SR 05-23-2023 7A 202-001 / 202-002 / 211-000
City Council
Report
City Council Meeting: May 23, 2023
Agenda Item: 7.A
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To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department
Subject: Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget,
and FY 2023-24 Proposed Capital Improvement Program Budget
Recommended Action
Staff recommends that the City Council:
1. Receive the FY 2023-24 through FY 2027-28 May Five-Year Financial Forecast
Update;
2. Review and provide direction to staff on the FY 2023-25 Proposed Biennial
Budget, including the FY 2023-24 Proposed Exception-Based Capital
Improvement Program (CIP) Budget;
3. Review and provide direction to staff on proposed fee changes;
4. Review and comment on the Cultural/Art Organizational Support Program (OSP)
funding recommendations for the FY2023-25 funding cycle; and
5. Direct staff to proceed with setting the FY 2023-25 Budget Adoption public
hearing on June 27, 2023.
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Executive Summary
The City of Santa Monica’s Fiscal Year 2023-2025 Proposed Biennial Budget builds on
the work done in recent years to help our community respond to and recover from the
COVID-19 emergency as well as make strategic investments to advance priority areas
Council identified at its workshop on March 11, 2023. These priorities are:
• Addressing Homelessness
• Clean and Safe Santa Monica
• Cultivate Economic Recovery and Expand Community and Cultural Offerings
• Racial Justice, Equity, and Social Diversity
• Sustainable and Connected Community
This report provides a brief, high level summary to accompany the City of Santa
Monica’s FY 2023-25 Proposed Biennial Budget and Capital Improvement Program
Budget for FY 2023-24 (Attachment A).
The Citywide Proposed Biennial Budget is $740.9 million in FY 2023-24 and $746.4
million in FY 2024-25, net of reimbursements and transfers. The Budget provides a
plan, built upon community-driven priorities, to continue to rebuild, restore and
reenergize our community. Looking forward, the City will continue to face and manage
challenges, ranging from the economic uncertainty and disruption coming from
geopolitical unrest, consumer behavior changes, and trailing impacts of the pandemic.
Despite these challenges, there has been closure on the unprecedented financial blows
that the City has weathered over the past three years from the pandemic and the
resolution of significant legal liabilities.
The FY 2023-25 Proposed Biennial Budget is posted on the City’s website
at santamonica.gov. The document includes:
❖ The City Manager’s budget message, which provides an overview of the
investments made to further Council-adopted priorities, using both new and
reallocated funding sources, in both English and Spanish
❖ An overview of sources and uses of funds, including a description of employee
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compensation costs
❖ A section describing projected revenue performance in FY 2022-23, FY 2023-24
and FY 2024-25
❖ An overview of fund balances for the General Fund and all other funds
❖ Five-year overviews (spanning FY 2020-21 through FY 2024-25) of Citywide
expenditures and revenues by fund and by department
❖ Descriptions of each Department and its mission, individual Division functions, and
budget and position allocations by Division, Department, and Fund
❖ A listing of proposed enhancements that have been incorporated in the Budget
❖ The FY 2023-24 Capital Improvement Program (CIP) Budget Addendum, showing
individual projects in each fund
❖ The City’s financial policies, which are adopted by the Council along with the
budget
❖ A separate line item detail is posted online at https://finance.smgov.net/budgets-
reports/annual#
In preparing this two-year budget, City staff began with a baseline “maintenance of
effort” budget that continues current services addressing Council priorities, basic
services, and good governance. To this baseline budget, staff added enhancements
that further address Council priorities and strengthen governance. Enhancements are
funded using new revenue sources coming from voter approved measures, public and
private partnerships, rate adjustments, reallocated funding, and successful grant
applications. The Budget is balanced in FY 2023-24 and uses working capital funds,
already set aside in the General Fund balance, in FY 2024-25 to maintain service levels
while General Fund revenues continue to recover in the short term.
The Proposed Budget is prepared alongside five-year forecasts for all funds, the results
of which are included in this report, to ensure the long-term fiscal viability of proposed
programs and services. The staff report also includes a preview of proposed new or
adjusted fees and the Cultural Affair’s Division’s Organizational Support Program (OSP)
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grant recipient recommendations for Council’s input. The items will be brought back to
Council for adoption along with the Adopted Budget on June 27, 2023.
Background
Since the adoption of the FY 2020-21 Budget, which reflected dramatically restructured
operations that focused City operations on the delivery of essential services during the
COVID-19 pandemic and the ensuing swift and severe economic crisis, each
successive budget has included a small amount of service restoration and investments
to address critical needs in the areas of public safety, homelessness, and economic
recovery. The FY 2022-23 Adopted Budget also addressed cost of living adjustments
for staff after years of no pay increases or pay cuts for some employees. The increases
have been funded using incremental revenue growth, federal stimulus funds, and one-
time reallocations of funds. Increases to each year’s budget have been balanced with
an equally important need to rebuild General Fund reserve levels that were drawn down
to address the severe revenue shortfalls during the pandemic and to make large
settlement payments.
On March 11, 2023, to prepare for the FY 2023-25 Proposed Biennial Budget, Council:
• Reviewed and commented on the FY 2023-24 through FY 2027-28 Five-Year
Financial Forecast,
• Set the organizational priorities that will guide the development and
implementation of the FY 2023-2025 Biennial Budget,
• Provided direction and preliminary approval for proposed FY 2023-25
budget items, including the allocation of Measure CS funds, the suspension of
the unfunded pension liability paydown policy to allow the reallocation of $2.5
million in the General Fund to cover service restoration in key areas, and
• Provided approval of the organizational realignment of the Community Service
Department to align and focus the City’s work on Council priorities and
implementation of newly adopted tax measures, including Measure GS.
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Discussion
General Fund Five-Year Financial Forecast Update
The May 2023 General Fund Five-Year Financial Forecast Update incorporates the FY
2023-25 Proposed Biennial Budget revenues and expenditures. The Five-Year
Financial Forecast shows the balance of General Fund revenues less expenditures on
an annual basis for the next five fiscal years. The Forecast assumptions and results are
the same as those presented in the March 11, 2023 Council Workshop (Attachment B).
As shown, annual revenues would slightly exceed expenditures (in the range of
$100,000-$200,000) for the next three years. This positive balance reflects the use of
working capital reserves beginning in FY 2024-25. Future projected negative balances
of $0.6 and $1.5 million, respectively, in FY 2026-27 and FY 2027-28 represent 0.1%
and 0.3% of revenues for those two years. These negative balances are at a level that
can be managed over the next three years.
Revenue Projections: Over the next five years, revenues are anticipated to increase
by an average of 3.5% a year compared to the 30% increase that occurred over the two
years since FY 2020-21. During the Biennial Budget period, revenues are anticipated to
grow at a rate of 3.2% and 3.0%, respectively, reflecting a slowing in economic
growth. It is anticipated that revenues will not fully recover until FY 2027-28. While the
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City has already seen a loss of nearly $170 million since 2020, revenues will lag behind
normal growth by nearly $80 million over the next five years, for a total loss of
approximately $250 million over 8 years, as shown in the chart below.
Expenditure Projections: The Forecast includes negotiated and projected cost of living
increases, as well as projected pension rates informed by recent portfolio earnings
trends, and projected healthcare rates. Also included is the programming of Measure
CS funds, new digital kiosk revenues, and the reallocation of funds to new uses.1
Use of Working Capital Reserves: The General Fund will require the use of working
capital reserves to fill budget deficits in years FY 2024-27. While the use of reserves to
cover ongoing expenditures is not a sustainable financial practice, the circumstances
1 Not included in General Fund projected revenues or expenditures are Measure GS (2022) funds and Measure HMP
(2022) funds. Measure GS funds will be received and programmed in the Housing Trust Fund, not the General Fund.
This funding source has not yet been programmed in the Housing Trust Fund as it is difficult to project because it is
contingent on the sale of high value properties. Additionally, there is currently a reverse validation action that seeks
to invalidate Measure GS. Because there is no pending request to stay the implementation of the tax, the tax will go
into effect on March 1, 2023. The lawsuit may take several months to resolve; as a result, any tax collected and spent
by the City would be considered a contingent liability until resolution of the lawsuit, including any appeals.
Measure HMP imposes an additional tax on cannabis retailers and other licensed cannabis businesses, further work
is required to amend the amend the Municipal Code to allow for an increase of cannabis-related retail establishments
and revenues are not anticipated during the upcoming biennial period.
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creating the deficits are in the short term only, including temporary hotel closures to
complete renovations, and contractual labor obligations.
Contingency Reserves Gradually Restored: In FY 2023-24 the General Fund budget will
be backed by a Rainy Day fund totaling 13% of ongoing expenditures. The Forecast
assumes that the City will continue to rebuild its Rainy Day fund, reaching 15% of
ongoing expenditures in FY 2026-27. Strong reserves protect our ability to provide
essential services and retain jobs during emergencies and economic fluctuations. They
are also a signal of a City’s financial health and critical to maintaining the City’s AAA
bond rating.
Capital Improvement Program: Prior to the pandemic, the General Fund allocated $21
million a year to its Capital Improvement Program (CIP). This amount was reduced to
$7.3 million in FY 2020-21. The Forecast shows funding restored to $21 million in FY
2024-25. Of the $15 million amount set aside for capital projects in FY 2023-24, over
three-quarters of the program is budgeted for required ongoing maintenance, vehicle
and technology replacement, safety-related repairs and debt service, leaving less than
one-quarter of the funding available for community amenities and enhanced services.
The reduction of the CIP over the last four years has resulted in deferred infrastructure,
technology and vehicle maintenance or replacement. In addition, over $362 million in
projects remain unfunded. More information on General Fund funded and unfunded
projects is included in the Capital Improvement Section later in this report and in the CIP
Addendum included in the Proposed FY 2023-25 Biennial Budget.
Other Funds Financial Forecast Update
Among the larger funds contributing to the City’s operations, the Water, Wastewater,
Big Blue Bus (BBB), Airport and Cemetery Funds have sufficient revenue to cover
operational and capital needs during the biennial period. If new rates are approved by
Council on June13, 2023, the Resource Recovery and Recycling (RRR) Fund will
remain self-sufficient during the biennial period and enhanced services can be offered.
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The Pier and Beach Recreation Funds are projected to require subsidies and advances
during the biennial budget period, totaling approximately $8.7 million. Continued
revenue constraints, including the partial closure of the Pier Deck parking, and pending
plans to adjust beach parking rates, are significantly contributing to the situation.
The Community Broadband (CBB) Fund, which supports CityNet operations, will be
merged into the General Fund, allowing for greater efficiencies from a more flexible
sharing of resources.
FY 2023-25 Proposed Biennial Budget
The Proposed Biennial Budget for the City of Santa Monica totals $740.9 million in FY
2023-24 and $746.4 million in FY 2024-25, net of reimbursements and transfers. The
Proposed Budgets for FY 2023-24 and FY 2024-25 represent year-over-year growth of
3.8% and 0.8%, respectively. The budget spans 30 funds and 15 departments. The
General Fund, supported predominantly with tax revenues, provides the majority of
municipal services, while enterprise funds such as Water, RRR, BBB and the Airport
conduct their operations using rate- or fee-based revenues, and still “Other Funds”
receive contributions from all funds to service items such as vehicle and technology
needs or insurance needs, or conduct activities covered with grant or other
nondiscretionary revenues. The moderated growth in the second year is primarily due
to a decrease in programmed capital expenditures in the BBB Fund. Additional capital
expenditures commencing in FY 2024-25 will be programmed as part of the FY 2024-26
Biennial Capital Improvement Program budget process.
The chart below shows the breakdown of the Citywide proposed budget for FY 2023-24,
net of reimbursements and transfers, the first year of the biennial period. This budget
includes both operating and capital expenditures.
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Citywide Budgeted Expenditures - by Fund Type - FY 2023-24
(in millions)
The amounts shown in the chart do not include payments for services between funds to avoid double-counting.
Among the large General Fund payments that do not appear in the $412.4 million amount, are contributions to
Workers’ Compensation and Liability self-insurance funds, and transfers to the Fleet and Computer Equipment
Replacement Fund.
The proposed General Fund budget (including reimbursements and transfers) is $436.9
million in FY 2023-24 and $458.6 million in FY 2024-25. The budgets represent year-
over-year growth of 3.8% and 5.0%, respectively. The charts below show the sources
and uses of the General Fund budget for the FY 2023-24 Proposed Budget. These
charts, as well as charts showing the breakdown for FY 2024-25 are included in the
Budget Overview section of the attached budget document.
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General Fund FY 2023-24 Proposed Budget
In the chart above, Internal Services includes the Offices of the City Manager, City Council and City Attorney, the
Records & Election Services Department, and the Finance, Human Resources and Information Services
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Departments. The Office of the City Manager also includes the City’s 3-1-1 and Office of Emergency Management
operations.
Changes Included in the FY 2023-25 Proposed Biennial Budget
The FY 2023-25 Proposed Biennial Budget includes the most substantial restoration of
ongoing services and introduction of enhanced services to date since the 2020 budget
restructuring. This is due to a combination of a new voter-approved revenue source,
continuing revenue growth, a reallocation of existing funds, new revenues from public
and private partnerships, and staff’s ability to expand capacity for cost-covering
programs.
As the City enters a period when revenue growth is slowing while factors that drive up
expenditures continue to put pressure on available resources, it is imperative to be
purposeful and strategic in how funds are spent. Budget enhancements for the most
part address the community priorities adopted by Council on March 11, 2023:
- Addressing Homelessness
- Clean & Safe Santa Monica
- Cultivate Economic Recovery & Expand Community & Cultural Offerings
- Racial Justice, Equity & Social Diversity
- Sustainable & Connected Community
The following table lists the operating budget enhancements included in the Proposed
Biennial Budget. This detail also appears in the Appendix section of the Proposed
Biennial Budget.
Operating Budget Enhancements - ongoing unless indicated otherwise
Staffing
Changes
Enhancement
Amount
Funding Source Department/s Description FTEs (in $1,000s)
General Fund City Manager Restoration of ongoing funding for the
Neighborhood Grant program
- $ 49
General Fund City Manager Resources to support Community
Partnerships Program, including the
We Are Santa Monica Fund, the
digital kiosks, LA28 Olympics, film
and event permits, and other public-
private partnership opportunities
1.0
Permanent
$ 412
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Operating Budget Enhancements - ongoing unless indicated otherwise
Staffing
Changes
Enhancement
Amount
Funding Source Department/s Description FTEs (in $1,000s)
General Fund Community Development Establishment of ongoing funding for
security services program at the Pier
(Measure CS)
- $ 605
General Fund Community Development Restoration of key positions in
planning and to enhance economic
recovery work
2.0
Permanent
$ 360
General Fund and
CDBG
Community Development Establishment of a Small Business
Assistance and Tenant Improvement
Fund
- $ 150
General Fund Community Development Funding to enhance monitoring and
enforcement of the City’s home-
sharing ordinance (Measure CS)
- $ 130
General and All
Enterprise Funds
Finance Position to support payroll operations,
partially funded by enterprise funds
1.0
Permanent
$ 122
Risk Mgmt, Admin Finance Temporary employee hours to
support the Workers' Compensation
program, funded by reallocation of
funds
0.5
Temporary
$ -
General Fund, Misc.
Grants
Fire Dept Changes in the Fire Department to
strengthen Emergency Medical
Services (EMS) delivery. With the
completion of the CRU pilot program,
resources are reallocated to a new
EMS Battalion Chief/Homeless
Liaison, 3 new Captains serving in
the Emergency Incident Technician
role (offset by the deletion of 3
Firefighter positions), a part-time
Logistics position, a contracted case
manager for high users of 9-1-1, and
restoration of a longer Recruit
Academy program that increases the
ability to hire a more diverse
workforce. The enhancement is
partially funded by increased
inspection revenues. (ongoing and
one-time)
(1.0)
Permanent
/0.4
Temporary
$ 235
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Operating Budget Enhancements - ongoing unless indicated otherwise
Staffing
Changes
Enhancement
Amount
Funding Source Department/s Description FTEs (in $1,000s)
General Fund,
Housing Authority and
Housing Trust
Housing and Human
Services
Recreation and Arts
Positions are added to support the
new Housing and Human Services
Department as the organizational
point for homelessness services and
programs and to manage a larger
voucher program in the Housing
Authority. Positions include the
restoration of a Housing Manager,
Housing Authority Administrator, Staff
Assistant III, and a 0.5 Housing
Inspector, and a new Sr Housing
Specialist and Housing Specialist.
Creation of Recreation and Arts
Department to enhance leadership
around recreational partnership
opportunities. Positions added
include a Director, Administrative
Services Officer and an Executive
Administrative Assistant.
Funding (prorated costs):
General Fund
Housing Authority Fund
Housing Trust Fund
5.5
Permanent
3.0
Permanent
$ 30
$ 452
$ 556
General Fund Housing and Human
Services
Ongoing funding for partial restoration
of the direct service programs of
CREST, PAL, and VAP
- $ 168
General, All
Enterprise Funds
Housing and Human
Services
ADA Coordinator position to oversee
compliance program, partially funded
by enterprise funds
1.0
Permanent
$ 161
General Fund Housing and Human
Services
Expansion of homeless
multidisciplinary outreach teams
(Measure CS)
- $ 460
General Fund Housing and Human
Services
One-time funding for preparation of a
Homelessness Strategic Plan (HSP)
(Measure CS)
- $ 400
General Fund Housing and Human
Services
Redesign of the SAMOSHEL interim
housing program to accommodate
24/7 intakes (Measure CS) (ongoing
and one-time)
- $ 800
General Fund Human Resources Funding for services to administer
selection/examination processes to
establish eligibility lists for employee
recruitment
- $ 260
General Fund Human Resources Funding for classification and
compensation studies
- $ 140
General Fund Information Services Ongoing funding to maintain
previously one-time funded
technology related items
- $ 56
General Fund Information Services Conversion of limited term position to
permanent
1.0
Permanent
$ 180
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Operating Budget Enhancements - ongoing unless indicated otherwise
Staffing
Changes
Enhancement
Amount
Funding Source Department/s Description FTEs (in $1,000s)
General Fund Library & Public Works Restoration of additional service
hours at the Main Library on
Saturdays, extending evening hours
at all open locations (M-TH) to 8 pm,
and opening the Main Library one
hour earlier (M-TH) at 10 am. This is
in addition to maintaining services
funded with one-time funds in the
prior budget cycle.
3.0
Permanent
/1.9
Temporary
$ 510
General Fund Non-Departmental Ongoing funding to support the
School District’s Playground Club
program
- $ 500
General Fund Non-Departmental Funding for program to offer reduced
RRR rates for qualifying low-income
households
- $ 150
General Fund Police Dept Funding to expand security services
program at Downtown parking
structures (Measure CS)
- $ 280
General Fund Police Dept Realignment of administrative
positions in the Police Department
- $ (12)
General Fund Police Dept Increase Police Department staffing
levels to expand Homeless Liaison
Program (HLP) and to augment
staffing in other areas of need such
as the Downtown Services Unit
(Measure CS)2
7.0
Permanent
$ 2,018
General Fund Public Works Ongoing funding for maintenance of
the water features at Ken Genser and
Tongva Parks (Measure CS)
- $ 85
Water Fund Public Works Staffing changes to align positions
with operational responsibilities in the
Water Division
- $ 12
General Fund Public Works Funding to increase tree pruning
frequencies in high-traffic areas to
improve safety and aesthetics of our
public spaces (Measure CS)
- $ 120
General Fund and
Vehicle Mgmt.
Public Works Funding to establish specialized
public space maintenance team
focusing on waste and debris
generated by people experiencing
homelessness (Measure CS)
3.0
Permanent
$ 440
Wastewater Fund Public Works Staffing to help advance water
conservation projects (Water
Resources Protection Specialist and
Sr Water Resources Protection
Specialist)
2.0
Permanent
$ 308
Resource Recovery &
Recycling
Public Works Staffing to enhance alley clearing,
illegal dumping and bulky item pickup
services, bike lane sweeping, comply
with State mandatory organics
recycling, and work towards Zero
Waste goal, funded by new rate
adjustments.
18.0
Permanent
/(2.9)
Temporary
$ 1,723
2 On a one-time basis until positions are filled, resources will support the Directed Action Response Team (DaRT)
and be saved to invest in Police technology initiatives.
