A waiver of any breach of this Agreement may not be deemed a waiver of any
subsequent breach of the same or any other term, covenant, or condition of this
Agreement.
14. Default and Termination.
14.1 If MOSS ADAMS LLP fails or refuses to perform any of the provisions of this
Agreement, and if the default is not cured within a period of five days after the
City’s written notice of default specifying the nature of the default, City may
immediately terminate this Agreement by written notice to MOSS ADAMS
LLP.
14.2 The City has the option, at its sole discretion and without cause, of terminating
this Agreement by giving ten days’ written notice to MOSS ADAMS LLP.
Upon termination of this Agreement pursuant to this Section 14.2, City will
pay MOSS ADAMS LLP any compensation earned and unpaid up to the
effective date of termination.
15. Compliance with Law. MOSS ADAMS LLP must comply with all laws of the State of
California and the United States, and all ordinances, rules, and regulations enacted or
issued by City.
16. Discrimination. MOSS ADAMS LLP may not discriminate in the provision of
services hereunder because of race, color, religion, national origin, ancestry, sex, age,
sexual orientation, marital status, AIDS or disability.
17. Nuisance. MOSS ADAMS LLP may not maintain, commit, or permit the
maintenance or commission of any nuisance in connection with the performance of
services under this Agreement.
DocuSign Envelope ID: ADACBD43-9561-42DA-817E-F90C876EABE3 8.A.h
Packet Pg. 260 Attachment: Attachment H - Moss Adams Original Agreement (4753 : FY 2021-22 Midyear Budget)
- 5 -
18. Records.
18.1 MOSS ADAMS LLP must maintain complete and accurate records with respect
to costs, expenses, receipts and other such information required by the City for
any services provided where compensation is on the basis of hourly rates,
subconsultant costs, or other direct costs. MOSS ADAMS LLP must keep the
records, together with supporting documents, separate from other documents
and records and maintain them for a period of three years after receipt of final
payment.
18.2 MOSS ADAMS LLP must maintain records in sufficient detail to permit an
evaluation of the Services and in accordance with generally accepted
accounting principles. MOSS ADAMS LLP must clearly identify all records
and make them readily accessible to the City. At the City’s request, MOSS
ADAMS LLP must provide records in an electronic format and, if necessary,
access to any proprietary software to view such electronic records, provided
such access does not violate any applicable license terms.
18.3 MOSS ADAMS LLP must allow the City to have free access to MOSS ADAMS
LLP’s books and records and to inspect all work, data, documents, proceedings
and activities related to this Agreement. The City has the right to examine or
audit MOSS ADAMS LLP’s records, and MOSS ADAMS LLP agrees to
cooperate with any examination or audit of its records. MOSS ADAMS LLP
agrees to pay the amount of any undisputed overcharge.
19. Work Product; Reports.
19.1 Any final reports and other completed deliverables prepared or caused to be
prepared by MOSS ADAMS LLP or any subconsultant for this Agreement and
provided to the City, excluding any MOSS ADAMS LLP Material (defined
below) contained or embodied therein will be the exclusive property of City.
No work product given to or prepared by MOSS ADAMS LLP or any
subconsultant pursuant to this Agreement may be made available to any
individual or organization by MOSS ADAMS LLP without prior written
approval by City. MOSS ADAMS LLP shall own: (i) its working papers and
any engagement documentation; and (ii) any accounting-related general skills,
know-how, expertise, ideas, concepts, methods, techniques, processes, software,
materials or other intellectual property or information which may have been
discovered, created, received, develop or derived by MOSS ADAMS LLP either
prior to or as a result of providing services under the Agreement (collectively,
“MOSS ADAMS LLP Materials”). The City shall have a non-exclusive,
nontransferable license to use MOSS ADAMS LLP Materials for its own
internal use and only for the purposes for which they are delivered to the
extent they form part of a final report or deliverable. Notwithstanding anything
to the contrary of this Agreement, MOSS ADAMS LLP and its personnel are
free to use and employ their general skills, know-how, and expertise, and to use,
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disclose, and employ any generalized ideas, concepts, know-how, methods,
techniques, or skills gained or learned during the course of this Agreement so
long as they acquire and apply such information without any unauthorized use
or disclosure of confidential or proprietary information of City.
19.2 At the City’s request, MOSS ADAMS LLP must furnish reports concerning the
status of the Services.
20. Standard of Care. MOSS ADAMS LLP agrees to provide all Services, including
services performed by any subconsultant, in a manner consistent with the level of care
and skill ordinarily exercised by members of MOSS ADAMS LLP’s profession
currently practicing in the same locality under similar conditions.
21. Subconsultants.
21.1 If MOSS ADAMS LLP proposes to have any subconsultant perform any part of
the Services, MOSS ADAMS LLP must submit a request for approval in
writing, describing the scope of work to be subcontracted, the name of the
proposed subconsultant, and the total price or hourly rates used in preparing
an estimated cost for the subconsultant’s services. The City, in its sole
discretion, may grant or deny the request.
21.2 MOSS ADAMS LLP will be responsible for the quality of any subconsultant’s
work. Every subcontract or agreement of any kind entered into between MOSS
ADAMS LLP and any subconsultant (or between any subconsultant and
others) must contain the following provision:
This agreement is consistent with all terms and conditions of
the Agreement No. 10929 (CCS) entered into between the City
of Santa Monica and MOSS ADAMS LLP
on^^____________________.
22. Governing Law. The laws of the State of California, without regard to any choice of
law provisions, will govern this Agreement.
23. Venue and Jurisdiction. The City and MOSS ADAMS LLP agree that the Services
will take place in Los Angeles County. Any litigation arising out of this Agreement
may only be brought in either the United States District Court, Central District of
California, or the Superior Court of California, County of Los Angeles, West District,
as appropriate. The parties agree that venue exists in either court, and each party
expressly waives any right to transfer to another venue. The parties further agree that
either court will have personal jurisdiction over the parties to this Agreement.
24. Survival of Provisions and Obligations. Any provision of this Agreement, which by its
nature must be exercised after termination of this Agreement, will survive termination
and remain effective for a reasonable time. Any obligation that accrued prior to
termination of this Agreement will survive termination of this Agreement.
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10/9/2019
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- 7 -
25. Exhibits. The following exhibits are incorporated by reference into this Agreement as
though fully set forth herein.
Exhibit A Scope of Services
Exhibit B Budget
Exhibit C Insurance Requirements
In witness whereof, the parties have caused this Agreement to be executed the day and
year first above written.
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________
LANE DILG
City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
RICK COLE
City Manager
MOSS ADAMS LLP
#VENDOR
By: ________________________________
DocuSign Envelope ID: ADACBD43-9561-42DA-817E-F90C876EABE3
City Attorney
10/8/2019
Lane Dilg
10/8/2019
Mark Steranka
Moss Adams LLP
Partner
10/9/2019
City Manager
Rick Cole
City Clerk
Denise Anderson-Warren
10/9/2019
8.A.h
Packet Pg. 263 Attachment: Attachment H - Moss Adams Original Agreement (4753 : FY 2021-22 Midyear Budget)
Exhibit A
Scope of Services
Moss Adams LLP will provide internal audit services and agreed upon procedures in
accordance with applicable industry standards including, but not limited to, those
established by the Institute of Internal Auditors (IIA) and the American Institute of CPAs
(AICPA). These services include, but are not limited to:
Risk assessments. Advice and consultation on the design, preparation and
compilation of risk assessments. Upon request, prepare, coordinate, and perform
the identified risk assessment(s).
Audit plan. Develop an annual audit schedule in coordination with the City
Manager and City management, with the advice of the Audit Subcommittee of the
City Council.
Audits. Perform internal audits and produce audit reports, findings and
recommendations. Topic areas include operational audits, internal control
reviews, audits designed to detect fraud or malfeasance, revenue enhancement
audits, and special audits as directed by the City Manager.
Consultation and guidance. Within audit independence standards, consult with
and advise staff in developing responses to audit findings.
Monitoring and reporting. Monitor recommended corrective actions and report
to stakeholders, including the City Manager, staff, the Audit Subcommittee of the
City Council, and the City Council.
Presentation and communication. Communicate recommendations and
conclusions to stakeholders.
Moss Adams LLP will ensure these services will be performed by staff that is fully qualified and
with the appropriate experience (not just junior staff). Upon request, partners or managers will
be available during City Council meetings to discuss the progress of audits, reports and any
recommendations.
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Exhibit B
Budget
Contractor shall provide the services described in Exhibit A pursuant to the pricing
schedule below and in an amount not to exceed $150,000 in year one of the contract, and
$150,000 per year for any renewal options exercised, for a total not to exceed of $750,000
over five years, contingent on Council budget approval.
Services will be provided based on the hourly rates below for each level staff to be assigned
to any engagement and are inclusive of all fringe benefits, indirect costs, profit, etc.
Title Hourly Rate
Partner $300-$350
Director $300-$350
Senior Manager $250-$300
Manager $225-$250
Senior $200-$225
Staff $150-$200
Expenses include out-of-pocket costs for travel (i.e. airfare, lodging, auto expenses, parking,
and meals).
Projects will be coordinated with City Staff and all project costs will be based on the
hourly rates shown above and will be subject to budget appropriation. Project costs may
not exceed initial project estimates without receiving prior approval by the City Manager’s
office. Any project cost overages incurred without prior approval might not be
reimbursed at the City’s discretion.
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Exhibit C
Professional Services Agreement Insurance Requirements – Template 1
Professional Liability Insurance Required
Consultant shall procure and maintain for the duration of the Agreement insurance against
claims for injuries to persons or damages to property that may arise from or in connection
with the performance of the work hereunder by the Consultant, its agents, representatives,
employees or subcontractors.
Minimum Scope and Limits of Insurance
Coverage shall be at least as broad as:
1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01
covering CGL on an “occurrence” basis, including products and completed operations,
property damage, bodily injury and personal and advertising injury, with limits of no
less than $1,000,000 per occurrence. If a general aggregate limit applies, either the
general aggregate limit shall apply separately to this project/location (Insurance Services
Office Form CG 25 04) or the general aggregate limit shall be twice the required
occurrence limit.
2. Automobile Liability: Insurance Services Office Form CA 00 01 covering Code 1 (any
auto), or if Consultant has no owned autos, Code 8 (hired) and Code 9 (non-owned),
with limits of no less than $1,000,000 per accident for bodily injury and property
damage.
3. Workers’ Compensation: Workers’ Compensation insurance as required by the State
of California, with Statutory Limits and Employers’ Liability Insurance with limits of
no less than $1,000,000 per accident for bodily injury or disease (see footnote #1).
4. Professional Liability: Insurance appropriate to the Consultant’s profession with limits
of no less than $1,000,000 per occurrence or claim/$2,000,000 in the annual aggregate.
Other Insurance Provisions
1. The insurance policies are to contain, or be endorsed to contain, the following
provisions:
a. Additional Insured Status: The City of Santa Monica, its officers, officials,
employees and volunteers are to be covered as additional insureds on the CGL
policy with respect to liability arising out of work or operations performed by or on
behalf of Consultant including materials, parts, or equipment furnished in
connection with such work or operations. CGL coverage can be provided in the
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form of an endorsement to the Consultant’s insurance (at least as broad as
Insurance Services Office Form CG 20 10 11 85, or if not available, through the
addition of a combination of (1) CG 20 10, CG 20 26, CG 20 33, or CG 20 38
and (2) CG 20 37).
b. Primary Coverage: For any claims related to this Agreement, the Consultant’s
insurance shall be primary coverage at least as broad as Insurance Services Offices
Form CG 20 01 04 13 as respects the City of Santa Monica, its officers, officials,
employees and volunteers. Any insurance or self-insurance maintained by the City
of Santa Monica, its officers, officials, employees or volunteers shall be in excess of
the Consultant’s insurance and shall not contribute with it.
c. Notice of Cancellation: Each insurance policy required herein shall state that
coverage shall not be cancelled except after notice has been as required under each
respective policy. Consultant shall promptly notify the City of Santa Monica with a
new certificate of insurance reflecting replacement coverage that meets the
requirements of this Exhibit C.
d. Waiver of Subrogation (all policies except Professional Liability): Consultant
hereby grants to the City of Santa Monica a waiver of any right of subrogation which
any insurer of said Consultant may acquire against the City of Santa Monica by
virtue of payment of any loss. Consultant agrees to obtain any endorsement that
may be necessary to affect this waiver of subrogation, but this provision applies
regardless of whether or not the City of Santa Monica has received a waiver of
subrogation endorsement from the insurer.
Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City of Santa Monica. The
City of Santa Monica may require the Consultant to purchase coverage with a lower
retention or provide satisfactory proof of ability to pay losses and related investigations,
claim administration, and defense expenses within the retention. The policy language shall
provide, or be endorsed to provide, that the self-insured retention may be satisfied by either
the named insured or City of Santa Monica.
Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in California with a
current A.M. Best rating of no less than A—:VII, unless otherwise acceptable to the City of
Santa Monica.
Claims Made Policies
1. If the Professional Liability policy provides “claims made” coverage:
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a. The Retroactive Date must be shown and must be before the date of this Agreement
or the start of work.
b. The insurance must be maintained, and evidence of insurance must be provided
for at least 5 years after completion of work.
c. If the policy is cancelled or not renewed, and not replaced with another “claims
made” policy form with a Retroactive Date prior to the effective Agreement date,
the Consultant must purchase “extended reporting” coverage for a minimum of 5
years after completion of work.