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Operating Budget Enhancements - ongoing unless indicated otherwise
Staffing
Changes
Enhancement
Amount
Funding Source Department/s Description FTEs (in $1,000s)
Airport Fund Public Works Funding to repair and replace aging
equipment at airport hangars
- $ 40
Cemetery Fund Public Works Staffing changes to align position with
operational responsibilities
0.4
Temporary
$ -
BBB, Water,
Wastewater and
Airport
Public Works and
Transportation
Funding to continue the Trades Intern
Program (TIP), which focuses on
supporting and empowering
vulnerable Santa Monica youth and
adults
5.0
Permanent
$ 373
General Fund Records & Election
Services
Restoration of passport services,
almost entirely funded by new
revenues
1.0
Permanent
$ 103
General Fund Records & Election
Services
Upgrade of Enterprise Content
Management system (ongoing and
one-time funds)
- $ 85
General Fund Recreation and Arts Funding for continuation of the Art of
Recovery program
- $ 250
General Fund Recreation and Arts Re-introduction of cost covering Swim
Center conference room rental
0.1
Temporary
$ 6
General Fund Recreation and Arts Positions to increase public access to
Community Recreation facilities
funded by reallocation of funds.
8.8
Temporary
$ -
Beach Fund Recreation and Arts Restoration of cost covering position
to address demand for event rentals
at the Annenberg Community Beach
House
0.5
Permanent
$ 80
General Fund Recreation and Arts Restoration of cost covering access
hours at Memorial Park Gym and
Fitness Room and field rentals
1.5
Temporary
$ 81
General Fund Recreation and Arts Creation of a new cost covering
Pickleball Program, with dedicated
staff to provide overall program
oversight
1.0
Permanent
/0.6
Temporary
$ 137
General Fund Recreation and Arts Expand cost covering classes at new
SaMoHi aquatic facility
0.1
Temporary
$ 5
General Fund
Airport
RES, Library, CMO, PW,
CDD
Funding to support hybrid public
meetings - public comment
- $ 63
Big Blue Bus Transportation Staffing changes to support the
BBB’s recruitment and training
efforts, maintenance needs and
security services to restore bus
service to pre-pandemic levels
4.0
Permanent
$ 1,575
Total 58.0
Permanent
/ 11.5
Temporary
$ 14,659
Budgeted Positions
As shown in the detail of enhancements, 69.5 new full-time equivalent positions are
proposed to be added to the budget, including 8.5 positions previously added as limited
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term positions that are proposed to be extended or converted to permanent positions.
The Proposed Budget includes a total of 2,097.1 FTE positions, 1,341.8 in the General
Fund. When compared to the number of positions in the FY 2019-20 Adopted Budget,
the City is still 200.8 positions below its prior levels.
Capital Improvement Program (CIP) Budget
On June 28, 2022, Council adopted the first year and approved the second year of the
FY 2022-24 Biennial CIP Budget. The FY 2023-25 Proposed Biennial Budget includes a
CIP Budget Addendum outlining proposed revisions to the FY 2023-24 CIP Budget and
budget plan amounts for FY 2024-25 through FY 2026-27. The longer-range plan is
included as a tool to demonstrate total anticipated capital funding needs. However,
project needs will be re-evaluated during each biennial CIP budget cycle to ensure that
budgets are adjusted to fall within available funding limits and to best reflect updated
City priorities.
The revised FY 2023-24 CIP Budget totals $104.1 million. This represents an increase
of $8 million from the originally approved FY 2023-24 CIP Budget. The proposed
changes are limited to priority needs that have arisen during the first year of the Biennial
Budget and cannot be deferred until the next biennial budget process. Absent new
General Fund resources, departments have identified alternative funding options such
as grant resources, special revenue funds, Local Return Funds, and Community
Development Block Grant resources to fund CIP projects. Total budget amounts
represent major project support for Water projects identified in the Sustainable Waster
Master Plan, Water and Wastewater Main Replacement projects, Big Blue Bus Fund
resources to implement fleet electrification master planning and seismic building
improvements and ongoing maintenance projects that protect and maintain City-owned
infrastructure.
General Fund CIP Budget Changes
General Fund capital projects total $13.5 million (excluding the amount set aside for
debt service) or 13% of the total proposed CIP Budget and approximately $0.5 million of
this amount represents an increase for the Reed Park Improvements project and the
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internal services transfer in the Vehicle Replacement Program outlined in the CIP
section of Attachment A.
Prior to the pandemic, the General Fund allocated $21 million a year to the CIP Budget.
This amount was reduced to $7.8 million in FY 2020-21 and has increased gradually
since then. Without new funding sources, there is no capacity to restore the annual
General Fund CIP Budget to $21 million until FY 2024-25 at the earliest. Current
amounts allocated to the CIP are not enough to address deferred infrastructure and
equipment maintenance, technology/computer and fleet replacement, and a renewed
focus on community amenities that were put on hold during the pandemic. Funding for
additional new projects is not available; unfunded projects are shown in the Unfunded
CIP List.
Non-General Fund Budget Changes
Non-General Fund capital projects total $90.5 million or 87% of the total proposed CIP
Budget. The total net increase from the previously approved CIP budget for Non-
General Fund projects is approximately $7.5 million. All proposed budget increases can
be fully supported by enterprise fund balances, grants, alternative funding or a special
revenue source.
The FY 2023-24 CIP budget changes include $4.3 million from enterprise Big Blue Bus
funding sources for projects necessary to implement the Administration Building seismic
improvement project and augmentation of the 7th Street Fencing Upgrade project. The
remaining significant Non-General Fund increases are from an appropriation of $1.25
million in Local Return revenues for the new Bus Terminal at PCH and Sunset Blvd and
Parking Structure Study, $1.05 million in CDBG Funds for the 19th Street Open Space
Project, Virginia Avenue Park Commercial Kitchen and Virginia Avenue Park Basketball
Replacement project, and $0.7 million in Special Revenue Funds for the Marine Park
Basketball Court Surface Reconstruction and Park Improvement Program projects.
These budget increases as well as smaller changes are outlined in the CIP Budget
section of Attachment A.
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Unfunded CIP List
Projects that were eliminated or reduced to help close the City’s funding gap resulting
from the pandemic or did not receive funding due to extremely limited resources are
listed in the Unfunded Projects table and are tracked for consideration in future funding
cycles. City staff will explore opportunities to leverage City funds with external funding.
At this time, a total of $362 million in projects remain unfunded and are tracked for
consideration in future funding cycles. Over 93% ($337 million) of the unfunded list is
comprised of requests for General Fund resources with the additional 7% ($25 million)
comprised of infrastructure requests for Pier Fund resources. The list of unfunded
projects includes a complete remodel/seismic retrofit of Parking Structure 1 and other
parking structure upgrades, the Memorial Park Expansion project, Lincoln Blvd. (LiNC)
improvements, City Hall North building system upgrades, Pier deck and railing
upgrades, Fire station facilities, Gandara Park Restoration, the Public Landscape
Division relocation and City Yards Modernization improvements along Michigan Ave. A
complete list of unfunded projects is included in the CIP section of Attachment A.
Fiscal Policies
The City’s Fiscal Policies, included as an appendix in the Budget, promote
transparency, accountability, and a common framework for managing financial
resources. At the onset of the COVID-19 closures, the Council temporarily suspended
or changed a number of policies to provide greater flexibility in the use of funds. Three
years later, the broad disruption that continues to impact economies, along with a
protracted recovery horizon, demands a reassessment of these policies. Staff has
proposed the following amendments to the Fiscal Policies. Council adopts the Fiscal
Policies along with the Adopted Budget.
Paydown of the Unfunded Pension Liability: On April 11, 2023, Council authorized a
suspension of the accelerated paydown of the City’s unfunded pension liability from FY
2022-23 until FY 2027-28, or later, to restore an array of community services and
programs such as expanded hours at the Main Library, restoring Youth Program
capacity, and restoring positions in Planning and Economic Development to further
economic recovery activities, among other restorations.
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Shift from ten-year to five-year financial forecasts: Before the pandemic, the City had
shifted to ten-year forecasting to provide a longer planning window when dealing with
capital projects and changes in pension obligations. Due to the persistent uncertainty in
many elements impacting economic conditions, from the impacts of remote work,
inflation, labor shortages, changes in travel and shopping, and supply chain disruptions,
staff is proposing a permanent reversion to five-year forecasts to mitigate the risk of
budgeting using unsubstantiated revenue projections. Staff will continue to monitor
extraordinary cost trends beyond the five-year forecast period.
Elimination of expenditure control budgeting: Expenditure control budgeting previously
allowed General Fund departments to maintain one-third of their non-salary operating
budget savings to be used at the department head’s discretion to fulfill the mission of
the department. With extremely constrained budgets throughout the City and fund
reserves at a low level, it is prudent and necessary to consider the best citywide use of
any savings.
General Fund Operating Contingency (Rainy Day Fund): 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. They are also a signal of a
City’s financial health and critical to maintaining the City’s AAA bond rating. The fiscal
policy reflects a gradual rebuilding of the Rainy Day Fund, with a minimum 13% reserve
level for FY 2023-24, and 13.5% reserve level for FY 2024-25, reaching a 15% reserve
level in time for the FY 2027-29 Biennial Budget.
City Fees, Fines and Rates
As part of the annual budget adoption process, staff presents master fee, fine, and
parking resolutions to Council for approval. Per the City’s Fiscal Policies, a Citywide
fee/cost of services study is conducted at least once every five years. The last study
was presented to Council as part of the FY 2021-23 biennial budget. In the years
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between studies, most fees are administratively adjusted by a factor equal to the net
change in City salaries and benefits costs for that fiscal year. The administrative
adjustment is 4%. Also, staff has undertaken focused reviews of several program areas
to propose new fees or revisions to existing fees. Proposed changes are discussed
below and listed in Attachment C. The actual final proposed resolutions will be
presented for adoption with the Proposed Budget on June 28, 2023.
Community Development
• Architectural Review Board – Administrative Design Approval (New Construction): A
fee for new construction projects that are eligible for the streamlined staff-level
review process pursuant to the zoning amendments to implement the City’s certified
6th Cycle Housing Element.
• SB 9 Conformance Review: A fee for the staff-level review of housing development
on single-unit dwelling parcels pursuant to SB 9, that requires cities to allow one
additional residential unit onto parcels zoned for single-dwelling units by constructing
two units on a single lot or the subdivision of one lot into two separate lots.
• Carousel Building Rental Fees: Special event rental rates for the Carousel Building
have not increased since 2014. In consultation with the Pier Corporation, the entity
that handles private rental of the Carousel on behalf of the City, Staff recommends
rate increases, which will continue to keep the Carousel as an affordable venue
while remaining competitive with other similar venues surveyed. Special event
rental of the building helps to offset City expenses for maintaining the Carousel as
well as the Pier Corporation’s staff costs for managing bookings.
Recreation and Arts (formerly Community Services)
Staff recommends increases to the hourly rates charged for the Aquatics Program to
align with the actual hourly rates paid to staff and ensure that the City recovers the cost
for the services provided. In addition, the Beach House recommends the addition of
new fees for contractor-instructed activities that are being offered.
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Department of Transportation
The Department of Transportation recommends the addition of ten new fees for the
Parking and Mobility Divisions to ensure that the City recovers the costs to install and
remove event-specific signage, decal stickers for the Beach Bike Path program, and
meter pole removals and installations, as well as the revision of one fee description.
The fees are hourly rates based on the fully burdened cost of the position performing
the specific service. The new fees will ensure that the City recovers the cost of services
provided.
There are no proposed rate changes to transient and permit parking lots/structures at
this time. Staff will include the following changes in the parking resolution to be
approved during final budget adoption on June 27, 2023: 1) Extend the downtown
discount validation program through June 30, 2024; 2) Increase preferential parking
permit fees by 4%; 3) Establish a Pilot Beach Electric Vehicle Parking Permit for Beach
Lot 5 South; 4) Establish a Pilot Electric Vehicle Parking Permit for Lots 7, 8, 9, and 11;
and 5) Establish a parking rate for City spaces for the 1560 Lincoln Boulevard Structure.
Library
Staff recommends changing the conference or meeting room minimum rental
requirement from 3 hours to 2 hours to provide the community with flexibility and
provide consistency with rental rates across all locations. The hourly rental rate is
unchanged.
Police
Staff recommends deleting the 30-day vehicle impound because it is no longer being
charged.
Public Works
Staff recommends the creation of two EV User fees instead of one flat rate to reflect the
lower electricity rates during off-peak winter months. Staff also recommends new fees
for the Cemetery to establish a pricing list for the new cremation niches that are now
available due to the Abandoned Graves Project and property sold back to the
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Cemetery. Staff also recommends adjusting several existing fees to ensure consistency
with similar fees.
Urban Runoff In-Lieu Fee
SMMC Chapter 7.10 Urban Runoff Pollution Mitigation allows a building permit applicant
for a new development or redevelopment project in the City to pay an Urban Runoff
Reduction Fee in-lieu of on-site installation of improvements to mitigate runoff from the
project site. The fee proceeds are used to construct improvements on City property that
would achieve the same level of runoff mitigation. The municipal code allows for yearly
increases to the fee based on actual costs of City projects, but the fee has not been
updated since 2010. Staff recommends that the fee increases be phased in over the
next five years to ultimately reach actual construction costs. The proposed fee rates are
as follows: Year1 (FY 2023/24) $12.27/gal; Year2 (FY 2024/25) $16.93/gal; Year3 (FY
2025/26) $21.60/gal; Year4 (FY 2026-27) $26.26/gal; Year5 (FY 2027/28) $30.92/gal).
Records and Election Services
Staff recommends that Council consider establishing three new election fees. The initiative
fee is at the rate allowed by the California Elections Code (Chapter 3, Article 1, Section
9202), although it does not achieve recovery for the cost of administering an initiative
process. The statement fees are the rates that Los Angeles County charges the City to
ensure that the City recovers the cost of the services provided during the election process.
Council may elect to subsidize these fees partially or fully:
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• Initiative Fee: The proposed fee amount is $200.00.
• Candidate Statement Fee: City Council and Rent Control Board: The proposed
fee amount is $1,100.00.
• Candidate Statement Fee: College and School Board: The proposed fee amount
is $1,200.00.
Organizational Support Program
The City’s Organizational Support Program (OSP), managed by the Cultural Affairs
Division, provides multi-year grants to the City’s resident arts and heritage nonprofits.
OSP funding helps secure Santa Monicans’ access to world-class cultural opportunities
by directly supporting organizations’ operational expenses. The OSP application
process was re-opened this year for the first time since 2019. Proposals were solicited
for the grant period FY2023-25. A request for applications was distributed widely in
December 2022; the City received 27 eligible submittals. Applications were reviewed by
a diverse jury of arts professionals, including regional experts in each of the
artistic/cultural disciplines represented in the applicant pool. Cultural Affairs Division
staff reviewed applications for eligibility only; staff did not score applications.
During the last OSP cycle, in 2019, some of the eligibility requirements were eased to
allow more organizations to apply, which resulted in an increase of small and mid-size
organizations who tend to serve more diverse constituencies. These new grantees
received a smaller “starter grant” because of budget limitations. Those limitations are
ongoing, and the budget is further strained due to three new applicants entering the
program this cycle. OSP funding is intended to provide a stable level of support for
grantees year over year; the goal is to provide funding amounts that do not fluctuate
wildly. Due to an anticipated flat budget for the program, staff recommends that new
applicants begin with “starter grants,” while those who were new in the last cycle receive
a slight increase based on the panel scoring, which will step them up toward the more
traditional funding levels. Staff is recommending level funding for long-term
organizations. This approach balances the critical mandates of equity with the realities
of larger organizations, which are also very much in need after three years of pandemic
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closures and restrictions. Together, the 21 cultural agencies recommended for this
year’s grantee pool is more diverse than any in the history of the program.
The total funding level for FY2023-24 is $409,925, a 2% increase over 2019. Detailed
information about the OSP, individual grant recommendations, and the 2022
Community Assessment which informed the grant process and staff’s
recommendations, are detailed in the Organizational Support Program (OSP) Grants for
Arts and Culture Nonprofits 2023-25 (Attachment D).
Next Steps
Council will convene a public hearing on June 27, 2023 to consider, receive public
comment, make revisions to, and adopt the first year and approve the second year of
the Biennial Budget, as well as to adopt the second year of the Capital Improvement
Program Biennial Budget.
Members of the public may provide comments on the Proposed Budget by sending an
email to councilmtgitems@smgov.net or by giving public testimony at the May 23, 2023
Council meeting. Public testimony is also welcome at the Budget Adoption hearing on
June 27, 2023.
Environmental Review
The FY 2023-25 Proposed Budget is categorically exempt from CEQA pursuant to
Section 15061(b)(3) of the CEQA Guidelines. The Proposed Budget is covered by the
common sense exemption which states that CEQA does not apply, “where it can be
seen with certainty that there is no possibility that the activity in question may have a
significant effect on the environment.” Therefore, it can be seen with certainty that
actions would not result in adverse physical impacts on the environment, and as such,
is categorically exempt from CEQA.
Financial Impacts and Budget Actions
The Fiscal Year 2023-2025 Proposed Biennial Budget is:
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• Citywide Expenditures: $740.9 million in FY 2023-2024 and $746.4 million in FY
2024-2025, net of reimbursements and transfers
• Citywide FTEs: 2,097.1 (2,003.2 permanent and 93.9 temporary)
• Citywide Revenues: $747.2 million in FY 2023-2024 and $782.0 million in FY
2024-2025, net of reimbursements and transfers
Staff will integrate comments from the Study Session in the preparation of the budget
that will come before the Council for adoption on June 27, 2023. At this meeting, staff
will recommend adoption of the first year and approval of the second year of the FY
2023-25 Proposed Biennial Budget, as well as the adoption of the second year of the
Capital Improvement Program Biennial Budget.
Prepared By: Oscar Santiago, Budget Manager
Approved
Forwarded to Council
Attachments:
A. Attachment A - FY 2023-25 Proposed Biennial Budget
B. Attachment B - March 11 Council Workshop (Web Link)
C. Attachment C - Revisions to Fee Schedules FY 23-24 FINAL
D. Attachment D - OSP 2023-25
E. Attachment D - OSP 2023 Community Assessment Report FINAL
F. Written Comments
G. PowerPoint Presentation
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Proposed Biennial Budget
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CITY COUNCIL
Gleam Davis, Mayor
Lana Negrete, Mayor Pro-Tempore
Phil Brock, Councilmember
Oscar de la Torre, Councilmember
Christine Parra, Councilmember
Caroline Torosis, Councilmember
Jesse Zwick, Councilmember
EXECUTIVE MANAGEMENT
David White, City Manager
Susan Cline, Assistant City Manager
Anuj Gupta, Deputy City Manager
BUDGET PREPARATION
FINANCE STAFF
Gigi Decavalles-Hughes, Director of Finance
David Carr, Assistant City Treasurer
Oscar Santiago, Budget Manager
Jennifer Young, Principal Budget Analyst
Lori Koh, Senior Budget Analyst
Jonathan Tang, Senior Budget Analyst
Laura Perez, Executive Administrative Assistant
CAPITAL IMPROVEMENT PROGRAM STAFF
Rick Valte, Director of Public Works
Sergio Ramirez, Administrative Services Officer
Heidi Duran, Principal Administrative Analyst
Cover Photo Credit: Sean Paul Franget
FY 2023-25 PROPOSED BiENNiAL BUDGET
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FY 2023-25 PROPOSED BiENNiAL BUDGET
TABLE OF CONTENTS
City Manager’s Message 1
En Español 15
Santa Monica at a Glance 30
Budget Overview 35
Overall Economic Conditions 35
Citywide Budget Overview 38
Major General Fund Tax Base Projections 46
Fund Balances 49
Classification of Funds 49
Fund Balance Projections 53
Fund Balance Projections (FY 2023-24) 54
Fund Balance Projections (FY 2024-25) 56
Revenues 58
Summary by Category and Fund (FY 2023-24) 58
Summary by Category and Fund (FY 2024-25) 59
Five-Year Revenue Summary 60
Overview 66
Revenue Analysis, General Fund 68
Revenue Analysis, Other Funds 77
Expenditures 92
Expenditure Summary by Fund (FY 2023-24) 92
Expenditure Summary by Fund (FY 2024-25) 93
Five-Year Expenditure Summary 94
Departmental Summaries 102
City Council 102
City Manager 104
City Attorney 106
Records and Election Services (City Clerk) 109
Community Development 112
Finance 116
Fire 119
Housing and Human Services 122
Human Resources 125
Information Services 128
Library 130
Police 133
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Public Works 137
Recreation and Arts 142
Department of Transportation 145
Non-Departmental 151
Personnel and Staffing 154
Organizational Chart 154
Summary of Personnel by Fund 155
Personnel by Department and Division 160
Capital Improvement Program 196
Addendum to FY 2022-24 CIP Budget 196
FY 2023-24 Budget by Fund 213
FY 2023-24 Unfunded Projects 217
Appendix 219
Targeted Budget Enhancements 219
Budget Calendar 222
Fiscal Policies 223
Debt Financing Summary 244
Summary of Long-term Indebtedness 245
Debt Service Schedule 246
Bond Ratings 247
Glossary 248
Acronyms 260
GFOA Award 263
FY 2023-25 PROPOSED BiENNiAL BUDGET
TABLE OF CONTENTS
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CiTY MANAGER’S MESSAGE
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CiTY MANAGER’S MESSAGE
It is my pleasure to present the FY 2023-25 Proposed Biennial Budget for the City of Santa
Monica.