Verification of Coverage
Consultant shall furnish the City of Santa Monica with original certificates and amendatory
endorsements (or copies of the applicable policy language effecting coverage provided by
this clause). All certificates and endorsements are to be received and approved by the City
of Santa Monica before work commences. However, failure to obtain required documents
prior to the work beginning shall not waive the Consultant’s obligation to provide them.
The City of Santa Monica reserves the right to require complete, certified copies of all
required insurance policies (except declarations pages for Professional Liability), including
the endorsements required herein, at any time.
Failure to Maintain Insurance Coverage
If Consultant, for any reason, fails to maintain insurance coverage which is required
pursuant to this Agreement, the same shall be deemed a material breach of contract. The
City of Santa Monica, at its sole option, may terminate this Agreement and obtain damages
from the Consultant resulting from said breach.
Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all
the requirements stated herein. All exceptions must be approved in writing by the Risk
Manager.
Footnotes
# 1: Workers’ Compensation insurance coverage is not required if the Consultant does
not have employees. The Consultant must, however, execute the City’s Workers’
Compensation Coverage Exemption Declaration Form.
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1
FIRST MODIFICATION OF AGREEMENT NO. 10929 (CCS)
This First Modification of Agreement Number 10929 (CCS) (“First Modification”),
entered into as of _________________(“Execution Date”), by and between the City
of Santa Monica, a municipal corporation (“City”), and MOSS ADAMS LLP (“MOSS
ADAMS LLP”) is made with reference to the following:
RECITALS
A. On or about October 9, 2019, the City and MOSS ADAMS LLP entered into
Agreement Number 10929 (CCS) for internal audit services (“Original Agree-
ment”).
B. The City and MOSS ADAMS LLP desire to modify the Original Agreement to in-
crease the contract authority for the first year from $150,000 to $241,000 to reflect
a correction for an additional 3 months of work during the initial year of the con-
tract and additional review of non-General Fund functions.
C. On August 25, 2020, City Council approved a modification of the Original Agree-
ment to increase the first-year authority from $150,000 to $241,000.
D. The City and MOSS ADAMS LLP desire to modify the Original Agreement to de-
crease the not to exceed annual contract authority for the second through third
years of the contract from $150,000 to $75,000, and maintain the not to exceed
annual authority of up to $150,000 for years four and five.
TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Origi-
nal Agreement as follows:
1. Section 4 of the Original Agreement entitled “Compensation” shall be modified
by adding the following paragraph:
Compensation. The City will compensate MOSS ADAMS LLP for the
Additional Services in an amount not to exceed $241,000, as set forth
in Exhibit B-1. The total contract price for services pursuant to the
Original Agreement and this First Modification shall not exceed
$691,000.
2. Exhibit B-1 is attached hereto and incorporated herein by this reference. Exhibit
B-1 supersedes and replaces Exhibit B in the Original Agreement. As such, all ref-
erences to Exhibit B in the Original Agreement shall be deemed to reference
Exhibit B-1.
3. Except as expressly modified by this First Modification, all other terms and condi-
tions of the Original Agreement shall be and remain in full force and effect.
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10/4/2020
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2
IN WITNESS WHEREOF, the parties have executed this First Modification as of the
date and year first written above.
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________
GEORGE S. CARDONA
Interim City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________
Lane Dilg
Interim City Manager
Moss Adams LLP
By: _______________________________
Mark Steranka
Partner
DocuSign Envelope ID: C451C23F-4C21-4EFF-84BD-C16CA2E983A7
10/2/2020
10/2/2020
10/4/202010/5/2020
8.A.i
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3
Exhibit B-1
Revised Budget
Contractor shall provide the services described in Exhibit A of the Original Agreement
pursuant to the pricing schedule below and in an amount not to exceed $241,000 in year
one of the contract, $75,000 per year for any renewal options exercised in year two and
three, and $150,000 per year for any renewal options exercised in year four and five, for a
total not to exceed of $691,000 over five years, contingent on Council budget approval.
Services will be provided based on the hourly rates below for each level staff to be assigned
to any engagement and are inclusive of all fringe benefits, indirect costs, profit, etc.
Title Hourly Rate
Partner $300-$350
Director $300-$350
Senior Manager $250-$300
Manager $225-$250
Senior $200-$225
Staff $150-$200
Expenses include out-of-pocket costs for travel (i.e. airfare, lodging, auto expenses, parking,
and meals).
Projects will be coordinated with City Staff and all project costs will be based on the
hourly rates shown above and will be subject to budget appropriation. Project costs
may not exceed initial project estimates without receiving prior approval by the City
Manager’s office. Any project cost overages incurred without prior approval might not
be reimbursed at the City’s discretion.
DocuSign Envelope ID: C451C23F-4C21-4EFF-84BD-C16CA2E983A7
8.A.i
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1
Vernice Hankins
From:Peter DiChellis <pdichellis@yahoo.com>
Sent:Monday, February 7, 2022 4:05 PM
To:councilmtgitems; Attorney Mailbox; Ramon Batista; POA
Subject:Agenda Item 8A - Budget Priorities
EXTERNAL
As a long‐time resident of Santa Monica, I strongly support substantial additional funding for police and for criminal
prosecution by the City Attorney’s office (which is desperately needed to to policy failure at the County level ‐‐ see
below).
Those who live and work in Santa Monica are forced to endure far too much criminal activity. SM budget cuts and
budget allocations have worsened this, including by allowing violent repeat offenders to commit crime after crime,
which puts citizens and arresting SMPD officers at risk. In a previous email, I provided recent examples, which I have
copied and pasted below.
It is long past time to substantially increase anti‐crime funding, including prosecuting and jailing violent and repeat
misdemeanor offenders. To protect those who live and work in Santa Monica, increase funding now. Take repeat
offenders off the streets.
Peter DiChellis
951 ‐16th St., #4 ‐ 90403
310.453.6559
*****
Recent examples (based on news reports and publicly available law enforcement documents; names withheld):
1)On January 16, an individual was arrested for Assault/Elder Abuse in Santa Monica after being cited and released by
the County for a separate offense the day before. Despite other previous arrests, including for Great Bodily Injury
Assault, the County cited and released him again the day after his 1‐16 Santa Monica arrest for Assault/Elder Abuse.
2)On January 21, a different individual was arrested in Santa Monica for Unlawful Use/Possession of Tear Gas. This was
after being cited and released by the County in November for an Elder Abuse Assault in Santa Monica.
3)On January 23, an individual was arrested in Santa Monica for Making Violent/Criminal Threats. He was cited and
released by the County two days later, despite a November Santa Monica arrest for using a knife to slash tires in a
parking structure (Vandalism) and a previous Great Bodily Injury Assault arrest.