The FY 2023-25 Proposed Biennial Budget (Budget) is prepared within the context of our emergence from a
period of significant restructuring due to the COviD-19 pandemic while we also have been working to address
unprecedented liabilities. Despite these challenges, the City is recovering and rebuilding, as evidenced by the
significant new investments throughout our community. in addition, by cultivating new revenue streams through
partnership initiatives and voter support for new tax measures, this Budget has the capacity to allocate resources
to address City Council and community priorities -- public safety, programs and services to address homelessness,
and vital community services for youth, families, and seniors – to ensure the community continues to move
forward.
These investments are only part of the story. Santa Monica is a vibrant community and will continue to thrive by
looking to the future and advancing projects such as planning for the future of Santa Monica Airport, expanding
cultural offerings, centering our work on sustainability, and striving for a community where everyone in Santa
Monica has an opportunity to thrive.
The Budget sets forth the City’s management and spending plan for the two years spanning July 1, 2023 through
June 30, 2025.
FY 2023-25 is the first biennial budget period for the post-COviD-19 emergency period. This Budget sets forth
a plan to rebuild and enhance services against a backdrop of continued economic uncertainty driven by labor
shortages, supply chain disruptions, inflation, and global conflicts at the national and international levels, in
addition to significant liabilities and mounting deferred maintenance at the local level. To help ensure this Budget
focuses the City’s resources where they are most needed, the City Council held a Council Workshop on March 11,
2023, to determine its priorities and provide direction on key budget items. The Budget reflects the outcomes of
that Workshop, including restoring key City services and making investments in five priority areas:
• Addressing Homelessness
• Clean & Safe Santa Monica
• Cultivate Economic Recovery & Expand Community & Cultural Offerings
• Racial Justice, Equity & Social Diversity
• Sustainable & Connected Community
These priorities continue the necessary work of helping our community recover from the COviD-19 pandemic and
its economic and social impacts, but also focuses work on ensuring the long-term resilience and equity of Santa
Monica.
The City’s General Fund revenue streams are anticipated to reach their pre-pandemic trajectory in five years.
in the meantime, lower revenue levels are constraining our ability to support a full restoration of services to
pre-pandemic levels. Trends in global travel, retail shopping and hybrid and remote work mean Santa Monica
must adapt its local economy for the future. The City has taken key steps to adapt zoning and laws to help with
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CiTY MANAGER’S MESSAGE
this transition as local businesses make key investments in hotels, hospitals, and housing that will make Santa
Monica’s economy resilient in the long-term. The Budget also reflects new revenue sources and partnership
opportunities that strengthen Santa Monica.
• Measure CS, adopted in 2022, increases the City’s Transient Occupancy Tax (Hotel Tax) by one percentage
point for hotel stays and by three percentage points for homeshare stays. it is anticipated that this tax will
generate approximately $5.0 million annually during the biennial period. While this is a general revenue tax,
meaning that it is not restricted as to its use, community polling done in anticipation of Council approving
the measure for the ballot showed an urgent need for new funds to address the impacts of homelessness
and to enhance public safety. The measure itself, which received 73% of the vote, noted the intent for these
funds to be spent to address homelessness, improve 911 emergency response times and neighborhood
police protection, and improvements to the safety and cleanliness of our public spaces.
• Measure GS, adopted in 2022, is a citizen’s initiative ballot measure that enacts a third tier Documentary
Transfer Tax of an additional 5% for property sales of $8 million and over, with revenue restricted to fund
homelessness prevention, affordable housing projects, and schools. it is anticipated that this measure could
generate approximately $50 million annually. The volatile nature of this revenue source, based on sales
of very high value properties, and its administration and programming, requires a longer horizon for the
programming of these funds. However, planning and organizational adjustments can begin as early as FY
2023-24 for what will likely be a multi-year Measure GS implementation strategy.
• voters also approved in 2022 Measure HMP, which imposes an additional tax on cannabis retailers and
other licensed cannabis businesses. Further work is required to amend the Municipal Code to allow for an
increase of cannabis-related retail establishments and revenues are not anticipated during the upcoming
biennial period.
• The City’s work with private, public and non-profit partners and granting agencies is further contributing to
important investments in our community and providing a more diversified approach to leveraging resources
during a period of disruption in our traditional revenue streams.
• The City recently entered into an agreement with Big Outdoor to install digital wayfinding kiosks
in commercial areas that will provide a way for our small businesses to connect with potential
customers and will generate additional revenue for the City, including an annual Diversity, Equity and
inclusion (DEi) fund.
• The City is continuing its partnership with the Los Angeles County Department of Mental Health
(DMH) to implement a pilot program to launch a Therapeutic Transport Van staffed with DMH
personnel in the City of Santa Monica. The van will co-respond to incoming emergency calls related
to, or presumed to involve, non-combative, medically stable individuals experiencing a mental
or behavioral health crisis. The program also offers a supportive and expedited alternative to the
transportation needs of acute mentally ill clients requiring additional care. The program is designed
to relieve first responder resources to focus on other health and safety priorities. in addition, DMH
Clinicians work alongside the City’s Homeless Liaison Program teams to locate, identify and provide
outreach to people experiencing homelessness.
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• The City established the We Are Santa Monica Fund in 2021 to provide an avenue for private
donations to support the Santa Monica community, including supporting economic recovery, racial
equity and social diversity, healthy neighborhoods, and neighbors in need. The Fund is an important
City partner to engage the community and local businesses to provide additional support in these
areas.
• With the help of new grants received in the second half of FY 2022-23, work is progressing on the City
Yards Modernization MicroGrid program and the Lincoln Neighborhood Corridor Streetscape (LiNC) projects.
Additional significant state and federal grant and development agreement funding received late in FY 2022-
23 will further the City’s work to support behavioral health needs of vulnerable residents and electrification
of our buses. And staff continues to apply for grant funds to enhance our services in the areas of affordable
housing, homeless services, public safety, parks, libraries and sustainability.
As we continue on our road to recovery, we will build on our use of metrics to manage our work, ensuring that the
programs we provide are effectively and efficiently addressing our priorities.
FISCAL CONTEXT
The overall proposed budget for the City of Santa Monica is $740.9 million in FY 2023-24 and $746.4 million in FY
2024-25. This reflects the operating and capital activities of 30 funds across 15 departments and approximately
2,097 permanent and temporary full-time equivalent positions.
The largest component of the budget is in the General Fund, which is funded predominantly with tax revenues
and provides services shared equally by all community members and visitors. The General Fund budget is $436.9
million in FY 2023-24 and $458.6 million in FY 2024-25.
The Citywide budget also includes several enterprise and special revenue funds, funds that are for specific uses or
based on use of resources by individuals.
• Among the larger funds contributing to the City’s operations, the Water, Wastewater, Big Blue Bus (BBB),
Airport and Cemetery Funds have sufficient revenue to cover operational and capital needs during the
biennial period. if new rates are approved by Council in June 2023, the Resource Recovery and Recycling
(RRR) Fund will remain self-sufficient during the biennial period as well as enhance services offered.
• The Pier and Beach Recreation Funds are projected to require subsidies and advances during the biennial
budget period totaling approximately $8.7 million. Continued revenue constraints, including the partial
closure of the Pier Deck parking, and pending plans to adjust beach parking rates, are significantly
contributing to the situation.
• The Community Broadband (CBB) Fund, which supports CityNet operations, will be merged into the General
Fund, allowing for greater efficiencies from a more flexible sharing of resources.
The City’s two-year budget approach means that FY 2023-24 represents the exception-based year for our capital
improvement program (CiP) Biennial Budget. The CiP budget for FY 2023-24 is $104.1 million, with $13.5 million
FY 2023-25 PROPOSED BiENNiAL BUDGET
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representing the General Fund portion. Prior to the pandemic, the General Fund allocated $21 million a year to
its CiP. This amount was reduced to $7.8 million in FY 2020-21 and has increased gradually since then. Without
new funding sources, there is no capacity to restore the annual General Fund CiP budget to $21 million until FY
2024-25 at the earliest. Current amounts allocated to the CiP are not enough to address deferred infrastructure
and equipment maintenance, technology/computer and fleet replacement, and a renewed focus on community
amenities that were put on hold during the pandemic, although some funds have been programmed to begin
the Airport conversion planning process in FY 2023-24. At this time, a total of $362 million in projects remain
unfunded and are tracked for consideration in future funding cycles. Over 93% ($337 million) of the unfunded
list is comprised of requests for General Fund resources with the additional 7% ($25 million) comprised of
infrastructure requests for Pier Fund resources.
FISCAL SUSTAINABILITY
The Budget is informed by, and informs, the Five-Year Financial Forecast. in order to include an ongoing program
or service in the Budget, there must be an ability to fund this expense over the long-term using revenues, assigned
or restricted reserves, or working capital reserves. The General Fund Forecast shows revenues only slightly
exceeding expenditures (by approximately $100,000) on an annual basis during the Budget period. This positive
balance reflects the use of working capital reserves beginning in FY 2024-25. Working capital will be needed
beyond FY 2024-25, and even with the use of these reserves, staff currently projects negative balances of $0.6 and
$1.5 million, respectively, in FY 2026-27 and FY 2027-28. These negative balances represent 0.1% and 0.3% of
revenues for those two years and are at a level that can be managed over the next three years.
As of June 30, 2022, General Fund non-restricted reserves amounted to 70% of what they were as of June
30, 2019.1 Strong reserves are necessary to cushion the delivery of services from the impact of emergency
expenditures, contingent liabilities, and economic uncertainty. Since 2020, demands on these reserves have been
compounded by:
• Delivery of essential services during the COviD-19 Pandemic.
• Payments of over $229.8 million in legal settlements over the past three years related to allegations of
sexual abuse by a former employee.
Looking ahead, the City is in litigation over a request to transition to district elections. The case is currently waiting
to be heard in the California Supreme Court and if the City loses the case, the financial impacts to the City will
be high. Finally, the City has significant capital liabilities that must be addressed, including the seismic retrofit of
Parking Structure 1 at a cost of at least $13 million. The City has taken many actions to strengthen our financial
standing, and the FY 2023-24 General Fund budget is supported by reserves in a Rainy Day Fund that total 13% of
ongoing expenditures, but the impacts of these financial liabilities limits the City’s ability to address much needed
service and staffing restorations.
1 On April 25, 2023, Council approved settlements with claimants in the amount of $122.5 million to resolve all lawsuits against the city arising out of allegations of sexual
abuse by former City employee Eric Uller. A portion of the settlement is covered using General Fund reserves. Adjusting for the reserves drawn down for this payment, non-
restricted reserves would be at 45% of their FY 2018-19 level.
FY 2023-25 PROPOSED BiENNiAL BUDGET
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FISCAL POLICIES
The City’s Fiscal Policies, included as an appendix in the Budget, promote transparency, accountability, and
a common framework for managing financial resources. At the onset of the COviD-19 closures, the Council
temporarily suspended or changed a number of policies to provide greater flexibility in the use of funds. Three
years later, the broad disruption that continues to impact economies, along with a protracted recovery horizon,
demands a reassessment of these policies.
Paydown of the Unfunded Pension Liability: On April 11, 2023, Council authorized a suspension of the
accelerated paydown of the City’s unfunded pension liability from FY 2022-23 until FY 2027-28, or later, to
restore an array of community services and programs such as expanded hours at the Main Library, restoring
Youth Program capacity, and restoring positions in Planning and Economic Development to further economic
recovery activities, among other restorations. While paying down unfunded liabilities at an accelerated rate is a
prudent fiscal management tool, mitigating future year interest costs, the City needs to weigh this long-term fiscal
management tool against the current state of our community services. The prior policy was adopted in 2019, when
the City’s programs were operating at full strength, reserves were strong, and the General Fund had the capacity
to take on additional payments of $2.5 to $3.5 million a year beyond the annual required pension contribution. To
date, the City has made additional paydowns of over $88 million under the umbrella of early paydown policies,
making it a leader in this achievement among other members of CalPERS.
Shift from ten-year to five-year financial forecasts: Before the pandemic, the City had shifted to ten-
year forecasting to provide a longer planning window when dealing with capital projects and changes in pension
obligations. Due to the persistent uncertainty in many elements impacting economic conditions, from the impacts
of remote work, inflation, labor shortages, changes in travel and shopping, and supply chain disruptions, staff is
proposing a permanent reversion to five-year forecasts to mitigate the risk of budgeting using unsubstantiated
revenue projections. Staff will continue to monitor extraordinary cost trends beyond the five-year forecast period.
Elimination of expenditure control budgeting: Expenditure control budgeting previously allowed General
Fund departments to maintain one-third of their non-salary operating budget savings to be used at the department
head’s discretion to fulfill the mission of the department. With extremely constrained budgets throughout the City
and fund reserves at a low level, it is prudent and necessary to consider the best citywide use of any savings.
General Fund Operating Contingency (Rainy Day Fund): 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. They are also a signal of a City’s financial health
and critical to maintaining the City’s AAA bond rating. The fiscal policy reflects a gradual rebuilding of the Rainy
Day Fund, with a minimum 13% reserve level for FY 2023-24, and 13.5% reserve level for FY 2024-25, reaching a
15% reserve level in time for the FY 2027-29 Biennial Budget.
COMMUNITY PRIORITIES AND INVESTMENTS
The FY 2023-25 Proposed Biennial Budget incorporates the direction provided by the City Council and community
members at the March 11, 2023 Workshop, where Council adopted five priorities to act as the foundation of
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the Budget. Measures GS and CS are anticipated to generate significant resources to solve hypersensitive and
challenging issues. Following Council direction, and in light of community needs and expectations, the Budget
reflects the creation of two departments. The two departments will carry forward the Community Services
Department’s work to be responsive to the social and economic challenges residents are facing, the need for
community healing and recovery, and to provide services and programs that enrich lives and help people thrive:
• The Housing and Human Services Department would become the organization point for
homelessness services and programs, which would enable the City to implement programs and services
that result from Measures CS and GS, address the recommendations of the internal auditor’s Homelessness
Study, and provide core focus and leadership on an array of housing, educational, and social services
programs. This department would also administer investments to support vulnerable populations through
the management of the Human Services Grants Program (HSGP). Minor changes would be made to existing
job specifications to reflect the new department’s name, scope, and structure. A Housing Manager position,
which existed prior to 2020, would be restored to oversee housing production and preservation activities
funded by the Housing Trust Fund and housing voucher programs and collaborate with the Human Services
Manager to develop and implement homelessness prevention initiatives.
• The Recreation and Arts Department would create capacity and leadership around recreational
partnership opportunities addressing conflicts between demand and capacity for recreational amenities and
elevating arts and cultural affairs work in economic revitalization and social equity. The department would
enable the ability to focus on the future of the Miles Memorial Playhouse and Camera Obscura buildings,
reframing City Hall murals, leveraging the Beach House as a tourist destination and a key element of Santa
Monica’s beachfront brand, in addition to managing the Organizational Support Program grants. 3.0 FTEs
would be added including a Director, an Administrative Services Officer, and an Executive Administrative
Assistant.
Finally, Council provided early direction on a number of proposed General Fund budget restorations and
enhancements. Additional enhancements addressing the priorities are included in the Budget. Many of these
restorations and enhancements are highlighted below according to the priority they most closely address, although
many programs address a number of priorities.
ADDRESSING HOMELESSNESS
Prevent housed Santa Monicans from becoming homeless and increase the supply of affordable housing,
address the behavioral health needs of vulnerable individuals and advocate for regional capacity to address
homelessness.
On February 14, 2023, the City declared a local emergency on homelessness. in developing this Budget, resources
allocated to addressing homelessness are informed by the City’s certified 2021-2029 Housing Element, a recent
study performed on the City’s work to address homelessness (the Homelessness Study) that was completed by
Moss Adams in late 2022, and the City’s Four Pillar approach to preventing and addressing homelessness that was
adopted by City Council in March 2019.
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The first step will be the preparation of a Homelessness Strategic Plan (HSP) (Recommendation 1,
Homelessness Study). The HSP, which will be funded with Measure CS funds, will build on the City’s Four Pillars
framework and lay out a coordinated and systemic vision for the expansion of the homelessness response system,
measurable outcomes and goals, and accompanying strategies. The process to develop the HSP will incorporate
Santa Monica’s community partners, people with lived experience of homelessness, service providers, city
agencies, and public and private sector partners to align around a clear vision, set of outcomes, and investments.
With this plan, the City seeks to increase continuity in an inherently shifting policy environment; improve focus
on measurable objectives; and increase internal alignment and regional coordination; all towards the goal of
preventing, ending, and addressing homelessness in Santa Monica.
The Budget proposes to restore and enhance staffing in the Housing Authority (using Section 8 Administrative
Funding) to manage and administer the expanded size and capacity of Housing Authority voucher programs,
which have grown significantly over the last several years. The additional 3.5 FTE positions will have the capacity
to undertake eligibility screening of applicants on the tenant-based voucher waitlist, work with a significantly
expanded caseload, more efficient use of federal voucher authority and funding, and improved customer service
for tenants and housing providers (landlords).
The City continues to invest in Multi-Disciplinary Teams (MDTs) that are managed by The People Concern
and include the Homeless Multidisciplinary Street Team (HMST) and City + County + Community Team (C3). The
teams are staffed by licensed medical and behavioral health clinicians who can deliver immediate and intensive
services to people on the street while they wait for shelter placement. These teams work collaboratively with
the SMPD Homeless Liaison Program (HLP) Teams to discuss and address the needs of the City’s most high need
people experiencing homelessness (PEH). The wait for housing can be long so we need to provide more services
to support PEH where they are and while they wait. in support of this mission, in this Budget, we are proposing to
expand this program to include a third team to start in FY 2023-24 (Recommendation 18, Homelessness Study).
The current C3 Team covers the beach and downtown area, and the additional team would cover the balance of
the City. The program expansion will be funded with Measure CS funds.
The City will partner with outreach teams from The Salvation Army that will respond to requests from the
SMPD HLP Team and others in the field. This will provide another resource to work with clients and connect them
immediately to available services. The Salvation Army outreach teams expect to guide and provide support to
clients who are in immediate crisis, with the intention to get the client off the street that day, while also working
towards a longer term solution. Funding for this program is provided from the Los Angeles County’s Westside
Cities Council of Governments’ innovation Fund.
Measure CS funds, as well as federal appropriation funds, will allow us to move forward on the redesign of the
SAMOSHEL interim housing program to accommodate 24/7 intakes, giving additional options for after-
hours intake and facilitating SMPD transports for people experiencing homelessness and non-urgent behavioral
health issues (Recommendation 15, Homelessness Study).
Using Measure CS funds, we also propose to expand Police Department staffing levels. The total increase
of 7 FTE’s – 6 police officers and 1 sergeant – will enable the Police Department to expand its Homeless
Liaison Program (HLP) to deploy seven days per week. The program currently operates four days per week
(Recommendation 15, Homelessness Study). Anticipating the lengthy recruitment and training period for the
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new HLP team positions, in the short term, these Measure CS resources will be used to continue the work of the
Directed Action Response Team (DaRT), a multi-department team that addresses areas of community concern on
the Beach, Pier, and Downtown, and to establish a real-time crime intelligence center.
CLEAN AND SAFE SANTA MONICA
Create an atmosphere marked by clean and safe public spaces and neighborhoods, including parks for
recreation and leisure activities.
Measure CS funds will be used to enhance the safety and cleanliness of our open spaces in addition to the
service and technology expansions in the Police Department that are noted under the Addressing Homelessness
priority (i.e., expansion of the Homeless Liaison Program Team and DaRT). During this budget period, the City will
develop plans and strategy to implement a real time crime center, the Santa Monica Analytical Real Time Center
(S.M.A.R.T Center), that will gather and synthesize real time data from an array of technologies, including
closed circuit television (CCTv) cameras, a video management system, automated license plate readers (ALPRs),
unmanned aircraft systems (UAS or drones), Live911, geo-location of SMPD public safety, sworn and professional
staff to drive the focus of police resources.
Measure CS funds allow the City to continue and expand Clean and Safe programs previously funded on a one-
time basis. These include the expanded security services program at Downtown parking structures and at
the Pier, which will transition to be permanent programs, as will maintenance of the water features at Ken
Genser and Tongva Parks. in addition, Measure CS funds are allocated to the following efforts:
• Public space maintenance investments will be expanded, including enhancements to ensure higher-
risk cleanup activities are performed safely, using an additional, specialized team and higher
frequency cleanup efforts focusing on waste and debris generated by people experiencing
homelessness (Recommendation 10, Homelessness Study).
• Tree pruning frequencies in high-traffic areas will be increased, ensuring safer conditions for the public
and improving the aesthetics of our public spaces.
• Enhanced monitoring and enforcement of the City’s home-sharing ordinance will assist the City in
mitigating the impacts these home-shares have on residential neighborhoods and areas not typically
subject to the impacts of commercial activities.
The two-year Community Response Unit (CRU) pilot program will conclude at the end of FY 2022-23. Throughout
the pilot period, the Santa Monica Fire Department (SMFD) continuously evaluated the CRU's effectiveness and its
role in Emergency Medical Services (EMS) delivery, specifically related to PEH and those at risk of becoming
homeless. During this evaluation period, the Fire Department identified opportunities to improve the program
through a more strategic approach to EMS delivery. To maximize response capabilities of a future CRU and take a
more proactive approach to providing care to our most vulnerable populations, the Fire Department proposes to
reallocate funds currently dedicated to the CRU to add an EMS Battalion Chief and a contracted case manager:
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• The EMS Battalion Chief will address the changing needs of EMS, including community paramedicine, new
response protocols, issues with ambulance capacity, increased low acuity calls, and rising ambulance patient
offload times that impact units' timely return to service.
• A dedicated case manager will work with high utilizers of the 9-1-1 system, including on-scene assistance
and navigation to appropriate services. The rapidly growing list of clients and their specialized needs has
exceeded firefighters’ capacity and expertise.
The Department of Transportation proposes a Transit Safety Program consisting of unarmed security guards
(Transit Safety Officers) who will be assigned to ride onboard buses and conduct foot patrols at BBB bus stops. The
TSO’s will be able to support Motor Coach Operators in providing customer service to riders, assist with security-
related disturbances, serve as a deterrent to crime and unwanted behaviors, and support the City’s efforts in
addressing homelessness. This program is funded using Big Blue Bus funds.
New solid waste rates will enable the City to comply with the new statewide mandatory organics recycling
law (SB 1383), increase alley clearing frequencies, enhance illegal dumping and bulky item pickup
services by moving to a proactive approach, support volunteer organized community cleanups, sweep the City’s
increasing inventory of protected bicycle lanes, and continue its sustainability efforts to achieve the City Council’s
goal of Zero Waste by 2030. (also addresses Sustainable & Connected Community priority)
CULTIVATE ECONOMIC RECOVERY & EXPAND COMMUNITY & CULTURAL
OFFERINGS
Cultivate economic opportunity and recovery and invest in community and cultural amenities and programs
for all community members, focused on expanding opportunities for youth, teens and seniors.
As noted above, a new Recreation and Arts Department would create capacity and leadership to focus on
efforts and initiatives that build community and advance an agenda focused on the arts and cultural affairs, which
is essential to our economic revitalization.
The Budget proposes restoration of service hours at our libraries and a continuation of the hours restored last
year using one-time funds. The additional hours would activate the Main Library on Saturdays, extending evening
hours at all open locations (Monday through Thursday) to 8 pm, and opening the Main Library one hour earlier
(Monday through Thursday) at 10 am. There will also be expanded programming for seniors and families at the
Main Library and branch locations. Additional staff will not only be able to provide the customer service and
research expertise for our visitors, but it will expand the creativity and volume of new and treasured programs,
such as story times, technology help, and literary events. Funding for the additional hours is made possible by
reallocating funds from the accelerated unfunded pension liability paydown initiative.
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Partial restoration of the direct service programs of CREST, the Police Activities League (PAL), and Virginia
Avenue Park (VAP) will stabilize and ensure a consistent staffing structure in all youth programs that serve the
most vulnerable populations in the community, including the Summer Lunch Program. The City’s direct service
programs provide structured out-of-school time programming, such as enrichment activities and academic support,
as an extension of the school day and well into the evening hours in support of low income and working families.
After school programs are an essential service to the community and provide rent burdened families with needed
childcare and supervision. With this partial restoration, direct service programs can increase enrollments by 480 to
500 youth for a projected total participation of over 2,200 youth served. Funding for this restoration results from
suspending the paydown of the City’s unfunded pension liability.
Continuation of the City’s financial support for the School District’s Playground Club program run by a
nonprofit partner offering supervised afterschool play time on elementary schoolyards, using resources generated
by suspending the paydown of the City’s unfunded pension liability.
The continuation of the Art of Recovery program which supports the production of free public art and cultural
programming and events. Under this model, artists, arts organizations and community groups receive funding and
support to produce public events. The events drive economic recovery, serve community groups across the City and
provide financial support to a diverse group of artists, cultural producers, and community partners. The resources
for this program result from suspending the paydown of the City’s unfunded pension liability.
Creation of a new cost covering Pickleball Program, with dedicated staff who will organize programming and
open-play, provide policy and fee recommendations and provide overall program oversight.
Restoration of 15 more hours per week at the Memorial Park Gym and Fitness Room and additional
20 hours per week of field rentals, with costs covered by additional program revenue. This will provide indoor
restroom access on weekday mornings for park users. And reintroduction of the highly requested Swim center
Conference Room to community members and permit groups.
The introduction of cost covering specialty programs including lifeguard certification classes, at the new Santa
Monica High School aquatic facility will offer classes aimed at developing the water skills of participants
who aspire to become lifeguards and will serve as a feeder program for Santa Monica Aquatics and future
lifeguards.
Permanent restoration of the Neighborhood Grant program, using funds reallocated from the paydown of
the City’s unfunded pension liability, which will provide a $7,000 grant to each of the City’s seven neighborhood
groups.
Establish a Small Business Assistance and Tenant Improvement Fund that will provide revolving loans or
grants and technical assistance to highest need businesses. The Fund will include an ongoing $100,000 allocation
from the General Fund (from reallocated unfunded pension liability paydown funds) and a one-time $50,000
amount from the City’s Community Development Block Grant (CDBG) allocation.
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Restoration of key positions in the Community Development Department will enhance economic recovery
work. A Senior Planner will work on streamlining permitting processes and clarifying permitting requirements
on the City’s website, leading the Local Coastal Program Update which will further streamline permitting, and
serving as the City’s liaison to the California Coastal Commission in order to resolve complex permit applications.
An Economic Development Administrator will focus on the City’s real estate portfolio to maximize revenues,
streamline leasing guidelines, and provide support to deliver on the City’s economic recovery projects including the
vAP Community Kitchen incubator, local hire initiatives, small business support and entrepreneurship pathways for
ethnic minority businesses. These investments will be funded with reallocated paydown funds.
Staff will undertake a strategic modernization of the City’s Business License Tax program and bring an
updated ordinance to the City’s voters in 2024 that would aim to encourage investment and innovation, assist
Santa Monica businesses in rebounding, and position the City to equitably and fairly tax existing and emerging
businesses to support essential services. it would also institute improvements that would promote business growth
and align with the City’s priority to cultivate equitable and inclusive economic opportunities for traditionally
underserved communities including minority owned businesses and microenterprises. (also addresses Racial
Justice, Equity & Social Diversity priority)
The City will implement a program offering reduced Resource, Recycling and Recovery rates for qualifying low-
income households with the adoption of new solid waste rates, using reallocated paydown funds. (also addresses
Racial Justice, Equity & Social Diversity priority)
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
The City of Santa Monica acknowledges the effects of generational and institutional racism and
discrimination, and its consequences that continue to impact our residents and businesses. These lessons
of our history cannot be ignored. The City is committed to advancing racial equity and social diversity
to improve the wellbeing of people who live, work, learn, play, and do business in our City and create a
community where differences in life outcomes cannot be predicted by race, class, gender, disability or other
identities. Everyone in Santa Monica must have an opportunity to thrive.
The City has integrated diversity, equity, justice and inclusion into its work throughout all departments. The City’s
Sustainable City Plan includes metrics around social diversity and equity and the City’s Wellbeing Project initiated
the City’s work with the Government Alliance on Race and Equity (GARE) and undertook key projects and trainings
to help close the equity gap. Disrupted by the COviD-19 pandemic and City restructuring, the City’s Diversity,
Equity and inclusion Team seeks to pick up these efforts, engage different communities, and work to close equity
gaps in economic property, education, health and wellness, and other areas that impact the quality of everyone’s
wellbeing.
As part of the Out of Home Wayfinding franchise agreement, the franchisee, Big Outdoor, has agreed to return two
percent of their earnings to the City. At the March 11 Workshop, staff received direction to allocate this portion
of funding (approximately $100,000-$250,000 per year starting in FY 2025-2026) to an Equity Fund that can be
used to support the City’s work to advance equity.
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Work is also continuing in the following areas:
• Language Access – implementation of the Language Access Administrative instruction, expansion of the
City’s real-time translation services, and purchase of hearing assistance equipment for public meetings.
• Reframe – Continuation of the City’s project to recontextualize the murals as well as an effort to develop
a land acknowledgement for Santa Monica in partnership with local Native American communities.
• Racial Equity Committee – Using existing resources to support the professional development of our
Equity and inclusion Officers in the areas of diversity, equity and inclusion as the principles of public
administration to help them make a greater impact in their work and develop future leaders with an
integral understanding of how DEi informs their work.
The Budget includes the continuation of the Trades Intern Program (TiP). This is a program reaching across
many of the city’s operations that focuses on supporting and empowering vulnerable Santa Monica youth and
adults who face barriers to employment, which may include involvement with the criminal justice system, exiting
probation or parole, or not having obtained a high school diploma or GED. in particular, TiP has served youth of
color, with African American (33%) and Latino (63%) youth comprising 96 percent of participants since 2015. For
many participants, the program has become a vehicle towards personal, social, and economic stability. Since 2015,
a total of 27 trades interns have participated in the program. 19 TiP graduates have successfully attained full-time
employment in the trades, with 10 acquiring full-time, permanent positions within the City.
The Budget includes the funds to allow for a hybrid public meeting option for meetings that take place in
Council Chambers and the Santa Monica institute (SMi) conference room in the Civic Center Parking Structure.
This model leverages changes in meeting structure that would allow for all public comment and public hearings
to occur early in the meeting to keep additional staffing costs to a minimum. The cost is covered using reallocated
paydown funds.
The addition of an ADA Coordinator will provide one point of contact for requests for accommodations and
questions from the public and lead City initiatives to ensure that facilities comply with the regulations of the
Americans with Disabilities Act (ADA).
To ensure that all vendors and service providers have significant practicable opportunities to compete for and
participate in the City’s procurement of goods and services, the City will conduct a disparity study to explore
current barriers to equity and inclusion of the City’s procurement and contracting practices, design a
plan to implement changes responding to disparity study findings, and create a structural framework for vendor
education, outreach, and support.
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SUSTAINABLE & CONNECTED COMMUNITY
Ensure that City policies and programs enhance our resources, prevent and remedy harm to the natural
environment and human health, and benefit the social and economic wellbeing of the community for the
sake of current and future generations.
Sustainable practices are integrated into programs, policies and operations across the City. A significant portion of
the City’s work addressing the Sustainability priority is funded by the City’s Enterprise Funds, including the Water,
Wastewater, Resource Recovery and Recycling, and Big Blue Bus Funds, which have all made strategic investments
and operational changes to advance sustainability outcomes.
Council established meaningful sustainability goals for both municipal operations and the community with the
adoption of the Sustainable City Plan and the Climate Action and Adaptation Plan. The updated Sustainable City
Plan reflects best practices for data informed decision making and municipal sustainability. Council also adopted
aggressive goals to improve sustainability and resiliency by committing to achieve Water Self-Sufficiency by 2023,
Zero Waste by 2030 and Carbon Neutrality by 2050 or sooner. The Sustainable Water Master Plan, Zero
Waste Strategic Plan, Bike Action Plan, and Electric Vehicle Action Plan outline strategies to integrate
sustainable practices and achieve Council adopted outcomes. These plans and the associated goals have led
to investments in water recycling and sourcing local water supplies, enhanced food waste collection programs,
procurement of green power, a successful transition to an electric bus fleet, efforts to electrify buildings and the
expansion of electric vehicle charging infrastructure.
Council also emphasized the importance of sustainability in planning for the future of the Santa Monica Airport
following its expected closure in early 2029.
The Budget includes staffing enhancements to support additional compliance and testing requirements for the
Sustainable Water Requirement permit to support water recycling and groundwater recharge operations, enforce
urban runoff policies, and to enhance water conservation activities, and programs and operational changes to
achieve zero waste. (also addresses the Clean & Safe priority)
Staff is also added to support the BBB’s recruitment and training efforts to restore bus service to pre-pandemic
levels in order to provide transit services to the community. This is critical as the department as well as other
transit agencies nationally are facing a shortage of Motor Coach Operators.
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CONCLUSION
The COviD-19 pandemic impacted the City and City operations in unimaginable ways. The rapid loss of revenues
resulted in drastic reductions in programs and services that are still being felt to this day. in a highly constrained
environment, this Budget harnesses newly adopted tax measures and reallocates existing resources to expand
existing programs to achieve vital restorations that will not only nurture our economic recovery but ensure that
programs serving our youth, families, and seniors are expanded to meet community need. investments proposed
in this Budget not only align with City Council priorities but are filtered through an equity lens to ensure that
resources are directed to where they are most needed and serving vulnerable populations. Even though we
continue to be in a state of recovery, it is moderating as reflected in this Budget, demonstrating a tremendous
amount of work ahead and positive steps forward in advancing City Council’s priorities addressing community
needs and stabilizing the organization.
Respectfully submitted,
David White
City Manager
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
MENSAJE DEL ADMiNiSTRADOR MUNiCiPAL
Tengo el placer de presentar el Presupuesto Bienal Propuesto para el año fiscal 2023-25 de la
ciudad de Santa Mónica.
El presupuesto bienal propuesto para el año fiscal 2023-25 (el Presupuesto) se prepara en el contexto de
nuestra salida de un período de reestructuración significativa debido a la pandemia de COviD-19, mientras que
también hemos estado trabajando para abordar pasivos sin precedentes. A pesar de estos retos, la ciudad se está
recuperando y reconstruyendo, como demuestran las importantes nuevas inversiones en toda nuestra comunidad.
Además, mediante el cultivo de nuevas fuentes de ingresos a través de iniciativas de asociación y el apoyo de
los votantes a nuevas medidas fiscales, este Presupuesto tiene la capacidad de asignar recursos para abordar
las prioridades del Consejo de la Ciudad y de la comunidad -seguridad pública, programas y servicios para hacer
frente a la falta de vivienda y servicios comunitarios vitales para los jóvenes, las familias y las personas mayores-
para garantizar que la comunidad siga avanzando.
Estas inversiones son sólo una parte de la historia. Santa Mónica es una comunidad vibrante y seguirá
prosperando mirando hacia el futuro y avanzando en proyectos como la planificación del futuro del aeropuerto
de Santa Mónica, ampliando la oferta cultural, centrando nuestro trabajo en la sostenibilidad y esforzándonos por
conseguir una comunidad en la que todos en Santa Mónica tengan la oportunidad de prosperar.
El Presupuesto establece el plan de gestión y de gastos de la Ciudad para los dos años que van del 1 de julio de
2023 al 30 de junio de 2025.
El año fiscal 2023-25 es el primer período presupuestario bienal para el período de emergencia después de
COviD-19. Este Presupuesto establece un plan para reconstruir y mejorar los servicios en un contexto de
continua incertidumbre económica impulsada por la escasez de mano de obra, las interrupciones en la cadena
de suministro, la inflación y los conflictos mundiales a nivel nacional e internacional, además de los importantes
pasivos y el creciente mantenimiento aplazado a nivel local. Para ayudar a garantizar que este Presupuesto
concentra los recursos de la Ciudad donde más se necesitan, el Consejo Municipal celebró un Taller del
Consejo el 11 de marzo de 2023 para determinar sus prioridades y proporcionar orientación sobre las partidas
presupuestarias clave. El Presupuesto refleja los resultados de ese Taller, incluyendo la restauración de servicios
clave de la Ciudad y la realización de inversiones en cinco áreas prioritarias:
• Hacer frente a la falta de vivienda.
• Limpieza y seguridad en Santa Mónica
• Cultivar la recuperación económica, ampliar la oferta cultural y para la comunidad
• Justicia racial, equidad y diversidad social
• Comunidad sostenible y conectada
Estas prioridades continúan la necesaria labor de ayudar a nuestra comunidad a recuperarse de la pandemia
de COviD-19 y de sus repercusiones económicas y sociales, pero también centran el trabajo en garantizar la
resiliencia y la equidad de Santa Mónica a largo plazo.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
MENSAJE DEL ADMiNiSTRADOR MUNiCiPAL
Se prevé que los flujos de ingresos del Fondo General de la Ciudad alcancen su trayectoria anterior a la pandemia
en cinco años. Mientras tanto, los menores niveles de ingresos están limitando nuestra capacidad para apoyar un
restablecimiento completo de los servicios a los niveles anteriores a la pandemia. Las tendencias de los viajes globales,
las compras al por menor y el trabajo híbrido y a distancia hacen que Santa Mónica deba adaptar su economía
local para el futuro. La ciudad ha dado pasos clave para adaptar la zonificación y las leyes para ayudar en esta
transición mientras las empresas locales realizan inversiones clave en hoteles, hospitales y viviendas que harán que la
economía de Santa Mónica sea resistente a largo plazo. El Presupuesto también refleja nuevas fuentes de ingresos y
oportunidades de asociación que fortalecen Santa Mónica.
• La Medida CS, adoptada en 2022, aumenta el impuesto de Ocupación Transitoria de la Ciudad (impuesto
Hotelero) en un punto porcentual para las estadías en hoteles y en tres puntos porcentuales para las estadías
en casas compartidas. Se prevé que este impuesto genere aproximadamente 5,0 millones de dólares anuales
durante el periodo bienal. Aunque se trata de un impuesto de ingresos generales, lo que significa que no
está restringido en cuanto al uso del mismo, el sondeo comunitario realizado en previsión de que el Consejo
aprobara la medida para la votación mostró una necesidad urgente que tenemos de nuevos fondos para hacer
frente a los impactos de la falta de vivienda y para mejorar la seguridad pública. La propia medida, que recibió
el 73% de los votos, señalaba la intención de que estos fondos se destinaran a abordar el problema de las
personas sin hogar, a mejorar los tiempos de respuesta a las emergencias del 911 y la protección policial de los
vecindarios así como a mejorar la seguridad y la limpieza de nuestros espacios públicos.
• La Medida GS, adoptada en 2022, es una medida electoral de iniciativa ciudadana que promulga un impuesto
de Transferencia Documental de tercer nivel de un 5% adicional para las ventas de propiedades de 8 millones
de dólares o más, con ingresos restringidos para financiar la prevención de la falta de vivienda, proyectos de
viviendas asequibles y escuelas. Se prevé que esta medida podría generar aproximadamente 50 millones de
dólares anuales. La naturaleza volátil de esta fuente de ingresos, basada en las ventas de propiedades de muy
alto valor, y su administración y programación, requieren un horizonte más largo para la programación de estos
fondos. A pesar de eso, la planificación y los ajustes organizativos pueden comenzar ya en el año fiscal 2023-24
para lo que probablemente será una estrategia de aplicación plurianual de la Medida GS.
• Los votantes también aprobaron en 2022 la Medida HMP, que impone un impuesto adicional a los minoristas
de cannabis y otros negocios de cannabis con licencia. Es necesario seguir trabajando para enmendar el Código
Municipal para permitir un aumento de los establecimientos minoristas relacionados con el cannabis y no se
prevén ingresos durante el próximo periodo bienal.
• El trabajo de la ciudad con socios privados, públicos y sin fines de lucro, así como con agencias que conceden
subvenciones, está contribuyendo aún más a importantes inversiones en nuestra comunidad y proporcionando
un enfoque más diversificado para aprovechar los recursos durante un periodo de interrupción de nuestras
fuentes tradicionales de ingresos.
• La ciudad ha firmado recientemente un acuerdo con Big Outdoor para instalar quioscos digitales de
orientación en zonas comerciales que proporcionarán a nuestras pequeñas empresas una forma de
conectar con clientes potenciales y generarán ingresos adicionales para la ciudad, incluido un fondo anual
de Diversidad, Equidad e inclusión (DEi).