4)On January 28, an individual was arrested in Santa Monica for Arson of an Inhabited Building. This was after being
cited and released by the County in December for Brandishing an Imitation Firearm in a Threatening Manner in Santa
Monica.
‐END‐
Item 8.A 02/08/21
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1
Vernice Hankins
From:Elizabeth Van Denburgh <emvandenburgh@gmail.com>
Sent:Tuesday, February 8, 2022 11:31 AM
To:Sue Himmelrich; Kristin McCowan; christine.para@santamonica.gov; Oscar de la Torre; Lana Negrete;
Gleam Davis; councilmtgitems
Cc:David White; Susan Cline; Anuj Gupta
Subject:City Cnl. Mtg. 2/8/22 - Item 8A - Financial Status Update and FY 2021-22 Midyear Budget and
Adoption of Resolutions - NEED FOR PROPORTIONAL FUNDING BY # of RESIDENCES FOR
NEIGHBORHOOD NEWSLETTER
EXTERNAL
Mayor Himmelrich and City Council Members,
BACKGROUND: As described by the LUCE, we are a city of neighborhoods. Historically, the city has generously
produced an annual newsletter for each city‐sanctioned neighborhood. Lisa Parson, Special Assistant to the City
Manager ‐ Equity and Community Recovery, reporting to Anuj Gupta, Deputy City Manager, has indicated in a January
27th email that each neighborhood is being offered via a new application (which we have not seen yet) the addresses
for our neighborhood and a $7,000 grant fund.
ISSUE: The various neighborhoods have different populations and the $7,000 will not cover the ability of the most
populous neighborhood, Wilshire Montana Neighborhood Coalition (Wilmont) to produce and mail a newsletter to each
residence. Based on preliminary estimate from a local printer, the cost for a generating and mailing a newsletter is
$1.00 ‐ $1.25 per newsletter. Wilmont is estimated to have 23,000 residents with an estimate of 10,000 residences in
the neighborhood. The fixed grant of $7,000 will not be enough to cover the variable cost of $10,000 to $12,500 for the
10,000 Wilmont residences. Other neighborhoods have fewer residents. I strongly believe that direct mail is the best
approach to reach and communicate with the broadest spectrum of residents. They can them become aware and if they
choose, active in their neighborhood group. Not everyone will be able to use Venmo and a QR code to access
membership in their local neighborhood group.
SOLUTION: Lisa Parson has pointed out to neighborhoods that some cities e.g., Mountainview, CA does proportional
funding and uses a simple formula based on the number of residents in a given neighborhood, instead of giving an equal
amount to each organization regardless of size. I would request that the city move forward on a more equitable
approach to funding the neighborhood newsletters. Since we are now managing the generation and mailing of them vs.
the city, the variable costs based on residences are significant between neighborhoods.
CALL TO ACTION: I appreciate the efforts of the city and believe that this is a more equitable choice and will
continue to support Santa Monica as a city of neighborhoods. Please update the midyear budget to include a
proportional funding approach for the neighborhoods' newsletter production and mailing process.
Thank‐you,
Elizabeth Van Denburgh
Wilmont Chair
Item 8.A 02/08/21
2 of 12 Item 8.A 02/08/21
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1
Vernice Hankins
From:Stacy Dalgleish <sdalgleish@mac.com>
Sent:Tuesday, February 8, 2022 11:59 AM
To:Elizabeth Van Denburgh; Sue Himmelrich; Kristin McCowan; christine.para@santamonica.gov; Oscar
de la Torre; Lana Negrete; Gleam Davis; councilmtgitems
Cc:David White; Susan Cline; Anuj Gupta
Subject:Re: City Cnl. Mtg. 2/8/22 - Item 8A - Financial Status Update and FY 2021-22 Midyear Budget and
Adoption of Resolutions - NEED FOR PROPORTIONAL FUNDING BY # of RESIDENCES FOR
NEIGHBORHOOD NEWSLETTER
EXTERNAL
Thank you Elizabeth.
Dear Mayor Himmelrich and City Council Members,
I support this option.
Stacy
Stacy Dalgleish
Santa Monica Mid City Neighbors
On Feb 8, 2022, at 11:30 AM, Elizabeth Van Denburgh <emvandenburgh@gmail.com> wrote:
Mayor Himmelrich and City Council Members,
BACKGROUND: As described by the LUCE, we are a city of neighborhoods. Historically, the city has
generously produced an annual newsletter for each city‐sanctioned neighborhood. Lisa Parson, Special
Assistant to the City Manager ‐ Equity and Community Recovery, reporting to Anuj Gupta, Deputy City
Manager, has indicated in a January 27th email that each neighborhood is being offered via a new
application (which we have not seen yet) the addresses for our neighborhood and a $7,000 grant fund.
ISSUE: The various neighborhoods have different populations and the $7,000 will not cover the ability
of the most populous neighborhood, Wilshire Montana Neighborhood Coalition (Wilmont) to produce
and mail a newsletter to each residence. Based on preliminary estimate from a local printer, the cost for
a generating and mailing a newsletter is $1.00 ‐ $1.25 per newsletter. Wilmont is estimated to have
23,000 residents with an estimate of 10,000 residences in the neighborhood. The fixed grant of $7,000
will not be enough to cover the variable cost of $10,000 to $12,500 for the 10,000 Wilmont
residences. Other neighborhoods have fewer residents. I strongly believe that direct mail is the best
approach to reach and communicate with the broadest spectrum of residents. They can them become
aware and if they choose, active in their neighborhood group. Not everyone will be able to use Venmo
and a QR code to access membership in their local neighborhood group.
SOLUTION: Lisa Parson has pointed out to neighborhoods that some cities e.g., Mountainview, CA
does proportional funding and uses a simple formula based on the number of residents in a given
neighborhood, instead of giving an equal amount to each organization regardless of size. I would
request that the city move forward on a more equitable approach to funding the neighborhood
Item 8.A 02/08/21
3 of 12 Item 8.A 02/08/21
8.A.j
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2
newsletters. Since we are now managing the generation and mailing of them vs. the city, the variable
costs based on residences are significant between neighborhoods.
CALL TO ACTION: I appreciate the efforts of the city and believe that this is a more equitable choice
and will continue to support Santa Monica as a city of neighborhoods. Please update the midyear
budget to include a proportional funding approach for the neighborhoods' newsletter production and
mailing process.
Thank‐you,
Elizabeth Van Denburgh
Wilmont Chair
Item 8.A 02/08/21
4 of 12 Item 8.A 02/08/21
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Packet Pg. 275 Attachment: Written Comment [Revision 1] (4753 : FY 2021-22 Midyear Budget)
February 8, 2022
City Council
City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Re: Item 8.A – Financial Status Update and FY 2021-22 Midyear Budget and
Adoption of Resolutions
Dear Mayor and Council Members,
As you begin your discussion of the City’s finances tonight, we first wanted to
thank you for your efforts around public safety, especially at the Pier.
The new Pier Task Force immediately addressed the public safety concerns for
our guests, workers, and permitted vendors. The collaboration across
departments and with the County Department of Public Health has been an
incredible success. A big thank you and tremendous appreciation to the
individual task force members. We believe the team comprised of police and
fire departments, code enforcement and public works personnel should be
permanently assigned to pier and beach areas moving forward. It is imperative
the City continues to fund permanent personnel for this task force.
As a working group of residents, and business owners/operators, our number
one priority is to protect our most valuable assets and guest experiences in the
City. That includes ensuring the Pier, beaches and surrounding neighborhoods
are safe.
We understand the Santa Monica Police Department is long overdue for an
updated staffing plan. Ongoing staffing needs for SMPD include 13 more
public safety officers, 11 more peace officers downtown, and 7 more officers
assigned to the Homeless Liaison Program. Also critical to the success of the
police department is the resumption of funding for the cadet program. We urge
you to direct staff to craft a budget with these allocations to the police
department. Finally, any planned staffing eliminations to public safety
divisions that would negatively impact the continuation of these efforts should
be immediately reversed.
We understand you have many challenging decisions to make tonight and over
the next few months regarding the City budget. We believe our collective
financial stability hinges on a safe and clean city that welcomes visitors and
allows local business people to thrive in a fair and equitable economy.
We look forward to an ongoing dialogue with you about our City’s future.
Sincerely,
Laurel Rosen Michael Ricks
President/CEO 2021-22 Board Chair
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Business Strike Team Members
Greg Morena Len Lanzi
Co-Chair Co-Chair
Judy Abdo, resident
Pam O’Connor, resident
And representatives of the following:
Downtown Santa Monica, Inc.
Fairmont Miramar Hotel & Bungalows
Main Street Business Improvement Association
Montana Avenue Merchants Association
Macerich/Santa Monica Place
Pacific Park on the Santa Monica Pier
Santa Monica Firefighters, Local 1109
Santa Monica Peace Officers Association
Santa Monica Pier Lessees Association
Santa Monica Pier Corporation
Santa Monica Travel & Tourism
The Independence
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1
Vernice Hankins
From:Denise Anderson-Warren
Sent:Tuesday, February 8, 2022 12:24 PM
To:councilmtgitems
Subject:Fwd: Budget Excess & Master Plan
Please process as an add‐to for 8.A
From: Ron Goldman <ron@gfarchitects.com>
Sent: Tuesday, February 8, 2022 12:21:53 PM
To: David White <David.White@santamonica.gov>; Gleam Davis <Gleam.Davis@santamonica.gov>; Phil Brock
<Phil.Brock@santamonica.gov>; Christine Parra <Christine.Parra@santamonica.gov>; Lana Negrete
<Lana.Negrete@santamonica.gov>; Sue Himmelrich <Sue.Himmelrich@santamonica.gov>; Kristin McCowan
<Kristin.McCowan@santamonica.gov>; Oscar de la Torre <Oscar.delaTorre@santamonica.gov>
Cc: Denise Anderson‐Warren <Denise.Anderson‐Warren@santamonica.gov>
Subject: Budget Excess & Master Plan
EXTERNAL
Dear Mayor, Councilmembers, and City Manager,
I read with interest in yesterdays’ Santa Monica Daily Press about a $30.7million budget excess, and there was to be
some discussion in that regard at tonight’s council meeting. I understand that the budget for this year has been
established, however with this addition, I would hope that you could find $2‐2.5 million dollars (6‐8% of the $30.7 mill)
to hire a private consultant to do a G.I.S. (Geographic Information System) master plan over the next 2 years without
taking virtually any staff or council time. Avoiding the very serious problems that ad hoc development is creating for the
city, it is imperative that you do away with all this piecemeal planning and have a data‐driven plan that can readily be
modified, adapted to changing tourism, infrastructure, etc., etc., to avoid the horrific and “piecemeal” process ruining
Santa Monica’s beachfront garden environment. Understanding the state mandates of the housing element, this study
could also include a range of revisions to the zoning code which would provide incentives for better design and
development without infringing on state requirements. Time is not on Santa Monica’s side and to postpone doing this
would be absolute negligence on your part.
Mayor and Council, there is absolutely no excuse for not standing up for your residents and your city.
Here’s hoping,
Ron Goldman FAIA
Item 8.A 02/08/21
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Packet Pg. 278 Attachment: Written Comment [Revision 1] (4753 : FY 2021-22 Midyear Budget)
February 8, 2022
Santa Monica City Council
City Hall
1685 Main Street, Room 209
Santa Monica, CA 90401
RE: Audit Subcommittee Review of Homeless Services Delivery in the City of Santa
Monica by Moss Adams
Dear Mayor Himmelrich and City Councilmembers,
The Social Service Commission generally supports external audits of City programs,
however, we felt compelled to weigh in on the Moss Adams proposal, voted on by
the Audit Subcommittee, due to the scope of the audit.
While Moss Adams has proven to be a trusted partner, we feel that the scope of the
audit is too broad and will not be capable of a truly detailed analysis within the
complexity of the City of Santa Monica’s homeless services. While the scope of work
devotes time to an analysis of the multijurisdictional ecosystem that serves our
unhoused population, we urge Moss Adams to focus attention on identifying the
unmet needs and gaps in care that city staff and City Councilmembers can directly
address and remedy.
The Social Service Commission would also like to point out that the Human Services
Grants Program has remained at the same funding level since 2015, with significant
cuts during COVID-19. This despite massive rising need as the city’s homeless
population increased, rent skyrocketed, and protections for renters slowly eroded
away. The Social Service Commission recommends:
• Increasing the funding to the Human Services Grant Program
• Create a new category inviting applications for innovative pilot programs to
address unmet needs with a promise of long-term funding if they can show
positive outcomes.
• Pursue, create, and support capital initiatives beyond the HSGP, particularly
developing supportive housing and providing quality, local psychiatric
facilities, staffing, and beds.
An audit is a wonderful tool in the hands of dedicated policy makers to inform the
discussion, not define it. We urge the Audit Subcommittee and Moss Adams to scale
down the scope and help the City uncover unmet needs or gaps in services that can
be solved.