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• La ciudad prosigue su colaboración con el Departamento de Salud Mental (DMH) del condado de Los
Ángeles para poner en marcha un programa piloto de lanzamiento de una camioneta de transporte
terapéutico dotada de personal del DMH en la ciudad de Santa Mónica. La camioneta responderá
conjuntamente a las llamadas de emergencia entrantes relacionadas con, o se presume que involucran,
personas no combativas y médicamente estables que experimentan una crisis de salud mental o
conductual. El programa también ofrece una alternativa de apoyo y acelerada a las necesidades de
transporte de los clientes con enfermedades mentales agudas que requieren cuidados adicionales. El
programa está diseñado para aliviar los recursos del personal de emergencias para que se centren en
otras prioridades de salud y seguridad. Además, los profesionales clínicos del DMH trabajan junto con
los equipos del Programa de Enlace para Personas sin Hogar de la ciudad para localizar, identificar y
proporcionar ayuda a las personas sin hogar.
• La ciudad estableció We Are Santa Monica Fund en 2021 para proporcionar una vía para las
donaciones privadas destinadas a apoyar a la comunidad de Santa Mónica, incluido el apoyo a la
recuperación económica, la equidad racial y la diversidad social, los vecindarios saludables y los vecinos
necesitados. El Fondo es un socio importante de la ciudad para involucrar a la comunidad y a las
empresas locales en la prestación de apoyo adicional en estas áreas.
• Con la ayuda de las nuevas subvenciones recibidas en la segunda mitad del año fiscal 2022-23, los trabajos
avanzan en el programa MicroGrid de modernización de City Yards y en los proyectos Streetscape del corredor
del vecindario de Lincoln (LiNC). Los fondos adicionales significativos de subvenciones estatales y federales
y los acuerdos de desarrollo recibidos a fines del año fiscal 2022-23 promoverán el trabajo de la Ciudad para
apoyar las necesidades de salud conductual de los residentes vulnerables y la electrificación de nuestros
autobuses. Y el personal sigue solicitando subvenciones para mejorar nuestros servicios en los ámbitos de la
vivienda asequible, los servicios para personas sin hogar, la seguridad pública, los parques, las bibliotecas y la
sostenibilidad.
A medida que vayamos avanzando en nuestro camino hacia la recuperación, nos basaremos en el uso de criterios para
gestionar nuestro trabajo, asegurándonos de que los programas que ofrecemos abordan de forma eficaz y eficiente
nuestras prioridades.
CONTEXTO FISCAL
El presupuesto global propuesto para la ciudad de Santa Mónica es de 740,9 millones de dólares en el año fiscal
2023-24, y de 746,4 millones en el año fiscal 2024-25. Esto refleja las actividades operativas y de capital de 30 fondos
a través de 15 departamentos y aproximadamente 2.097 puestos permanentes y temporales equivalentes a tiempo
completo.
El mayor componente del presupuesto corresponde al Fondo General, que se financia principalmente con ingresos
fiscales y presta servicios compartidos por igual por todos los miembros de la comunidad y los visitantes. El
presupuesto del Fondo General asciende a 436,9 millones de dólares en el año fiscal 2023-24, y a 458,6 millones de
dólares en 2024-25.
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El presupuesto de toda la ciudad incluye también varios fondos empresariales y de ingresos especiales, fondos que se
destinan a usos específicos o que se basan en la utilización de recursos por parte de particulares.
• Entre los fondos más importantes que contribuyen a las operaciones de la ciudad, los Fondos de Agua, Aguas
Residuales, Big Blue Bus (BBB), Aeropuerto y Cementerio cuentan con ingresos suficientes para cubrir las
necesidades operativas y de capital durante el periodo bienal. Si el Consejo aprueba las nuevas tasas en junio
de 2023, el fondo de Recuperación y Reciclaje de Recursos (RRR) seguirá siendo autosuficiente durante el
periodo bienal, además de mejorar los servicios ofrecidos.
• Se prevé que los Fondos Recreativos del Muelle y de la Playa requieran subvenciones y anticipos durante el
periodo presupuestario bienal por un total aproximado de 8,7 millones de dólares. Las continuas restricciones
de ingresos, incluido el cierre parcial del estacionamiento de Pier Deck, y los planes pendientes para ajustar las
tarifas de estacionamiento en la playa, están contribuyendo significativamente a la situación.
• El Fondo Comunitario de Banda Ancha (CBB), que apoya las operaciones de CityNet, se fusionará con el Fondo
General, lo que permitirá una mayor eficacia gracias a un reparto más flexible de los recursos.
El enfoque presupuestario bienal de la ciudad significa que el año fiscal 2023-24 representa el año de excepción
para nuestro presupuesto bienal del programa de mejoras de capital (CiP). El presupuesto del CiP para el año fiscal
2023-24 asciende a 104,1 millones de dólares, de los que 13,5 millones representan la parte correspondiente al Fondo
General. Antes de la pandemia, el Fondo General asignaba 21 millones de dólares anuales a su CiP. Esta cantidad
se redujo a 7,8 millones de dólares en 2020-21 y ha aumentado gradualmente desde entonces. Sin nuevas fuentes
de fondos, no hay capacidad para restaurar el presupuesto anual del CiP del Fondo General a 21 millones de dólares
hasta el año fiscal 2024-25 como muy pronto. Las cantidades actuales asignadas al CiP no son suficientes para
abordar el mantenimiento aplazado de infraestructuras y equipos, la sustitución de tecnología/informática y de la flota,
y un enfoque renovado de los servicios comunitarios que se tuvieron que interrumpir en la pandemia, aunque se han
programado algunos fondos para iniciar el proceso de planificación de la conversión del aeropuerto en el año fiscal
2023-24. En este momento, un total de 362 millones de dólares en proyectos permanecen sin fondos, y son objeto de
seguimiento para su consideración en futuros ciclos de financiamiento. Más del 93% (337 millones de dólares) de la
lista de proyectos sin fondos corresponde a solicitudes de recursos del Fondo General, mientras que el 7% adicional
(25 millones de dólares) corresponde a solicitudes de infraestructuras para recursos del Fondo del Muelle.
SOSTENIBILIDAD FISCAL
El Presupuesto se nutre de las Previsiones Financieras Quinquenales e informa sobre ellas. Para incluir un programa o
servicio en curso en el Presupuesto, debe existir la capacidad de financiar este gasto a largo plazo utilizando ingresos,
reservas asignadas o restringidas, o reservas de capital circulante. La previsión del Fondo General muestra unos
ingresos que sólo superan ligeramente a los gastos (en aproximadamente 100.000 dólares) sobre una base anual
durante el periodo presupuestario. Este saldo positivo refleja la utilización de las reservas de capital circulante a partir
del año fiscal 2024-25. Se necesitará capital circulante más allá del año fiscal 2024-25, e incluso con el uso de estas
reservas, el personal proyecta actualmente saldos negativos de 0,6 y 1,5 millones de dólares, respectivamente, en
2026-27 y 2027-28. Estos saldos negativos representan el 0,1% y el 0,3% de los ingresos de esos dos años y se sitúan
en un nivel que puede gestionarse durante los próximos tres años.
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A 30 de junio de 2022, las reservas no restringidas del Fondo General ascendían al 70% de lo que eran a 30 de junio
de 2019.1 Unas reservas sólidas son necesarias para amortiguar la prestación de servicios del impacto de los gastos de
emergencia, los pasivos contingentes y la incertidumbre económica. Desde 2020, las demandas sobre estas reservas se
han visto agravadas por:
• Prestación de servicios esenciales durante la pandemia de COviD-19.
• Pagos de más de 229,8 millones de dólares en acuerdos legales durante los últimos tres años relacionados con
acusaciones de abuso sexual por parte de un antiguo empleado.
Pensando en el futuro, la ciudad se encuentra en litigio por una solicitud de transición a las elecciones de distrito. El
caso está actualmente a la espera de ser visto en el Tribunal Supremo de California, y si la Ciudad pierde el caso, los
impactos financieros para la Ciudad serán elevados. Por último, la Ciudad tiene importantes pasivos de capital que
deben ser abordados, incluyendo el reequipamiento sísmico de la Estructura de Estacionamiento 1 con un costo de
al menos 13 millones de dólares. La Ciudad ha tomado muchas medidas para reforzar nuestra situación financiera,
y el presupuesto del Fondo General para el año fiscal 2023-24 está respaldado por las reservas de un Fondo Pluvial
que ascienden al 13% de los gastos corrientes, pero el impacto de estos pasivos financieros limita la capacidad de la
Ciudad para hacer frente a las muy necesarias restauraciones de servicios y personal.
POLÍTICAS FISCALES
Las Políticas Fiscales de la Ciudad, incluidas como apéndice en el Presupuesto, promueven la transparencia, la
responsabilidad y un marco común para la gestión de los recursos financieros. Al inicio de los cierres de COviD-19, el
Consejo suspendió temporalmente o modificó una serie de políticas para proporcionar una mayor flexibilidad en el uso
de los fondos. Tres años después, la amplia perturbación que sigue afectando a las economías, junto con un horizonte
de recuperación prolongado, exigen una reevaluación de estas políticas.
Pago del pasivo por pensiones no financiado: El 11 de abril de 2023, el Consejo autorizó la suspensión
del pago acelerado del pasivo por pensiones no financiado de la Ciudad desde el año fiscal 2022-23 hasta el año
fiscal 2027-28, o más tarde, para restaurar una serie de servicios y programas comunitarios como la ampliación
del horario de la Biblioteca Principal, la restauración de la capacidad del Programa Juvenil y la restauración de
puestos en Planificación y Desarrollo Económico para impulsar las actividades de recuperación económica, entre
otras restauraciones. Aunque el pago acelerado de los pasivos no financiados es una herramienta de gestión fiscal
prudente, que mitiga los costos de los intereses de los años futuros, la ciudad debe sopesar esta herramienta de
gestión fiscal a largo plazo con el estado actual de nuestros servicios comunitarios. La política anterior se adoptó
en 2019, cuando los programas de la Ciudad funcionaban a pleno rendimiento, las reservas eran sólidas y el Fondo
General tenía capacidad para asumir pagos adicionales de entre 2,5 y 3,5 millones de dólares al año más allá de la
contribución anual obligatoria a las pensiones. Hasta ahora, la Ciudad ha realizado pagos adicionales por valor de
más de 88 millones de dólares bajo el paraguas de las políticas de pago anticipado, lo que la convierte en líder en este
logro entre otros miembros de CalPERS.
1 El 25 de abril de 2023, el Consejo de la Ciudad aprobó acuerdos con los demandantes por un monto de 122,5 millones de dólares para resolver todas las demandas contra
la ciudad que surgieron de denuncias de abuso sexual por parte del exempleado municipal Eric Uller. Una parte del acuerdo se cubre con las reservas del Fondo General. Con el
ajuste de las reservas utilizadas para este pago, las reservas no restringidas estarían en el 45% de su nivel en el año fiscal 2018-19.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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Paso de previsiones financieras a diez años a previsiones financieras a cinco años: Antes de la pandemia,
la Ciudad había pasado a una previsión a diez años para disponer de una ventana de planificación más larga a la hora
de abordar proyectos de capital y cambios en las obligaciones de pensiones. Debido a la persistente incertidumbre
en muchos elementos que influyen en las condiciones económicas, desde las repercusiones del trabajo a distancia,
la inflación, la escasez de mano de obra, los cambios en los viajes y las compras y las interrupciones de la cadena de
suministro, el personal propone una reversión permanente a las previsiones quinquenales para mitigar el riesgo de
presupuestar utilizando proyecciones de ingresos sin fundamento. El personal seguirá vigilando las tendencias de los
costos extraordinarios más allá del periodo de previsión de cinco años.
Eliminación del presupuesto de control de gastos: La presupuestación con control de gastos permitía
anteriormente a los departamentos del Fondo General mantener un tercio de los ahorros de su presupuesto operativo
no salarial para utilizarlos a discreción del jefe de departamento para cumplir la misión del departamento. Con unos
presupuestos extremadamente restringidos en toda la ciudad y las reservas de fondos en un nivel bajo, es prudente y
necesario considerar el mejor uso para toda la ciudad de cualquier ahorro.
Contingencia operativa del Fondo General (Fondo de reserva): El 5 de mayo de 2020, el Consejo autorizó
al personal a rebajar el nivel de la reserva para imprevistos del Fondo General del 15% de los gastos corrientes
al 12,5% para ayudar a equilibrar el presupuesto mientras los ingresos experimentaban graves descensos. Unas
reservas sólidas protegen nuestra capacidad para prestar servicios esenciales y conservar los puestos de trabajo
durante las emergencias y las fluctuaciones económicas. También son una señal de la salud financiera de la
ciudad y fundamentales para mantener la calificación AAA de los bonos de la ciudad. La política fiscal refleja una
reconstrucción gradual del Fondo de Reserva, con un nivel de reserva mínimo del 13% para el año fiscal 2023-24, y
del 13,5% para el año fiscal 2024-25, alcanzando un nivel de reserva del 15% a tiempo para el Presupuesto Bienal del
año fiscal 2027-29.
PRIORIDADES E INVERSIONES COMUNITARIAS
El Presupuesto Bienal Propuesto para el año fiscal 2023-25 incorpora la dirección proporcionada por el Consejo
de la Ciudad y los miembros de la comunidad en el Taller del 11 de marzo de 2023, donde el Consejo adoptó
cinco prioridades para actuar como base del Presupuesto. Se prevé que las medidas GS y CS generen importantes
recursos para resolver problemas hipersensibles y desafiantes. Siguiendo las indicaciones del Consejo, y a la luz
de las necesidades y expectativas de la comunidad, el Presupuesto refleja la creación de dos departamentos. Los
dos departamentos llevarán adelante la labor del Departamento de Servicios Comunitarios de responder a los
retos sociales y económicos a los que se enfrentan los residentes, a la necesidad de sanación y recuperación de la
comunidad, y de proporcionar servicios y programas que enriquezcan la vida y ayuden a la gente a prosperar:
• El Departamento de Vivienda y Servicios Humanos se convertiría en el punto de organización de los
servicios y programas para personas sin hogar, lo que permitiría a la ciudad poner en marcha los programas
y servicios resultantes de las Medidas CS y GS, abordar las recomendaciones del Estudio sobre Personas
sin Hogar del auditor interno y proporcionar un enfoque central y liderazgo en una serie de programas de
vivienda, educación y servicios sociales. Este departamento también administraría las inversiones para apoyar
a las poblaciones vulnerables a través de la gestión del Programa de Subvenciones para Servicios Humanos
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(HSGP). Se realizarían cambios menores en las especificaciones de los puestos de trabajo existentes para
reflejar el nombre, el alcance y la estructura del nuevo departamento. Se restablecería un puesto de Gestor de
vivienda, que existía antes de 2020, para supervisar las actividades de producción y conservación de viviendas
financiadas por el Fondo Fiduciario de vivienda y los programas de vales de vivienda y colaborar con el Gestor
de Servicios Humanos para desarrollar y aplicar iniciativas de prevención de la falta de vivienda.
• El Departamento de Recreación y Artes crearía capacidad y liderazgo sobre las oportunidades de
asociación recreativa abordando los conflictos entre la demanda y la capacidad de las instalaciones recreativas
y elevando el trabajo de las artes y los asuntos culturales en la revitalización económica y la equidad social. El
departamento permitiría centrarse en el futuro de los edificios Miles Memorial Playhouse y Camera Obscura,
replantear los murales del Consejo de la Ciudad, potenciar la Beach House como destino turístico y elemento
clave de la marca frente al mar de Santa Mónica, además de gestionar las subvenciones del Programa de Apoyo
Organizativo. Se añadirían 3,0 ETC incluyendo un Director, un Oficial de Servicios Administrativos y un Asistente
Administrativo Ejecutivo.
Por último, el Consejo proporcionó una primera orientación sobre una serie de propuestas de restablecimiento y
mejora del presupuesto del Fondo General. En el presupuesto se incluyen mejoras adicionales que abordan las
prioridades. Muchas de estas restauraciones y mejoras se destacan a continuación según la prioridad a la que más se
refieran, aunque muchos programas abordan varias prioridades.
HACER FRENTE A LA FALTA DE VIVIENDA
Evitar que los habitantes de Santa Mónica que tienen una vivienda se queden sin ella y aumentar la oferta de
viviendas asequibles, abordar las necesidades de salud conductual de las personas vulnerables y abogar por la
capacidad regional para abordar el problema de la falta de vivienda.
El 14 de febrero de 2023, la ciudad declaró una emergencia local en materia de personas sin hogar. En el desarrollo
de este Presupuesto, los recursos asignados para abordar el problema de la falta de vivienda están informados por
el Elemento de vivienda 2021-2029 certificado por la Ciudad, un estudio reciente sobre el trabajo de la ciudad para
abordar el problema de personas sin hogar (el Estudio sobre personas sin hogar) que fue completado por Moss Adams
a finales de 2022, y el enfoque de los Cuatro Pilares de la ciudad para prevenir y abordar el problema de la falta de
vivienda que adoptó el Consejo de la Ciudad en marzo de 2019.
El primer paso será la preparación de un Plan Estratégico para Personas sin Hogar (HSP) (Recomendación
1, Estudio sobre Personas sin Hogar). El HSP, que se financiará con fondos de la Medida CS, se basará en el marco
de los Cuatro Pilares de la ciudad y establecerá una visión coordinada y sistémica para la ampliación del sistema de
respuesta a las personas sin hogar, unos resultados y objetivos mensurables y unas estrategias de acompañamiento.
El proceso para desarrollar el HSP incorporará a los socios comunitarios de Santa Mónica, personas con experiencia
vivida de falta de vivienda, proveedores de servicios, agencias de la ciudad y socios de los sectores público y
privado para alinearse en torno a una visión clara, un conjunto de resultados e inversiones. Con este plan, la ciudad
pretende aumentar la continuidad en un entorno político inherentemente cambiante; mejorar el enfoque en objetivos
mensurables; y aumentar la alineación interna y la coordinación regional; todo ello hacia el objetivo de prevenir,
acabar y abordar el problema de las personas sin hogar en Santa Mónica.
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El Presupuesto propone restablecer y mejorar la dotación de personal de la Autoridad de la vivienda (utilizando
la Financiación Administrativa de la Sección 8) para gestionar y administrar el mayor tamaño y capacidad de los
programas de vales de la Autoridad de la vivienda, que han crecido significativamente en los últimos años. Los 3,5
puestos ETC adicionales tendrán capacidad para llevar a cabo la comprobación de la elegibilidad de los solicitantes
en la lista de espera de vales para inquilinos, trabajar con un número de casos significativamente mayor, hacer un
uso más eficiente de la autoridad y el financiamiento federal de vales y mejorar el servicio al cliente para inquilinos y
proveedores de vivienda (propietarios).
La Ciudad sigue invirtiendo en Equipos Multidisciplinares (EMD) que son gestionados por The People Concern
e incluyen el Equipo Multidisciplinar de Personas Sin Hogar en la Calle (HMST) y el Equipo Ciudad + Condado +
Comunidad (C3). Los equipos están formados por médicos y profesionales de la salud conductual autorizados que
pueden prestar servicios inmediatos e intensivos a las personas que se encuentran en la calle mientras esperan a
que se les ubique en un refugio. Estos equipos trabajan en colaboración con los equipos del Programa de Enlace
para Personas sin Hogar (HLP) del SMPD para debatir y abordar las necesidades de las personas sin hogar (PEH) más
necesitadas de la ciudad. La espera para conseguir una vivienda puede ser larga, por lo que necesitamos ofrecer
más servicios para apoyar a las PEH allí donde se encuentren y mientras esperan. En apoyo de esta misión, en este
Presupuesto proponemos ampliar este programa para incluir un tercer equipo que se iniciará en el año fiscal 2023-24
(Recomendación 18, Estudio sobre las personas sin hogar). El actual equipo C3 cubre la playa y el centro de la ciudad,
y el equipo adicional cubriría el resto de la ciudad. La ampliación del programa se financiará con fondos de la Medida
CS.
La ciudad se asociará con equipos de divulgación del Salvation Army que responderán a las solicitudes del equipo
HLP del SMPD y otros sobre el terreno. Esto proporcionará otro recurso para trabajar con los clientes y conectarlos
inmediatamente con los servicios disponibles. Los equipos de extensión del Ejército de Salvación esperan orientar y
proporcionar apoyo a los clientes que se encuentran en una crisis inmediata, con la intención de sacar al cliente de la
calle ese mismo día, al tiempo que trabajan para encontrar una solución a más largo plazo. El financiamiento de este
programa procede del Fondo de innovación del Consejo de Gobiernos de las Ciudades del Lado Oeste del Condado de
Los Ángeles.
Los fondos de la Medida CS, así como los fondos de la asignación federal, nos permitirán avanzar en el rediseño
del programa de viviendas provisionales SAMOSHEL para dar cabida a las admisiones las 24 horas, dando
opciones adicionales para la admisión fuera de horario y facilitando los transportes de SMPD para las personas que
experimentan la falta de vivienda y los problemas de salud conductual no urgentes (Recomendación 15, Estudio sobre
la falta de vivienda).
Utilizando los fondos de la Medida CS, también proponemos ampliar la plantilla del Departamento de Policía. El
aumento total de 7 ETC -6 oficiales de policía y 1 sargento- permitirá al Departamento de Policía ampliar su
Programa de Enlace con Personas sin Hogar (HLP) para desplegarse siete días a la semana. El programa
funciona actualmente cuatro días a la semana (Recomendación 15, Estudio sobre Personas sin Hogar). Anticipando
el largo periodo de contratación y formación para los nuevos puestos del equipo HLP, a corto plazo, estos recursos
de la Medida CS se utilizarán para continuar el trabajo del Equipo de Respuesta de Acción Dirigida (DaRT), un equipo
multidepartamental que abordaes áreas de preocupación comunitaria en la Playa, el Muelle y el Centro de la ciudad, y
para establecer un centro de inteligencia criminal en tiempo real.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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LIMPIEZA Y SEGURIDAD EN SANTA MÓNICA
Crear un ambiente caracterizado por espacios públicos y barrios limpios y seguros, incluidos parques para
actividades recreativas y de ocio.
Los fondos de la Medida CS se utilizarán para mejorar la seguridad y la limpieza de nuestros espacios abiertos, además
de las ampliaciones de servicios y tecnología en el Departamento de Policía que se señalan en la prioridad "Hacer
frente a la falta de vivienda" (es decir, la ampliación del Equipo del Programa de Enlace con las Personas sin Hogar
y DaRT). Durante este periodo presupuestario, la Ciudad desarrollará planes y una estrategia para poner en marcha
un centro de delincuencia en tiempo real, el Centro Analítico en Tiempo Real de Santa Mónica (S.M.A.R.T Center),
que recopilará y sintetizará datos en tiempo real de una serie de tecnologías, incluidas las cámaras de circuito cerrado
de televisión (CCTv), un sistema de gestión de video, lectores automáticos de placas (ALPR), sistemas aéreos no
tripulados (UAS o drones), Live911, geolocalización de la seguridad pública del SMPD, personal jurado y profesional
para dirigir el enfoque de los recursos policiales.
Los fondos de la Medida CS permiten a la Ciudad continuar y ampliar los programas de Limpieza y Seguridad
financiados anteriormente de forma puntual. Entre ellos se incluye el programa ampliado de servicios
de seguridad en las estructuras de estacionamiento del centro y en el muelle, que pasarán a ser programas
permanentes, al igual que el mantenimiento de los elementos de los parques Ken Genser y Tongva. Además, los
fondos de la Medida CS se destinan a los siguientes esfuerzos:
• Se ampliarán las inversiones en mantenimiento de espacios públicos, incluyendo mejoras para garantizar
que las actividades de limpieza de mayor riesgo se realizan de forma segura, utilizando un equipo adicional,
especializado y esfuerzos de limpieza de mayor frecuencia centrados en los desechos y
escombros generados por personas sin hogar (Recomendación 10, Estudio sobre las Personas sin
Hogar).
• Se aumentarán las frecuencias de poda de en zonas de mucho tráfico, lo que garantizará unas
condiciones más seguras para el público y mejorará la estética de nuestros espacios públicos.
• La mejora de la supervisión y la aplicación de la ordenanza de viviendas compartidas de la ciudad ayudará
a mitigar los impactos que tales viviendas tienen en los vecindarios residenciales y en las zonas que no suelen
estar sujetas a los impactos de las actividades comerciales.
El programa piloto de dos años de la Unidad de Respuesta Comunitaria (CRU) concluirá a finales del año fiscal 2022-
23. A lo largo del periodo piloto, el Departamento de Bomberos de Santa Mónica (SMFD) evaluó continuamente la
eficacia de la CRU y su papel en la prestación de Servicios Médicos de Emergencia (EMS) específicamente
relacionados con los PEH y las personas en riesgo de quedarse sin hogar. Durante este periodo de evaluación, el
Cuerpo de Bomberos identificó oportunidades para mejorar el programa a través de un enfoque más estratégico
de la prestación de EMS. Para maximizar la capacidad de respuesta de una futura CRU y adoptar un enfoque más
proactivo en la atención a nuestras poblaciones más vulnerables, el Cuerpo de Bomberos propone reasignar los fondos
dedicados actualmente a la CRU para añadir un Jefe de Batallón de EMS y un gestor de casos contratado:
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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• El Jefe de Batallón de EMS abordará las necesidades cambiantes de EMS, incluida la paramédica comunitaria,
los nuevos protocolos de respuesta, los problemas con la capacidad de las ambulancias, el aumento de las
llamadas de baja agudeza y el incremento de los tiempos de descarga de los pacientes de las ambulancias que
repercuten en el retorno puntual de las unidades al servicio.
• Un gestor de casos especializado trabajará con las personas que más utilizan el sistema de 9-1-1, incluida la
asistencia en el lugar de los hechos y la navegación hasta los servicios adecuados. La creciente lista de clientes
y sus necesidades especializadas ha superado la capacidad y los conocimientos de los bomberos.
El Departamento de Transporte propone un Programa de Seguridad en el Tránsito consistente en guardias
de seguridad desarmados (Oficiales de Seguridad en el Tránsito) que serán asignados para viajar a bordo de los
autobuses y realizar patrullas a pie en las paradas de autobús de BBB. Los TSO podrán apoyar a los operadores de
autocares en la prestación de servicios de atención al cliente a los pasajeros, ayudar con los disturbios relacionados
con la seguridad, servir como elemento disuasorio de la delincuencia y los comportamientos no deseados, y apoyar los
esfuerzos de la ciudad para hacer frente a la falta de vivienda. Este programa se financia con fondos del Big Blue Bus.
Las nuevas tasas de residuos sólidos permitirán a la Ciudad cumplir con la nueva ley estatal de reciclaje
obligatorio de orgánicos (SB 1383), aumentar las frecuencias de limpieza de callejones, mejorar los
servicios de vertido ilegal y recogida de artículos voluminosos adoptando un enfoque proactivo, apoyar las
limpiezas comunitarias organizadas por voluntarios, barrer el creciente inventario de carriles protegidos para bicicletas
de la Ciudad y continuar con sus esfuerzos de sostenibilidad para alcanzar el objetivo del Consejo de la Ciudad de
Cero Residuos para 2030. (también aborda la prioridad de Comunidad Sostenible y Conectada)
CULTIVAR LA RECUPERACIÓN ECONÓMICA, AMPLIAR LA OFERTA CULTURAL
Y PARA LA COMUNIDAD
Cultivar las oportunidades y la recuperación económicas e invertir en servicios y programas comunitarios
y culturales para todos los miembros de la comunidad, centrándose en ampliar las oportunidades para los
jóvenes, los adolescentes y las personas mayores.
Como se ha señalado anteriormente, un nuevo Departamento de Ocio y Artes crearía capacidad y liderazgo para
centrarse en esfuerzos e iniciativas que construyan comunidad y hagan avanzar una agenda centrada en las artes y los
asuntos culturales, que es esencial para nuestra revitalización económica.
El Presupuesto propone el restablecimiento de las horas de servicio en nuestras bibliotecas y la continuación de
las horas restablecidas el año pasado con fondos únicos. Las horas adicionales activarían la Biblioteca Principal los
sábados, ampliarían el horario nocturno en todas las sedes abiertas (de lunes a jueves) hasta las 8 p.m., y abrirían la
Biblioteca Principal una hora antes (de lunes a jueves) a las 10.00 a.m. También se ampliará la programación para
mayores y familias en la Biblioteca Principal y en las sucursales. El personal adicional no sólo podrá proporcionar
el servicio de atención al cliente y la experiencia en investigación para nuestros visitantes, sino que ampliará la
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creatividad y el volumen de nuevos y preciados programas, como las horas del cuento, la ayuda tecnológica y los
eventos literarios. Los fondos de horas adicionales son posibles gracias a la reasignación de fondos de la iniciativa de
pago acelerado del pasivo por pensiones no financiadas.
El restablecimiento parcial de los programas de servicios directos de CREST, la Liga de Actividades Policiales
(PAL) y el Parque de la Avenida Virginia (VAP) estabilizará y garantizará una estructura de personal coherente
en todos los programas juveniles que atienden a las poblaciones más vulnerables de la comunidad, incluido el
Programa de Almuerzos de verano. Los programas de servicios directos de la ciudad ofrecen una programación
estructurada fuera del horario escolar, como actividades de enriquecimiento y apoyo académico, como prolongación
de la jornada escolar y hasta bien entrada la noche en apoyo de las familias trabajadoras y con bajos ingresos. Los
programas después de la escuela son un servicio esencial para la comunidad y proporcionan a las familias cargadas
de alquiler el cuidado y la supervisión necesarios para los niños. Con este restablecimiento parcial, los programas de
servicios directos pueden aumentar las inscripciones entre 480 y 500 jóvenes para una participación total prevista de
más de 2.200 jóvenes atendidos. El financiamiento de esta restauración resulta de la suspensión del pago del pasivo
por pensiones no financiado de la Ciudad.
Continuación del apoyo financiero de la Ciudad al programa Club de patio de recreo del distrito escolar
dirigido por un socio sin fines de lucro que ofrece tiempo de juego supervisado después de la escuela en los patios
de las escuelas primarias, utilizando los recursos generados por la suspensión del pago del pasivo por pensiones no
financiado de la Ciudad.
La continuación del programa El arte de la recuperación que apoya la producción de arte público gratuito y
la programación y eventos culturales. Según este modelo, los artistas, las organizaciones artísticas y los grupos
comunitarios reciben financiamiento y apoyo para producir actos públicos. Los eventos impulsan la recuperación
económica, sirven a grupos comunitarios de toda la ciudad y proporcionan apoyo financiero a un grupo diverso de
artistas, productores culturales y socios comunitarios. Los recursos para este programa proceden de la suspensión del
pago del pasivo por pensiones no financiado de la Ciudad.
Creación de un nuevo costo que cubra el Programa de Pickleball, con personal dedicado que organizará la
programación y el juego abierto, proporcionará recomendaciones sobre políticas y tarifas y se encargará de la
supervisión general del programa.
Restauración de 15 horas semanales más en el Gimnasio y Sala de Fitness del Parque Memorial y 20 horas
semanales adicionales de alquiler de campos, con los costos cubiertos por los ingresos adicionales del programa.
Esto proporcionará a los usuarios del parque acceso a los baños interiores durante las mañanas de los días laborables.
Y la reintroducción de la muy solicitada Sala de Conferencias del Centro de Natación para los miembros de la
comunidad y los grupos de permisos.
La introducción de programas especializados que cubren los costos, incluidas las clases de certificación de socorristas,
en la nueva instalación acuática de la escuela preparatoria de Santa Mónica ofrecerá clases destinadas a
desarrollar las habilidades acuáticas de los participantes que aspiran a convertirse en socorristas y servirá como
programa de alimentación para Santa Monica Aquatics y los futuros socorristas.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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Restauración permanente de la Programa de subvenciones vecinales, utilizando fondos reasignados del pago
del pasivo de pensiones no financiado de la Ciudad, que proporcionará una subvención de 7.000 dólares a cada uno
de los siete grupos vecinales de la Ciudad.
Establecer un Fondo de ayuda a las pequeñas empresas y de mejora de los arrendatarios que
proporcionará préstamos renovables o subvenciones y asistencia técnica a las empresas más necesitadas. El Fondo
incluirá una asignación continua de 100.000 dólares del Fondo General (procedentes de fondos reasignados para
el pago de obligaciones de pensiones no financiadas) y una cantidad única de 50.000 dólares procedentes de la
asignación de la Subvención en Bloque para el Desarrollo Comunitario (CDBG) de la ciudad.
El restablecimiento de puestos clave en el Departamento de Desarrollo Comunitario reforzará la labor de
recuperación económica. Un planificador de experiencia trabajará en la agilización de los procesos de concesión de
permisos y en la aclaración de los requisitos para obtenerlos en el sitio web de la ciudad, dirigirá la actualización del
Programa Costero Local, que agilizará aún más la concesión de permisos, y actuará como enlace de la ciudad con
la Comisión Costera de California para resolver solicitudes de permisos complejas. Un administrador de desarrollo
económico se centrará en la cartera inmobiliaria de la ciudad para maximizar los ingresos, racionalizar las directrices
de arrendamiento y proporcionar apoyo para llevar a cabo los proyectos de recuperación económica de la ciudad,
incluida la incubadora de la cocina comunitaria de vAP, las iniciativas de contratación local, el apoyo a las pequeñas
empresas y las vías de emprendimiento para las empresas de minorías étnicas. Estas inversiones se financiarán con
fondos de amortización reasignados.
El personal emprenderá una modernización estratégica del programa del Impuesto sobre Licencias
Comerciales de la ciudad y presentará una ordenanza actualizada a los votantes de la ciudad en 2024 con el
objetivo de fomentar la inversión y la innovación, ayudar a las empresas de Santa Mónica a repuntar y posicionar a
la ciudad para gravar de forma equitativa y justa a las empresas existentes y emergentes para apoyar los servicios
esenciales. También instituiría mejoras que promoverían el crecimiento empresarial y se alinearían con la prioridad
de la ciudad de cultivar oportunidades económicas equitativas e inclusivas para las comunidades tradicionalmente
desatendidas, incluidos los negocios propiedad de minorías y las microempresas (also addresses Racial Justice, Equity
& Social Diversity priority)
La Ciudad pondrá en marcha un programa que ofrezca tarifas reducidas de Recursos, Reciclaje y Recuperación para
los hogares con bajos ingresos que cumplan los requisitos con la adopción de nuevas tarifas de residuos sólidos,
utilizando fondos de amortización reasignados (también aborda la prioridad de Justicia Racial, Equidad y Diversidad
Social)
JUSTICIA RACIAL, EQUIDAD Y DIVERSIDAD SOCIAL
La ciudad de Santa Mónica reconoce los efectos del racismo y la discriminación generacionales e institucionales,
y sus consecuencias, que siguen afectando a nuestros residentes y empresas. Estas lecciones de nuestra historia
no pueden ser ignoradas. La ciudad está comprometida con el avance de la equidad racial y la diversidad social
para mejorar el bienestar de las personas que viven, trabajan, aprenden, juegan y hacen negocios en nuestra
ciudad y crear una comunidad donde las diferencias en los resultados de la vida no puedan predecirse por raza,
clase, género, discapacidad u otras identidades. Todos en Santa Mónica deben tener la oportunidad de prosperar.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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La Ciudad ha integrado la diversidad, la equidad, la justicia y la inclusión en su trabajo en todos los departamentos.
El Plan de Ciudad Sostenible de la ciudad incluye métricas en torno a la diversidad social y la equidad y el Proyecto
de Bienestar de la Ciudad inició el trabajo de la ciudad con la Alianza Gubernamental sobre Raza y Equidad (GARE) y
emprendió proyectos y formaciones clave para ayudar a cerrar la brecha de la equidad. interrumpido por la pandemia
de COviD-19 y la reestructuración de la ciudad, el Equipo de Diversidad, Equidad e inclusión de la ciudad trata de
retomar estos esfuerzos, involucrar a las diferentes comunidades y trabajar para cerrar las brechas de equidad en
la propiedad económica, la educación, la salud y el bienestar y otras áreas que afectan a la calidad del bienestar de
todos.
Como parte del acuerdo de franquicia de Out of Home Wayfinding, el franquiciado, Big Outdoor, ha acordado devolver
el dos por ciento de sus ganancias a la Ciudad. En el taller del 11 de marzo, el personal recibió instrucciones para
asignar esta parte de los fondos (aproximadamente entre 100.000 y 250.000 dólares al año a partir del año fiscal
2025-2026) a un Fondo de equidad que pueda utilizarse para apoyar el trabajo de la ciudad en favor de la equidad.
También se sigue trabajando en las siguientes áreas:
• Language Access – aplicación de la instrucción Administrativa de Language Access, ampliación de los
servicios de traducción en tiempo real de la ciudad y adquisición de equipos de asistencia auditiva para las
reuniones públicas.
• Reframe – Continuación del proyecto de la ciudad para recontextualizar los murales, así como un esfuerzo
para desarrollar un reconocimiento de la tierra de Santa Mónica en colaboración con las comunidades nativas
americanas locales.
• Comité de Equidad Racial – Utilizar los recursos existentes para apoyar el desarrollo profesional de
nuestros Responsables de Equidad e inclusión en las áreas de diversidad, equidad e inclusión como principios
de la administración pública para ayudarles a tener un mayor impacto en su trabajo y desarrollar futuros líderes
con una comprensión integral de cómo la DEi informa su trabajo.
El Presupuesto incluye la continuación del Programa de becarios de oficios (TiP). Se trata de un programa
que abarca muchas de las operaciones de la ciudad y que se centra en apoyar y capacitar a los jóvenes y adultos
vulnerables de Santa Mónica que se enfrentan a barreras para el empleo, que pueden incluir la implicación con el
sistema de justicia penal, la salida de la libertad condicional, o no haber obtenido un diploma de escuela preparatoria
o GED. En particular, TiP ha atendido a jóvenes de color, siendo los jóvenes afroamericanos (33%) y latinos (63%) el
96% de los participantes desde 2015. Para muchos participantes, el programa se ha convertido en un vehículo hacia
la estabilidad personal, social y económica. Desde 2015, un total de 27 becarios de oficios han participado en el
programa. 19 graduados del TiP han conseguido con éxito un empleo a tiempo completo en los oficios, y 10 de ellos
han adquirido puestos permanentes a tiempo completo en la ciudad.
El Presupuesto incluye los fondos para permitir una opción de reunión pública híbrida para las reuniones que tengan
lugar en las Cámaras del Consejo y en la sala de conferencias del instituto Santa Mónica (SMi) en la Estructura
de Estacionamiento del Centro Cívico. Este modelo aprovecha los cambios en la estructura de las reuniones que
permitirían que todos los comentarios del público y las audiencias públicas se produjeran al principio de la reunión
para mantener al mínimo los costos adicionales de personal. El costo se cubre con fondos de pago reasignados.
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FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
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proporcionará un punto de contacto para las solicitudes de adaptaciones y las preguntas del público y dirigirá las
iniciativas de la Ciudad para garantizar que las instalaciones cumplen la normativa de la Ley sobre Estadounidenses
con Discapacidades (ADA).
Para garantizar que todos los vendedores y proveedores de servicios tengan oportunidades viables significativas de
competir y participar en la adquisición de bienes y servicios por parte de la ciudad, esta llevará a cabo un estudio
de disparidad para explorar las barreras actuales a la equidad e inclusión de las prácticas de adquisición y
contratación de la ciudad, diseñará un plan para implementar cambios que respondan a los hallazgos del estudio
de disparidad y creará un marco estructural para la educación, divulgación y apoyo a los vendedores.
COMUNIDAD SOSTENIBLE Y CONECTADA
Garantizar que las políticas y los programas de la Ciudad mejoren nuestros recursos, prevengan y remedien los
daños al entorno natural y a la salud humana, y beneficien el bienestar social y económico de la comunidad por
el bien de las generaciones actuales y futuras.
Las prácticas sostenibles están integradas en los programas, políticas y operaciones de toda la ciudad. Una parte
significativa del trabajo de la ciudad que aborda la prioridad de Sostenibilidad está financiada por los Fondos
Empresariales de la ciudad, incluidos los Fondos de Agua, Aguas Residuales, Recuperación de Recursos y Reciclaje
y Big Blue Bus, que han realizado inversiones estratégicas y cambios operativos para avanzar en los resultados de
sostenibilidad.
El Consejo estableció objetivos de sostenibilidad significativos tanto para las operaciones municipales como para
la comunidad con la adopción del Plan de Ciudad Sostenible y el Plan de Acción y Adaptación Climática. El Plan
de Ciudad Sostenible actualizado refleja las mejores prácticas para la toma de decisiones basada en datos y la
sostenibilidad municipal. El Consejo también adoptó objetivos agresivos para mejorar la sostenibilidad y la capacidad
de recuperación comprometiéndose a lograr la Autosuficiencia Hídrica para 2023, Cero Residuos para 2030 y la
Neutralidad de Carbono para 2050 o antes. El Plan Maestro de Agua Sostenible, el Plan Estratégico de
Residuos Cero, el Plan de Acción para la Bicicleta, y el Plan de Acción para el Vehículo Eléctrico detallan
estrategias para integrar prácticas sostenibles y lograr los resultados adoptados por el Consejo. Estos planes y los
objetivos asociados han dado lugar a inversiones en el reciclaje del agua y el abastecimiento de agua local, la mejora
de los programas de recogida de residuos alimentarios, la adquisición de energía verde, una transición exitosa a una
flota de autobuses eléctricos, esfuerzos para electrificar los edificios y la ampliación de la infraestructura de recarga de
vehículos eléctricos.