Sincerely,
The Santa Monica Social Services Commission
Item 8.A 02/08/21
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1
Vernice Hankins
From:Ellen Hannan <elhasm@gmail.com>
Sent:Tuesday, February 8, 2022 3:07 PM
To:Elizabeth Van Denburgh
Cc:Sue Himmelrich; Kristin McCowan; christine.para@santamonica.gov; Oscar de la Torre; Lana Negrete;
Gleam Davis; councilmtgitems; David White; Susan Cline; Anuj Gupta
Subject:Re: City Cnl. Mtg. 2/8/22 - Item 8A - Financial Status Update and FY 2021-22 Midyear Budget and
Adoption of Resolutions - NEED FOR PROPORTIONAL FUNDING BY # of RESIDENCES FOR
NEIGHBORHOOD NEWSLETTER
EXTERNAL
Thank you. Great letter.
Ellen
On Tue, Feb 8, 2022 at 11:30 AM Elizabeth Van Denburgh <emvandenburgh@gmail.com> wrote:
Mayor Himmelrich and City Council Members,
BACKGROUND: As described by the LUCE, we are a city of neighborhoods. Historically, the city has generously
produced an annual newsletter for each city‐sanctioned neighborhood. Lisa Parson, Special Assistant to the City
Manager ‐ Equity and Community Recovery, reporting to Anuj Gupta, Deputy City Manager, has indicated in a January
27th email that each neighborhood is being offered via a new application (which we have not seen yet) the addresses
for our neighborhood and a $7,000 grant fund.
ISSUE: The various neighborhoods have different populations and the $7,000 will not cover the ability of the most
populous neighborhood, Wilshire Montana Neighborhood Coalition (Wilmont) to produce and mail a newsletter to
each residence. Based on preliminary estimate from a local printer, the cost for a generating and mailing a newsletter
is $1.00 ‐ $1.25 per newsletter. Wilmont is estimated to have 23,000 residents with an estimate of 10,000 residences
in the neighborhood. The fixed grant of $7,000 will not be enough to cover the variable cost of $10,000 to $12,500 for
the 10,000 Wilmont residences. Other neighborhoods have fewer residents. I strongly believe that direct mail is the
best approach to reach and communicate with the broadest spectrum of residents. They can them become aware and
if they choose, active in their neighborhood group. Not everyone will be able to use Venmo and a QR code to access
membership in their local neighborhood group.
SOLUTION: Lisa Parson has pointed out to neighborhoods that some cities e.g., Mountainview, CA does proportional
funding and uses a simple formula based on the number of residents in a given neighborhood, instead of giving an
equal amount to each organization regardless of size. I would request that the city move forward on a more equitable
approach to funding the neighborhood newsletters. Since we are now managing the generation and mailing of them
vs. the city, the variable costs based on residences are significant between neighborhoods.
CALL TO ACTION: I appreciate the efforts of the city and believe that this is a more equitable choice and will
continue to support Santa Monica as a city of neighborhoods. Please update the midyear budget to include a
proportional funding approach for the neighborhoods' newsletter production and mailing process.
Thank‐you,
Elizabeth Van Denburgh
Wilmont Chair
Item 8.A 02/08/21
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2
Item 8.A 02/08/21
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1
Vernice Hankins
From:zinajosephs@aol.com
Sent:Tuesday, February 8, 2022 3:32 PM
To:emvandenburgh@gmail.com; Sue Himmelrich; Kristin McCowan; christine.para@santamonica.gov;
Oscar de la Torre; Lana Negrete; Gleam Davis; councilmtgitems
Cc:David White; Susan Cline; Anuj Gupta; emvandenburgh@gmail.com
Subject:City Council 2/8/22 - Item 8A - Midyear Budget - proportional funding for grants for neighborhood
organizations
EXTERNAL
To: Mayor Himmelrich and City Council members
From: Zina Josephs
RE: 2/8/22 agenda item 8-A -- Midyear Budget
Speaking only for myself, I support the letter below from Wilmont Chair Elizabeth Van Denburgh.
However, if you go forward with her suggestion, which I hope you will, the City needs to increase the total amount
set aside for these neighborhood grants by the few thousand dollars needed to provide equity for Wilmont, rather than
decrease the amount of the grants offered to the neighborhoods with smaller populations.
For example, we seem to have a increasing amount of movement among residents in Sunset Park, with some moving to
Venice, Marina Del Rey, Topanga Canyon, Colorado, Idaho, Washington state, etc., and others just moving to different
homes or apartments within the neighborhood.
The annual mailing is how we reach residents new to the neighborhood and let them know that there IS a neighborhood
organization. Whether they choose to join is then up to them.
And just a reminder that, even with the reduction in revenue due to the pandemic, the City of Los Angeles is still spending
more the $3 million per year funding its neighborhood councils.
Thank you for your consideration.
Zina Josephs
***********************************************************************************************************
In a message dated 2/8/2022 11:37:25 AM Pacific Standard Time, emvandenburgh@gmail.com writes:
Mayor Himmelrich and City Council Members,
BACKGROUND: As described by the LUCE, we are a city of neighborhoods. Historically, the city has
generously produced an annual newsletter for each city‐sanctioned neighborhood. Lisa Parson, Special
Assistant to the City Manager ‐ Equity and Community Recovery, reporting to Anuj Gupta, Deputy City
Manager, has indicated in a January 27th email that each neighborhood is being offered via a new application
(which we have not seen yet) the addresses for our neighborhood and a $7,000 grant fund.
ISSUE: The various neighborhoods have different populations and the $7,000 will not cover the ability of the
most populous neighborhood, Wilshire Montana Neighborhood Coalition (Wilmont) to produce and mail a
Item 8.A 02/08/21
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2
newsletter to each residence. Based on preliminary estimate from a local printer, the cost for a generating and
mailing a newsletter is $1.00 ‐ $1.25 per newsletter. Wilmont is estimated to have 23,000 residents with an
estimate of 10,000 residences in the neighborhood. The fixed grant of $7,000 will not be enough to cover the
variable cost of $10,000 to $12,500 for the 10,000 Wilmont residences. Other neighborhoods have fewer
residents. I strongly believe that direct mail is the best approach to reach and communicate with the broadest
spectrum of residents. They can them become aware and if they choose, active in their neighborhood
group. Not everyone will be able to use Venmo and a QR code to access membership in their local
neighborhood group.
SOLUTION: Lisa Parson has pointed out to neighborhoods that some cities e.g., Mountainview, CA does
proportional funding and uses a simple formula based on the number of residents in a given neighborhood,
instead of giving an equal amount to each organization regardless of size. I would request that the city move
forward on a more equitable approach to funding the neighborhood newsletters. Since we are now managing
the generation and mailing of them vs. the city, the variable costs based on residences are significant between
neighborhoods.
CALL TO ACTION: I appreciate the efforts of the city and believe that this is a more equitable choice
and will continue to support Santa Monica as a city of neighborhoods. Please update the midyear budget to
include a proportional funding approach for the neighborhoods' newsletter production and mailing process.