El Consejo también hizo hincapié en la importancia de la sostenibilidad a la hora de planificar el futuro del aeropuerto
de Santa Mónica tras su cierre previsto para principios de 2029.
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El presupuesto incluye mejoras en la dotación de personal para apoyar el cumplimiento adicional y los requisitos de
ensayo del permiso de Requisito de Agua Sostenible para apoyar las operaciones de reciclaje de agua y recarga de
aguas subterráneas, hacer cumplir las políticas de escorrentía urbana y mejorar las actividades de conservación del
agua, así como programas y cambios operativos para lograr un nivel cero de residuos. (también aborda la prioridad de
limpieza y seguridad)
También se añade personal para apoyar los esfuerzos de contratación y formación del BBB para restablecer el servicio
de autobuses a los niveles anteriores a la pandemia con el fin de proporcionar servicios de tránsito a la comunidad.
Esto es crucial, ya que el departamento, así como otras agencias de tránsito a nivel nacional, se enfrentan a una
escasez de operadores de autocares.
CONCLUSIÓN
La pandemia de COviD-19 impactó en la Ciudad y en las operaciones de la Ciudad de formas inimaginables. La
rápida pérdida de ingresos se tradujo en drásticas reducciones de programas y servicios que aún hoy se dejan sentir.
En un entorno altamente restringido, este Presupuesto aprovecha las medidas fiscales recientemente adoptadas y
reasigna los recursos existentes para ampliar los programas existentes con el fin de lograr restauraciones vitales
que no sólo alimentarán nuestra recuperación económica, sino que garantizarán que los programas que atienden a
nuestros jóvenes, familias y ancianos se amplíen para satisfacer las necesidades de la comunidad. Las inversiones
propuestas en este Presupuesto no sólo se alinean con las prioridades del Consejo de la Ciudad, sino que se filtran a
través de una lente de equidad para garantizar que los recursos se dirigen allí donde son más necesarios y atienden
a las poblaciones vulnerables. Aunque seguimos en un estado de recuperación, esta se está moderando, como refleja
este Presupuesto que demuestra una enorme cantidad de trabajo por delante y pasos positivos para avanzar en las
prioridades del Consejo de la Ciudad que abordan las necesidades de la comunidad y estabilizan la organización.
Respetuosamente presentado,
David White
Administrador municipal
FY 2023-25 PRESUPUESTO BiENAL PROPUESTO
MENSAJE DEL ADMiNiSTRADOR MUNiCiPAL
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FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
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FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
Santa Monica: Populus Felix In Urbe Felici (Fortunate people in a fortunate place)
Santa Monica is a beautiful beachside community of 8.3 square miles, situated on the westside of Los Angeles
County, about 16 miles from Downtown Los Angeles. it is bordered by the City of Los Angeles on three sides and
the Pacific Ocean on the west.
HISTORIC TIMELINE
Santa Monica is home to a mix of commercial districts, residential communities, and recreational and art venues.
Each of Santa Monica’s character-rich neighborhoods – Pico, Wilshire Montana, Ocean Park, Downtown, Sunset
Park, North of Montana, and Northeast – has a unique vibe. Recently named by National Geographic as one of
the Top "10 Beach Cities in the World" and by TiME as one of the "Best Places to Live," Santa Monica features
three miles of Pacific Ocean beaches and the Santa Monica Pier. High-profile global technology and entertainment
companies, small entrepreneurial start-ups, restaurants and retail businesses call the City home.
Santa Monica is a full-service city. City departments provide police, fire, a regional transportation network,
water, refuse and recycling, streets, parking, planning, building, engineering, free public Wi-Fi, a high-speed fiber
optic network, parks, affordable housing, economic development, library, rent control, recreational, cultural, and
educational services to the community.
B.C.E.1542 1769 1790 1821 1875 1886 1909 1917 1945 1979 1989 1994 2016 2017 2020 2020
Indigenous
peoples lived
here for
millennia,
and their
descendants
continue to
inhabit the
area.*
Area called
“Santa
Monica” by
Father Juan
Crespi with
the Gaspar
de Portola
expedition.
Mexico sold
three large land
grants, creating
private ownership
of the local
parcels: Rancho
La Ballona,
Rancho Boca de
Santa Monica,
and Rancho San
Vicente y Santa
Monica.
Santa Monica
Pier was built.
The City of
Santa Monica is
incorporated.
Rent
control
adopted by
voters.
Santa Monica
adopts its
City Charter.
The City
joins the
Governmental
Alliance on
Racial Equity
(GARE)
Local
Emergency
declared in
response to
COVID-19.
City Council
approves
formation of the
Racial Equity
Committee
Juan Rodriguez
Cabrillo drops
anchor in Santa
Monica Bay.
Tongva
relocated
to Mission
San Gabriel
where they
were forced
into labor and
converted to
Christianity.
Col. Robert S.
Baker & Senator
John P. Jones
record a map
for the town of
Santa Monica
and the first lot
was sold for
$300.
Clover Field
airstrip was
established.
In the 1940s,
it housed the
Douglas Aircraft
factory, which
manufactured
military aircraft
for World War II.
Santa Monica
was one of
the first cities
to adopt a
Sustainable
City Plan with
targets.
Third Street
Promenade
opens.
Metro Expo
light rail opens
three new
stations in
Santa Monica.
*Gabrieleno/Gabrielino Tongva and Kizh. in addition, Fernandeño Tataviam, ventureño/Chumash, Acjachemen (Juaneño), Payómkawichum (Luiseño), and Nicoleño are the
names of other groups and tribes of this region.
7.A.a
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31
FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
QUICK FACTS
POPULATION IN SANTA MONICA
AGE DISTRIBUTION IN 2021
1980
80,000 82,000 84,000 86,000 88,000 90,000 92,000 94,000
1990
2000
2010
2021
88,314
86,905
84,084
89,736
91,103
Source: U.S. Census Bureau, Census 2021 American Community Survey
AGE GROUP
0-4 3,365 (3.7%)
5-19 11,239 (12.3%)
20-64 61,490 (67.5%)
65+ 15,009 (16.5%)
Educational Attainment: 71% Bachelor’s Degree or higher
Median Household Income: $94,906
Percentage of Homeowners: 31.4%
Percentage of Renters: 68.6%
Households: 45,541
Median Gross Rent: $2,157
Person per Household: 1.96
Median Value of Owner Occupied Housing: $1,582,300
Source: U.S. Census Bureau, 2021 American Community Survey
7.A.a
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32
LOCAL ECONOMY
The City’s economy continues the path to recovery in the aftermath of the COviD-19 global pandemic. The
community has made proactive investments to support local businesses, workers, and residents through actions
that include adopting permanent outdoor dining and zoning changes to keep businesses open and workers
employed; welcoming 14 new business developments planned for downtown; supporting free public art and
cultural programming and events through the Art of Recovery program; and adding Planning and Economic
Development staffing to support economic development.
While the challenges have been real, Santa Monica has a very robust and diverse economy. Known as “Silicon
Beach,” Santa Monica’s businesses are at the leading edge of the nation’s creative economy and startup scene.
People are coming from all over the world to work at companies like Activision, Red Bull, and Snap. From
entertainment leaders like Universal Music Group and Lionsgate to startup successes like GoodRx, Truecar, and
Beautycounter, Santa Monica is a home for creativity and business innovation. Renowned healthcare providers like
UCLA Medical Center, Providence St. John’s Health Center and Kaiser Permanente also call Santa Monica home
and have played a pivotal role in the community’s care over the past three years. Santa Monica offers Class A
office space with access to sun, surf, and a highly skilled workforce along with a nationally recognized high-speed
fiber optic network. Principal local employers are in the fields of education, municipal government, technology,
fintech, health care, policy, and research. Santa Monica’s leading industry sectors are information Technology,
Professional, Scientific and Technical Services, Accommodation and Food Services, and Health Care and Social
Assistance (by employment).
FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
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33
Employers and employees are drawn to the area’s cultural, artistic, and recreational amenities. Unbeatable year-
round sunshine and warm weather helps too! Tourism is an important driver of the local economy. in 2021, Santa
Monica welcomed over 3.5 million visitors who spent $750 million in Santa Monica, generating significant retail
sales and transient occupancy tax revenues for the City. The City is making progress to once more attract over 8
million visitors as it did in pre-covid times.
5,747 jobs are supported by the tourism industry. The City’s 41 hotels typically operate with high occupancy rates
year-round, apart from the recent dip due to COviD-19 and international travel restrictions.
Retail plays a major role in Santa Monica’s economy. Santa Monica is home to a number of distinctive shopping
districts. in the heart of Downtown, the Santa Monica Pier, Third Street Promenade, and Santa Monica Place draw
locals and visitors alike. South of the Civic Center are the Main Street and Pico Boulevard districts, with eclectic
shops, art, performance venues, and fine dining. On the north end of town, numerous boutiques and trendy
restaurants line Montana Avenue, and Wilshire Boulevard provides an important thoroughfare throughout the City.
While our streets have had some quiet days over the last few years, residents, businesses, and workers are
reemerging, and on an average day, tourists, shoppers, and employees significantly boost the daytime population
to an estimated 250,000 people. The streets are now more vibrant than ever with the addition of outdoor dining
activations throughout the City.
GOVERNMENT AND ADMINISTRATION
The City of Santa Monica was incorporated on
November 30, 1886 and subsequently adopted a
City Charter in 1945. in 1947, a Council-Manager
form of government was established following a
vote of the City’s residents and approval by the
California legislature.
The City Council consists of seven members elected
by the community at large to four-year terms.
Elections are held every two years, at which time
either three or four Council members are elected.
The Council selects the Mayor and Mayor Pro
Tempore. City Council appoints a City Manager
to administer the City, a City Attorney and a City
Clerk. The City Council also serves as the governing
bodies for the Santa Monica Redevelopment
Successor Agency, the Housing and Parking
Authorities, and the Public Financing Authority.
FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
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SCHOOLS
The highly rated Santa Monica-Malibu Unified School District serves both Santa Monica and Malibu residents.
There are ten elementary schools, two middle schools, three high schools, and an alternative K-8 school in the
district. The City of Santa Monica provides $28 million in funding support to SMMUSD annually.
Santa Monica College (SMC), one of the state’s top two-year community colleges, serves over 30,000 full-time and
part-time students on several campuses and offers more than 300 new courses in 58 subject areas. For 29 years,
the college has ranked #1 in transferring students to the University of California, University of Southern California,
and other four-year campuses.
FY 2023-25 PROPOSED BiENNiAL BUDGET
SANTA MONiCA AT A GLANCE
7.A.a
Packet Pg. 667 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW
7.A.a
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35
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - OvERALL ECONOMiC CONDiTiONS
NATIONAL ECONOMY
The U.S. economy rebounded strongly in 2021
and 2022 from the pandemic-induced recession
of 2020. However, high inflation, lingering
supply chain issues, high interest rates, labor
shortages, and the war in Ukraine are all
contributing to a softening of the economy
and uncertainty about the future course of the
economy. The most recent Bloomberg survey
of leading economists projects tepid economic
growth, as measured by GDP, of just 1% in
both 2023 and 2024, and predicts a 65%
chance of a recession sometime in the next 12
months. Consumer spending and the housing
market, which helped propel the economy, are
showing signs of weakness. While unemployment remains near historic lows (below 4%), the rate is expected
to grow slightly over the next two years as the economy cools, and a number of companies, particularly in the
technology sector, have announced large layoffs. While inflation has begun to moderate, CPi is still running nearly
15% above the level of two years ago.
-8.0%
-4.0%
0.0%
4.0%
8.0%
12.0%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Source: Bloomberg
Real GDP Growth vs. Unemployment
Real GDP Unemployment
The amount of funding recommended for programs and services is driven by available resources. Economic
conditions at the national, state and local levels affect the level of revenue available to the City each year. This
section identifies the existing economic conditions that influenced the development of the annual budget. The
section includes summary charts for Citywide budgeted revenues and expenditures, including an overview of
retirement expenditures and employee contributions. The section also presents summary information regarding
the major tax revenues and their impact on the General Fund revenue forecasting, and revenue analysis for
each fund.
7.A.a
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36
STATE ECONOMY
The future course of the State economy reflects
the same uncertainty as the Nation. The
March 2023 UCLA Forecast for the Nation
and California does anticipate that the State
economy will outperform the national economy
regardless of whether or not a recession occurs.
The state’s economy will be helped by a strong
construction sector, a still sufficient State
budget rainy-day fund, and increasing demand
in California for things such as defense goods,
labor-saving equipment and software. This
is expected to help keep unemployment at
relatively low levels despite the layoffs in the
technology sector.
\
On the consumer side, inflation-adjusted
personal income is expected to remain flat or
even fall slightly for the remainder of 2023
before relatively mild increases in 2024 and
2025. The UCLA Forecast also projects that
strong demand for the limited housing stock,
as well as new laws permitting accessory
dwelling units to be built in neighborhoods
zoned for single family homes, should lead to
increased homebuilding through 2025. This
increase will be partially mitigated by the
impact of high mortgage rates.
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - OvERALL ECONOMiC CONDiTiONS
0
50
100
150
200
$-
$200
$400
$600
$800
$1,000
2017 2018 2019 2020 2021 2022 2023 2024 2025
Source: UCLA Forecast for the Nation and California March 2023
California Housing Market
Taxable Sales in Billions Res Bldg Permits in Thousands
$0
$100
$200
$300
$400
$500
0
2
4
6
8
2017 2018 2019 2020 2021 2022 2023 2024
Source: National Association of Realtors
U.S. Existing Home Sales
Home Sales in Millions Median Price in Thousands
7.A.a
Packet Pg. 670 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
37
LOCAL ECONOMY
Santa Monica has historically benefited from a more diversified tax base with less reliance on Sales and Property
Taxes than most other cities. While these tax revenues are important for Santa Monica, the local economy is
also highly dependent on tourism and the hospitality industry, both of which have recovered strongly since the
depths of the pandemic. Transient Occupancy Taxes (TOT), Sales Taxes, and parking-related revenues (including
Parking Facility Taxes) together accounted for nearly 50% of General Fund revenues pre-COviD-19. TOT and Sales
Taxes have essentially returned to pre-COviD levels despite the fact that the recovery in international tourism and
business travel is still lagging. Parking-related revenues have recovered somewhat, but are not expected to reach
pre-COviD levels until at least FY 2027-28.
Property taxes have remained
positive as assessed value
increases continued during the
pandemic. These increases
are expected to continue, but
at a slower pace for the next
two years, reflecting a slight
softening in the real estate
market. The number of property
transfers year-to-date (through
February) is down nearly 37%
in FY 2022-23 after strong
increases the prior two years,
however, the average transfer
value has continued to increase.
Business License taxes have begun to recover from the pandemic, but are not expected to return to pre-COviD
levels until FY 2026-27. TOT and Documentary Transfer Tax revenues will also be bolstered by voter-approved
measures increasing the TOT rate (Measure CS) from 14% to 15% (to 17% for homeshares) and adding a third tier
to the City’s Documentary Transfer Tax (Measure GS) of $56 per $1,000 transfer value for transfers of $8 million
and over. Due to the extreme volatility in this account, no revenue estimate will be included until the FY 2023-24
Midyear report, and these revenues will be included in the Special Revenue Sources Fund rather than the General
Fund due to the restrictions of the measure. The voters also approved Measure HMP establishing business license
tax rates for cannabis businesses, but no revenue from these sources is anticipated before FY 2025-26.
A more detailed discussion of local taxes follows the Citywide Budget overview.
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - OvERALL ECONOMiC CONDiTiONS
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
0
500
1,000
1,500
2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22
City of Santa Monica Property Transfers
Number of Transfers Average Tax Per Transfer
Source: County of Los Angeles Registrar Recorder
7.A.a
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38
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
TOTAL FY 2023-24 CITY REVENUES: $747.2 MILLION
Total projected City revenues for FY 2023-24
are $747.2 million, net of reimbursements and
transfers. This represents a $15.5 million or 2.1%
increase from the FY 2022-23 revised budget. The
increase reflects greater General Fund revenues
primarily from Transient Occupancy and Property
taxes, revenues from the merge of the Community
Broadband Fund to the General Fund, anticipated
developer payments and advertising revenue from
the City’s new Digital Wayfinding Kiosk program. in
the other funds, revenues reflect increased capital
project funding, adjustments reflecting the timing
of estimated reimbursements from grant expenses,
scheduled water and wastewater rate adjustments,
anticipated solid waste rate adjustments, and
estimated funding allocations from various other
government agencies. Revenue details and
projections for the next two fiscal years for all City
funds are detailed in the Revenue Analysis section.
TOTAL FY 2024-25 CITY REVENUES: $782.0 MILLION
Revenues in FY 2024-25 are projected to be
$782.0 million, net of reimbursements and
transfers. This represents a $34.8 million or
4.7% increase from FY 2023-24, primarily driven
by greater General Fund revenues reflecting
continued recovery from the pandemic-induced
economic downturn. in the other funds, changes
are driven by various items, as in FY 2023-24,
including increased capital project funding,
adjustments reflecting the timing of estimated
reimbursements from grant expenses, scheduled
water and wastewater rate adjustments,
anticipated solid waste rate adjustments, and
estimated funding allocations from various other
government agencies. Revenue details and
projections for the next two fiscal years for all
City funds are detailed in the Revenue Analysis
section.
Citywide Revenues by Category
Citywide Revenues by Category
Charges for Services
Property Taxes
10.7%
Sales Taxes
21.5%
Other Taxes
3.5%
Transient
Occupancy
Taxes
8.9%
Charges for
Services
26.2%
Utilities Users
Taxes
4.6%
Business License
Taxes
4.1%
Licenses &
Permits
4.8%Other
6.3%
intergovernmental
& Grants
9.4%
Property Taxes
10.9%
Sales Taxes
22%
Other Taxes
3.4%
Transient
Occupancy
Taxes
9.4%
Charges for
Services
25.5%
Utilities Users
Taxes
4.7%
Business License
Taxes
4.3%
Licenses &
Permits
4.9%
Other
6%
intergovernmental
& Grants
8.9%
7.A.a
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39
TOTAL FY 2023-24 CITYWIDE EXPENDITURE BUDGET: $740.9 MILLION
The FY 2023-24 budget includes $740.9 million in
expenditures, net of reimbursements and transfers, for
all funds. This amount represents a 3.8% increase over
the revised budget for FY 2022-23, primarily reflecting
maintenance of effort increases in the operating budget for
compensation and operating expenditures, the allocation
of new resources to address City Council and community
priorities, subsidies and loans to the Pier Fund and
Beach Fund, and adjustments for estimated grant funded
operating and capital project expenditures.
TOTAL FY 2024-25 CITYWIDE EXPENDITURE BUDGET: $746.4 MILLION
The FY 2024-25 budget includes $746.4 million in
expenditures, net of reimbursements and transfers, for all
funds. This amount represents a net increase of 0.8% from
FY 2023-24, primarily due to a decrease in programmed
capital expenditures in the Big Blue Bus Fund. Additional
capital expenditures commencing in FY 2024-25 will be
programmed in the Big Blue Bus Fund as part of the FY
2024-26 Biennial Capital improvement Program budget
process. Operating expenditures continue to reflect impacts
of annual cost of living increases on employee compensation
and benefits and operating expenditures, the allocation of
resources to address City Council and community priorities,
and subsidies and loans to the Pier Fund and Beach Fund.
The difference between Citywide revenues and expenditures
is due to disparities in timing between revenues and
expenditures for capital projects, as well as the use of
working capital reserves to cover expenditures in the
General Fund.
The City continues to comply with its policy to fund ongoing costs using ongoing revenues. As in previous years,
City revenues are subject to changes in economic conditions, State budget actions, and legislative changes.
Citywide Expenditures by Fund
(in millions)
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
Citywide Expenditures by Fund
(in millions)
Enterprise Funds
$251
34%
General Fund
$412.4
56%
Other Funds
$77.5
10%
Enterprise Funds
$245
34%
General Fund
$433.4
58%
Other Funds
$68
9%
7.A.a
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40
FY 2023-24 GENERAL FUND REVENUES: $438.7 MILLION; EXPENDITURES: $436.9 MILLION
Total FY 2023-24 General Fund revenues are projected to be $438.7 million, which is $13.4 million (3.2%) greater
than the FY 2022-23 revised budget. The General Fund Operating Expenditure Budget for FY 2023-24 is $423.4
million and Capital improvement Projects add an additional $13.5 million, for a total General Fund budget of $436.9
million. Operating expenditures increase $16.1 million, or 4.0% from the FY 2022-23 revised budget. The increase
is primarily related to operating expenditures, which reflect impacts of annual cost of living increases on employee
compensation and benefits and projected increases for operating expenditures (including insurance, gas and utilities),
the allocation of new resources to address City Council and community priorities, and subsidies and loans to the Pier
Fund and Beach Fund.