Thank‐you,
Elizabeth Van Denburgh
Wilmont Chair
Item 8.A 02/08/21
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Packet Pg. 283 Attachment: Written Comment [Revision 1] (4753 : FY 2021-22 Midyear Budget)
City Council –February 8, 2022
Five-Year Financial Forecast and FY 2021-22 Midyear Budget
8.A.k
Packet Pg. 284 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
The City’s Biennial Budget Timeline
June
•Budget Adoption and Public Hearing
October
•Staff reports on prior-year year-end budget performance
February
•Staff reports on midyear budget performance, updated forecast
•Departments work on operating budget and biennial CIP budget submittals
March/April
•Department budget meetings with City Manager for decisions
May
•Proposed Biennial CIP Budget document available to the Public
•Proposed BudgetPresented to City Council –Study Sessions for feedback
June
•Budget Adoption and Public Hearing
8.A.k
Packet Pg. 285 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
High Degree of Volatility and Uncertainty Looking Ahead 8.A.k
Packet Pg. 286 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Ongoing Challenges: General Fund Revenues Still Lagging
•Lost $188M in revenues
through June 2022
•Reserves helped
support services short
term
•Revenues exceed pre-
pandemic levels in 2024-
25 but...
•Big gap remains to
reach revenue level that
sustained pre-COVID
era services
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Packet Pg. 287 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Ongoing Challenges –Rebuild Reserve Level
•59% of pre-COVID levels
•$10M to reach 15%
contingency threshold
•Over $60M to pre-COVID
levels
•Provide financial stability,
cushion against financial
shocks
5
59%
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Packet Pg. 288 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Ongoing Challenges –Restore Services and Programs
Service Reductions Continue
•421.1 total positions cut
•To date 16.6% (~70) added back
•Still at 85% of previous staffing
•Library, Public Landscape, Maintenance,Youth Programs, others still not restored
6
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Packet Pg. 289 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Services Still Not Restored
7
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Packet Pg. 290 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Ongoing Challenges: Capital Needs Remain Unfunded
Capital needs unmet
•~50% of need
•Deferred maintenance is unsustainable
•Community priorities remain unfunded
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Packet Pg. 291 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
CIP –Projects Needing Funding (Not Comprehensive)
De-Funded Projects
•Memorial Park Expansion
•City Yards Modernization
•Lincoln Neighborhood Corridor
Streetscape
•Olympic Blvd/Sidewalk
Improvements
•Playground Reconstruction
•Street Light Upgrades
•Vehicle and Computer
Replacement
Unfunded Projects
•Airport Park Expansion
•Airport Park Conversion
Planning
•Memorial Park Phases 2-3
•Fire Station 7
•Parking Structure 1 Seismic
Retrofitting
9
Estimated at
$300M ++
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Packet Pg. 292 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Included...
•New revenue and expenditure
projections; MY adjustments
•$11m of FY 21-22 surplus set aside
to build reserves
•15% contingency reserves
gradually restored
•CIP budget restored in FY 25-
26;$4m more starting FY 26-27
•Paying deferred GSH for
Affordable Housing
•Resuming expedited unfunded
pension liability paydown
Five Year General Fund Forecast 8.A.k
Packet Pg. 293 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Five Year General Fund Forecast -Worst Case Comparison
Worst case assumptions
•Slower economic recovery
impacting business license
revenue
•COVID surges inhibit FY 21-
22 sales, hotel tax recovery
and impact future growth
•Assessed value of properties
moderates
•Non-salary expenditures
grow to reflect inflation
•Underperformance of
CalPERS retirement portfolio
8.A.k
Packet Pg. 294 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Upcoming FY 2022-23 Proposals:Targeted Service and Program Restorations
•Addressing homelessness and impacts of homelessness
•Addressing crime and cleanliness
o Sidewalk vending and impacts of sidewalk vending
o Crime and cleanliness in the Downtown
o Crime and cleanliness in other areas/neighborhoods
•Addressing the impacts of COVID and furthering economic
recovery
•Enhancing in-person municipal services
•Furthering community legislative mandates
•Equity and inclusion is embedded into all proposals
12
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Packet Pg. 295 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Other Funds (non-General Fund)
With the exceptions noted below, all City funds are projected to remain self-sustaining throughout the updated forecast period
•The RRR Fund will require an evaluation of solid waste rates to remain solvent beyond FY 2023-24
•The Beach and Pier Funds may need additional subsidies to offset revenue losses and support critical capital expenditures
13
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Packet Pg. 296 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
+ $9.2m Sales Tax
+ $0.3m Property Tax
+ $2.7m Documentary Transfer Tax
+ $1.5m Utility Users Tax
-$0.3m Business License Tax
-$0.3m Investment Income
+ $13.6m Transient Occupancy
(Hotel) Tax
+ $3m Parking-Related Revenue
+ $0.9m Fees/Charges/Other
FY 2021-22 Midyear Revenue Adjustment –General Fund
$30.7 Million Net Increase
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Packet Pg. 297 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
General Fund Uses: Expenditures and Commitments
Beginning with $30.7M
15
Midyear Budget Adjustments to
Restore and Enhance Services
6%
Revenue Sharing
Commitments
11%
Midyear Budget
Adjustments based on
Council Actions
11%
Year End Budget Adjustments
4%
Resources for Known Liabilities -
PERS Increases, COVID Costs, Rainy
Day Adjustment
32%
Proposed Set Aside
of $11M in Reserves
36%
8.A.k
Packet Pg. 298 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
FY 2021-22 Midyear Expenditure Changes –General Fund
Adjustments to Restore and
Enhance Services and
strengthen administrative
capacity to deliver services
•20 Permanent FTEs
•4.8 Temporary FTEs
•Total $1.8 million
Council direction or actions
taken since the FY 2021-22 Budget adoption
•$54.9 million Majority for
legal settlement
•$3.4 million Other
Adjustments for revenue-
sharing payments and
based on new information
•Total $3.5 million
Impact:
Net 24.8 FTE
Net $63.6 million Budget Increase
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Packet Pg. 299 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
FY 2021-22 Midyear Adjustments –Other Funds
Revenues
•RRR -$1.2M
•Water -$1.2M
•Wastewater -$0.8M
•Beach & Pier -$1.1M
•Vehicle Management +$0.9M
•Housing +$1.0M
•BBB +$28.3M
•Self Insurance Comprehensive +$54.9M
•Other Funds net +$0.28M
Expenditures
•Water +$0.8M
•Housing +$0.6M
•Beach +$0.2M, FTE +2.3 (As-Needed)
•RRR -$1.0M, FTE +1.0
•Special Revenue Source -$8.1M
•Other Funds net +$0.5M, FTE +4.0
•Capital +$0.7M
$81 million Net Increase $6.1 million Net Reduction, FTE + 7.3
8.A.k
Packet Pg. 300 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
City Council
Service Restoration / Enhancement
•Enhance administrative support to Councilmembers and the Mayor and increase capacity for legislative advocacy and pursuit of grant funds
•1.0 FTE permanent position
18
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Packet Pg. 301 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
City Manager’s Office
Service Restoration / Enhancement
•Staff City Hall and City Hall East reception counters to assist customers and respond to community service requests
•Lead Equity and Inclusion team to institute policies, programs and services to advance equity and inclusion citywide
•2.0 FTE permanent positions
19
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Packet Pg. 302 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
City Attorney
Service Restoration / Enhancement
•Enhance executive, administrative and paralegal support and assistance to the City Attorney, Chief of Staff/Assistant City Attorney and Deputy City Attorneys
•1.0 FTE permanent position
20
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Packet Pg. 303 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Community Development
Service Restoration / Enhancement
•Enhance customer support for the Seismic Retrofit Program
•Build capacity for planning and policy work
•Enhance customer service, administrative support, and financial and budget analysis department wide
•2.0 FTE permanent positions
21
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Packet Pg. 304 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Community Services
Service Restoration / Enhancement
•Expanding In Person Services
•Investing in Urgent Safety and Maintenance Needs
•Homeless Services Delivery Audit
22
Proposed Staff Enhancements
•2.0 FTE permanent positions in the General Fund
•0.7 as-needed FTE positions in the General Fund
•2.3 as-needed FTE positions in the Beach Fund
8.A.k
Packet Pg. 305 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Fire Department
Service Restoration / Enhancement
•Ensure that mandated training records for firefighters are maintained in compliance with state and federal standards
•Assist with documenting the mutual aid strike team deployments to provide full reimbursement to the City for its wildfire response
•Aid the Training Division and upcoming firefighter recruit academy to support new SMFD recruits and citywide emergency response
•Upgrade 0.9 as-needed FTE to 1.0 FTE permanent position
23
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Packet Pg. 306 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Human Resources
Service Restoration / Enhancement
•Build capacity to support City departments responsible for delivering critical community services and programs.
•Enhance ability to attract and retain employees and fill critical vacant positions, support and implement legally mandated programs, and respond to employee, organizational and workplace needs.
•3.0 FTE permanent positions
24
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Packet Pg. 307 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Information Services
Service Restoration / Enhancement
•Provide administrative support of critical Citywide technology, systems, infrastructure, and services
•Ensure adequate resources to maintain contracts, manage accounts receivables, and close new broadband sales
•2.0 permanent FTE positions in the General Fund
•1.0 permanent FTE position in Community Broadband Fund
25
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Packet Pg. 308 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Library
Service Restoration / Enhancement
Provide equitable and inclusive resources to our most vulnerable community members
Address gaps in adult programming and literacy services
Activate Fairview Branch Library via self-service
•1.0 FTE permanent position
•0.4 FTE as-needed position
•Funds for equipment, programs and collections
26
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Packet Pg. 309 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Police Department
Service Restoration / Enhancement
•Enforce timely parking space turnover
•Enhance response to traffic control, vehicle collisions, and special occurrences or events
•Improve vehicular safety and traffic circulation
•4.6 as-needed FTE positions
27
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Packet Pg. 310 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Public Works
Service Restoration / Enhancement
•Enhance response to community needs, including graffiti and waste removal
•Ensure quality and timely delivery for projects,such as Park Safety Enhancements and the Virginia Avenue Park Kitchen
•Support new grants, such as Gandara Park Improvements
•Provide zero waste education, outreach and training
•Maximize efficiency of leasing and property management at the Airport
•2.0 FTE permanent positions in the General Fund
•1.0 FTE limited-term position in the Airport Fund
•1.0 FTE permanent position in the RRR Fund 28
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Packet Pg. 311 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Transportation
Service Restoration / Enhancement
•Expand public counter hours to improve front-line customer service, expedite permit processing, and reduce parking citation delays
•Establish a supervisory position for the Capital Projects Team in Mobility to implement critical road safety projects and ensure timely delivery of department's CIP program
•Train new and current Motor Coach Operators to support increased service capacity and enhanced customer experience
•Ensure compliance with new DOT regulations and certifications to keep our system safe
•2.0 FTE permanent positions in the General Fund (positions currently As-Needed)
•1.0 FTE limited-term position in the BBB Fund
29
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Packet Pg. 312 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Finance
Service Restoration / Enhancement
•Promote equity in City procurement, streamline procurement processes
•Increase strategic planning capacity related to business license/ economic recovery and revenue enhancement
•Increase Workers’ Compensation program's capacity to reduce absences for injured employees
•1.0 permanent FTE position in General Fund
•1.0 permanent FTE position in Workers’ Compensation Fund
30
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Packet Pg. 313 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Master Fine Resolution
Library Fines
•Eliminates overdue fines for all adult cardholders to remove barriers to access
and promote social equity
•Aligns with the Council’s prior 2018 action to eliminate overdue fines for children and
teens
Shared Mobility Progressive Penalty Fine Schedule
•Defines different classes of penalty types and amounts, and enforcement
escalations for both Public Right of Way (PROW) violations such as ADA blockages,
improper deployments, and complaint response time, and administrative non-
compliance
•Deters noncompliance and incentivizes operators to quickly resolve important
PROW safety and administrative issues
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Packet Pg. 314 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Potential Revenue Measures
Measure Description Annual Revenue Estimates
Library Parcel Tax
A special tax dedicated to
restoring library services.
2/3 of voter approval required.
~$2 million to $4 million
(depends on structure of tax)
Transient
Occupancy Tax
Tax on lodging room rentals,
currently 14%, potential higher rate
for homeshares.
Majority voter approval required.
~$4 million for each 1%
increase; $0.1 million for
homeshare for each 1%
increase
Parking Facility
Tax
Tax on parking fees, currently 10%.
Majority voter approval required.~$1 million for each 1% increase
Business License
Tax
Modernizing Business License Tax.
Majority voter approval required.
Unknown –further analysis
needed
8.A.k
Packet Pg. 315 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Other Business
•Approve modification to the Moss Adams contract
•Approve a relocation allowance for the Police Chief
8.A.k
Packet Pg. 316 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)
Mid-Year Budget Recommended Actions
•Receive the FY 2021-22 through FY 2027-28 Five-Year Financial Forecast
•Approve midyear adjustments and position and classification changes
•Adopt resolutions:
Establishing new classifications and adopting salary rates for various
positions
Revising the City’s master fine schedule, eliminating adult overdue fines,
and establishing new fines for the Second Shared Mobility Pilot Program
•Provide direction on revenue measures
•Approve modification to the Moss Adams contract
•Approve a relocation allowance for the Police Chief
8.A.k
Packet Pg. 317 Attachment: PowerPoint Presentation (4753 : FY 2021-22 Midyear Budget)