Where does the money come from in FY 2023-24?
Where does the money go?
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
Local Taxes
72.5%
Charges for
Services
12.2%
Fines / Licenses /
Permits
11.4%
investments /
Rents
2.5%
All Other
1.4%
Public Safety
(Fire/Police)
38%
Public
Works
11.8%
Non-Departmental
13%
internal
Services
14.2%
Capital
improvements
3.1%
Community
Development
4.3%
Housing &
Community
Services
7.5%
Library
2.5%
Mobility &
Parking
5.6%
7.A.a
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41
FY 2024-25 GENERAL FUND REVENUES: $451.9 MILLION; EXPENDITURES: $458.6 MILLION
Total FY 2024-25 General Fund revenues are projected to be $451.9 million, which is $13.2 million, or 3.0% more
than in FY 2023-24. The General Fund Operating Expenditure Budget for FY 2024-25 is $443.6 million and Capital
improvement Projects add $15.0 million, for a total General Fund budget of $458.6 million. Operating expenditures
increase $20.2 million, or 4.8% over the FY 2023-24 budget. The increase primarily reflects annual cost of living
increases on employee compensation and benefits and projected increases for operating expenditures (including
insurance, gas and utilities), and subsidies and loans to the Pier Fund and Beach Fund. Funds set-aside in the General
Fund reserve as working capital will be used to close the gap between revenues and expenditures. The gap is due to
short-term hotel closures impacting transient occupancy taxes, as well as some short-term economic weakness that is
impacting revenue recovery.
Where does the money come from in FY 2024-25?
Where does the money go?
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
Local Taxes
71.9%
Fines /
Licenses /
Permits
11.2%
investments /
Rents
2.7%
Charges for
Services
12.1%
All Other
2.1%
Public Safety
(Fire/Police)
37.6%
Public Works
12%
internal Services
14.3%
Capital
improvements
3.3%
Community
Development
4.2%
Housing &
Community
Services
7.3%
Library
2.5%Mobility &
Parking
5.6%
Non-Departmental
13.2%
7.A.a
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42
OTHER FUNDS
in addition to the General Fund, the City budget includes a number of funds that are either self-sustaining or
require assistance (subsidies or loans) from the General Fund, as projected upon completion of five-year financial
forecasts for all funds.
The Water and Wastewater Funds will maintain positive balances through the five-year forecast period.
With Council-approved outside financing, 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. The projects support
Groundwater Well improvements, Advanced Metering infrastructure (AMi), and the Arcadia Water Treatment Plant
Expansion Project in the Water Fund and the Sustainable Water infrastructure Project (SWiP) in the 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. Per best practices, staff will conduct the regular 5-year Water and Wastewater
rate study in FY 2023-24 to align rates with the projected costs to provide water service. Rate adjustment
recommendations will be presented to Council at the conclusion of the study.
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.
Subject to proposed rate increases being adopted by the City Council, the proposed FY 2023-25 Biennial Budget
includes the addition of 15.12 FTE permanent positions to address service gaps in the collection of solid waste,
street sweeping, and compliance with the State’s Short-Lived Pollutants Act SB 1383 and the City’s corresponding
mandatory organics ordinance adopted in November 2021. To maintain a balanced budget and address
operational and capital needs, the Fund would require rate increases as recommended to Council on February 28,
2023, with the new rates anticipated to be approved and adopted on June 13, 2023, and effective in August 2023.
if approved, the recommended rate adjustments would generate sufficient revenues to maintain a positive fund
balance throughout the forecast period and allow the fund to rebuild reserves.
The Department of Transportation’s (DOT) Big Blue Bus (BBB) Fund biennial budget reflects the department’s
commitment and proactive response to the ever-changing transportation landscape. Over the biennial period, the
department will continue to make intentional and strategic investments which include the restoration of service to
pre-pandemic levels, increasing system-wide safety for transit riders and front-line staff and enhancing recruitment
and retention efforts in response to the national shortage of Motor Coach Operators. The department will also
engage in a comprehensive operational analysis to ensure improvements to Big Blue Bus routes and service
delivery to the public. DOT will make notable progress in the electrification of its fleet by procuring fifteen battery
electric buses which will expand its zero-emissions buses to 17.4% of the total fleet. BBB will continue to maintain
a balanced budget over the forecast period through the use of one-time federal stimulus funds allocated to transit
operators in response to the adverse impact of the pandemic on ridership and transit operations.
The Airport Fund will generate adequate revenues to sustain its operations throughout the five-year forecast
period. The biennial budget includes several capital improvement projects planned for FY 2023-24 and FY 2024-25,
including Parking and Airfield pavement maintenance and building and facility improvements to enhance lease
revenue opportunities. By the vote of the City Council, Airport closure is planned for all aircraft operations after
December 31, 2028.
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
The Community Broadband Fund will be incorporated into the General Fund, effective July 1, 2023.
The Beach Recreation Fund which supports Beach and Beach House operations, is projecting a structural deficit
during the forecast period. The fund was impacted by pandemic closures and required prior year advances from the
General Fund and a loan from the Special Revenue Source Fund. The primary revenue source for the Beach Fund
is parking revenues, which returned to pre-COviD levels in FY 2021-22. However, growth in parking revenues are
projected to remain relatively flat through the forecast period as future parking rate increases are dependent on
California Coastal Commission (CCC) approvals, a pre-requisite for implementing rate increases. Staff continues to
seek efficiencies and revenue generating opportunities to support unfunded capital expenditures and address the
structural deficit. However, over $5 million in identified capital projects remain unfunded and it is projected that
the fund will require General Fund loans of $14.4 million over the forecast period if a parking rate increase is not
implemented. Furthermore, while exact impacts are not yet fully known, Beach parking revenues will be further
impacted beginning in FY 2025-26 for construction staging related to the Pier Bridge Replacement project; up to
one-third of the adjacent Beach parking lot may be impacted for two years. Every effort will be made to minimize
the extent of the impact.
The Cemetery Fund will maintain a positive fund balance throughout the five-year forecast period. Although
the inventory for plots is expected to be depleted by FY 2029-30, staff continues to assess overall Cemetery
operations, projected plot sales, and reconfiguration and development of the 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 additional administrative funding provided through the CARES Act for the Santa Monica Housing Authority
in FY 2021-22 supplemented traditional Section 8 administrative funding. This allowed the fund to build an
administrative cash reserve and to ensure a positive fiscal outlook through the five-year forecast window.
The Pier Fund was severely impacted by the pandemic and is reliant on General Fund subsidies to maintain a
positive fund balance. The primary revenue sources for the Pier Fund are lease payments and parking income. The
forecast reflects recovery to pre-pandemic levels for lease revenues as of FY 2022-23. The Pier Deck parking lot
closed to vehicles in the Spring of 2020 and did not re-open until December 2022 for Monday through Thursday
only. in the first four months that the Pier Deck parking lot has been open, it has generated approximately one-
third of the revenues that it generated for the same period pre-pandemic. Given the uncertainty of full reopening
and the limited data currently available, it is difficult to project when parking revenues will return to previous
levels. Additionally, 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 2026-27, as
access to the Pier Deck parking lot will be impacted. Staff continues to seek efficiencies and revenue generating
opportunities to support unfunded capital expenditures and address the structural deficit. However, the Capital
Budget includes over $20 million in unfunded Pier projects and it is projected that the fund will require General
Fund subsidies of $5-10 million over the forecast period depending on how quickly parking revenues return to pre-
pandemic levels.
The Stormwater Management Fund receives revenues primarily from user fees and the Special Revenue
Source Fund receives revenue from various sources, which are restricted and committed for specific uses. Both of
these funds will generate adequate revenues to remain sustainable throughout the forecast period.
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
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 two-year suspension/
reduction in FY 2020-21 and FY 2021-22 in funding from the General Fund 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 are being earmarked
to immediately address areas that cannot withstand the replacement timing lag and to gradually resume the
replacement schedules. The General Fund will begin partial repayment to the information Technology Replacement
& Services Fund over three years beginning in FY 2025-26.
CITYWIDE TOTAL COMPENSATION
When determining total compensation, the City includes employee salaries, pension contributions, health care and
workers’ compensation costs. These items make up approximately 56% of the City’s overall operating budget,
and approximately 68% of the General Fund operating budget. Healthcare costs make up approximately 10%
of the total budgeted compensation. Pension costs make up 19% of the total budgeted compensation. Workers’
compensation costs, which are not a negotiated benefit but are largely driven by State mandates, make up
3% of total budgeted compensation. Further discussion of pension costs follows. To accommodate healthcare,
pension, and workers’ compensation costs, cost of living adjustments (COLA) for employees consider the total
compensation package and not just salary.
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - CiTYWiDE BUDGET OvERviEW
PENSION CONTRIBUTIONS
The City’s defined benefit pension plan, Santa Monica Public Employees’ Retirement Plan, provides retirement and
disability benefits, annual cost of living adjustments, and death benefits to plan members and beneficiaries. The
plan is part of the Public Agency portion of the California Public Employees’ Retirement System (CalPERS), which
acts as a common investment and administrative agent for participating public employers within the State of
California. Active full-time employees in the plan reimburse the City for a portion of the costs. The overall level of
annual contributions by City employees, using negotiated contribution levels as of June 30, 2022, is approximately
24% of the total annual cost of pensions, while the percent contributed varies by plan (Police sworn, Fire sworn,
Miscellaneous employee) and the length of time an employee has been with the City (Miscellaneous employees
hired before July 2012 and public safety employees hired before January 2013 receive a higher benefit but pay
between 18%-26% of the pension cost, while all other employees receive a lower pension benefit and pay 18%-
21% of the annual pension cost).
Detail of gross projected pension plan costs for FY 2023-24, offset by employee reimbursements, is outlined below.
FY 2023-24
Budget
(in millions)
% of Operating
Budget
FY 2024-25
Budget Plan (in
millions)
% of Operating
Budget
General Fund
Gross Pension Cost $76.0 $76.8
Employee Contributions 17.7 14.4
Net Pension Cost to the City $58.3 13.8%$62.4 14.1%
All Other Funds
Gross Pension Cost $21.1 $22.5
Employee Contributions 5.2 5.4
Net Pension Cost to the City $15.8 5.6%$17.1 5.9%
Total Gross Pension Cost $97.1 $99.3
Total Employee Contributions 22.9 19.8
Total Net Pension Cost to the City $74.1 10.5%$79.5 10.8%
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - MAJOR GENERAL FUND TAX BASE PROJECTiONS
Local taxes represent approximately 73% of projected General
Fund revenues for FY 2023-24. Five of these tax sources,
Transient Occupancy Taxes (TOT), Sales Taxes, Property
Taxes, Utility Users Taxes (UUT), and Business License Taxes,
account for $296 million out of the $318 million in local taxes
projected to be received in the next fiscal year. The remaining
tax revenues are from Parking Facility Taxes, Real Property
Transfer Taxes, vehicle License Fees, and Condominium Taxes.
The projections reflect a prudent approach to forecasting
using standard methodologies such as trend analysis, known
extraordinary circumstances, fiscal impacts of legislative
changes, outside consultant forecasts, and professional
judgment. The projections reflect a strong recovery from the
devastating economic impact of the COviD-19 pandemic.
Overall, General Fund revenues returned to pre-pandemic levels
by the end of FY 2021-22, quicker than anticipated. However,
an uncertain economic outlook due to high inflation, continuing
supply chain disruptions, and the impact of the continuing war in Ukraine is reflected in a softening of tax revenue
projections over the next two years. Additionally, as is always the case, other unknown variables such as the depth
of the expected economic downturn and unforeseen state legislative changes could affect the ultimate amount of
taxes received.
PROPERTY TAXES — 19% OF GENERAL FUND REVENUES
Total assessed values in the City increased 6.1% in FY 2022-23, essentially the same as the annual average
increase over the last five years. At this point, it appears that the pandemic did not have a significant impact on
assessed values in Santa Monica. However, it is projected that assessed value increases will slow, particularly over
the next two years (about 2.7% annually) before returning to a more moderate level of about 4% annually.
Revenue from unsecured property taxes (personal property and airplanes) is projected to remain relatively flat
throughout the next few years, as are delinquent tax receipts. Supplemental taxes peaked in FY 2020-21 and are
expected to moderate in future years. Additionally, the City will continue to receive residual and pass-through
payments from Redevelopment Property Tax Trust Funds (RPTTF) due to the dissolution of Redevelopment over ten
years ago.
All Other Non-Tax
27%
Property Taxes
19%Sales and
Use Taxes
18%
Transient Occupancy
Taxes
16%
Utility Users
Taxes
8%
Business
License Taxes
7%
Parking
Facility Taxes
3%
Real Property
Transfer Taxes
2%
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SALES TAXES — 18% OF GENERAL FUND REVENUES
Total sales taxes include the standard “Bradley Burns” 1% allocation of taxable sales that all cities receive as well
as the Transaction and Use Tax (TUT), approved at one-half percent by Santa Monica voters in 2010 (Measure
Y) and increased to 1% in November 2016 per ballot Measure GSH. Half of the TUT is paid to the Santa Monica/
Malibu Unified School District per a Master Facility Use agreement, following advisory measures approved by
Santa Monica voters in 2010 and 2016, and another 25% is set aside for affordable housing uses following the
2016 advisory measure. However, this housing set aside was temporarily suspended during the pandemic-induced
economic downturn. Sales tax revenues recovered faster than anticipated largely due to strength in the auto
and hospitality sectors of the economy, and essentially returned to pre-COviD levels by FY 2021-22. However,
a softening economy is anticipated to result in revenues showing essentially no growth in FY 2023-24 before
resuming a more normal growth pattern of about 3% annually beginning in FY 2024-25.
TRANSIENT OCCUPANCY TAXES — 16% OF GENERAL FUND REVENUES
Forecasts for Transient Occupancy Taxes (TOT) have been developed in coordination with Santa Monica Travel
and Tourism. Tourism has experienced a strong recovery after being devastated by the pandemic when taxes
fell by nearly 70%. While occupancy rates are still below pre-pandemic levels as international and business
travel recovery is lagging the recovery in domestic travel, room rates have exceeded pre-COviD rates resulting in
revenues returning to pre-pandemic levels. Additionally, Measure CS, passed by Santa Monica voters in November
2022, increased the tax rate from 14% for all lodging types to 15% for hotels/motels and 17% for homeshares
effective March 1, 2023. This is expected to generate approximately $5 million annually in additional taxes.
Although the recovery is expected to continue, revenues are being impacted by the temporary closure of several
major hotels for renovations over the next several years, and a slowing economy might also have an impact.
UTILITY USERS TAXES — 8% OF GENERAL FUND REVENUES
Tax revenue growth from electric, gas, and cable television utilities is primarily driven by rate changes by Southern
California Edison, Southern California Gas Company, Spectrum, and Frontier Communications, respectively. Taxes
from water and wastewater services reflect Council-approved utility rates as well as anticipated consumption
patterns. Taxes from electricity and natural gas, after spiking in FY 2022-23 due to sharp increases in energy
costs, are expected to flatten or decrease beginning in FY 2023-24. Overall, Utility Users Taxes are projected to
increase just under 2% annually as increases from water and wastewater scheduled rate increases are projected
to be partially offset by continuing decreases in taxes from hardwire and wireless telecommunications services,
reflecting a shift of consumer use to more internet-based, non-taxable services. Taxes from other utilities are
expected to remain relatively flat after the slight decrease in FY 2023-24.
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - MAJOR GENERAL FUND TAX BASE PROJECTiONS
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BUSINESS LICENSE TAXES — 7% OF GENERAL FUND REVENUES
Due to the reporting period for Business License Taxes, fiscal year revenues are based on businesses’ prior calendar
year gross receipts. Therefore, the major impact from the pandemic was realized in FY 2021-22 when a decrease
of over 13% from pre-COviD highs was realized. The strong rebound in economic activity from pandemic lows
resulted in an estimated increase in FY 2022-23 revenues of 7.5%. However, the expected economic softening is
projected to result in lower growth rates over the next two years, and, revenues, while approaching historical trend
growth rates thereafter, are not expected to exceed pre-pandemic levels until FY 2026-27.
PARKING FACILITY TAXES — 3% OF GENERAL FUND REVENUES
Parking revenues were among the hardest hit City revenue sources during the pandemic, and while they have
recovered strongly, the recovery has not been as rapid as is the case for most other revenue sources. While parking
taxes are projected to increase over the next two years, pre-pandemic levels are not expected to be reached in
the foreseeable future. The current revenue projections do not include the impact of any potential parking rate
increases.
REAL PROPERTY (DOCUMENTARY) TRANSFER TAXES — 2% OF GENERAL FUND
REVENUES
Real Property (Documentary) Transfer Tax revenues are very volatile, economy driven and can be skewed by very
large-value transfers. The real estate market continued to exhibit strength during the pandemic as the number of
annual property transfers, after dipping slightly at the onset of the pandemic, increased sharply the last two fiscal
years. However, consistent with the softening economy, the volume of transfers has dropped sharply, down 37%
through the first eight months of FY 2022-23, and tax receipts have shown a similar pattern, down 24% over the
same time period. The impact of Measure GS, approved by the voters in November 2022, added a third tier of
the tax at $56 per $1,000 sale value for transfers $8 million and above and cannot be determined at this time.
The new tier went into effect March 1, 2023, and revenues from the increase will be deposited into the Special
Revenue Source Fund as they are restricted as to use.
FY 2023-25 PROPOSED BiENNiAL BUDGET
BUDGET OvERviEW - MAJOR GENERAL FUND TAX BASE PROJECTiONS
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - CLASSiFiCATiON OF FUNDS
The financial operations of the City are organized into funds for which budgets are prepared.
These funds are grouped into three major categories: General, Special Revenue, and Proprietary.
This section includes a description of the funds and their fund balance projections for the two
budget years.
THE GENERAL FUND
The General Fund is used to account for all financial resources necessary to carry out basic governmental activities
of the City that are not accounted for in another fund. The General Fund supports essential City services such as
police and fire protection, street maintenance, libraries, parks, and open space management. Most of the General
Fund is financed from tax revenues.
CAPITAL PROJECTS AND SPECIAL REVENUE FUNDS
Capital Projects and Special Revenue Funds are used to account for specific revenues that are legally restricted to
expenditures for specified purposes.
• Asset Seizure Fund (21) — To account for the receipt and expenditure of federal and state asset
forfeiture funds from equitable sharing programs. The federal guideline disallows a grantee to supplant its
budget with asset seizure funds.
• Beach Recreation Fund (11) — To account for beach parking, concession, and beach house revenues
and expenditures related to beach maintenance and recreation activities.
• Citizens Option for Public Safety (COPS) Fund (22) — To account for the receipt and expenditure of
the Citizens Option for Public Safety program established by AB3229 of 1996. in addition to disallowing a
grantee to use the funds to supplant its budget, the State guideline requires a public hearing for the use
of funds. Appropriations are recommended to the Council by a separate staff report after the hearing is
conducted.
• Clean Beaches and Ocean Parcel Tax Fund (16) — To account for activity related to implementation of
Watershed Management Plan and the passage of Measure v in November 2006.
• Community Development Block Grant (CDBG) Fund (19) — To account for Federal entitlements under
the Housing and Community Development Act of 1974, as amended. The City Council annually allocates
CDBG funds to various programs.
• Gas Tax Fund (26) — To account for State and County gasoline tax allocations and any Federal funds
provided to the City for street-related purposes.
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• Housing Authority Fund (12) — To account for the receipt and expenditure of federal funds related to
housing programs.
• Local Return Fund (27) — To account for revenues and expenditures from the Proposition A, Proposition
C and Measure R Local Return programs, three one-half cent sales tax measures approved by Los Angeles
County voters to finance a countywide transit development program.
• Low- and Moderate-Income Housing Asset Fund (41) — To account for the revenues and
expenditures formerly in the Low- and Moderate-income Housing Fund established under Community
Redevelopment law.
• Miscellaneous Grants Fund (20) — To account for the receipt and expenditure of miscellaneous Federal,
State and County awarded grants and special allocations provided to the City.
• Parks and Recreation Fund (28) — To account for funds collected under the City's Unit Dwelling Tax.
These funds are to be used for the acquisition, improvement, and expansion of public parks, playgrounds,
and recreational facilities.
• Rent Control Fund (25) — To account for revenues and expenditures of the Rent Control Board. Though
included in the Annual Comprehensive Financial Report, the fund is not discussed in this document, as the
budget is prepared separately for the Rent Control Board’s adoption.
• South Coast Air Quality Management District (SCAQMD) Fund (18) — To account for the receipt of
Air Quality Management District funds and eligible expenditures.
• Special Revenue Source Fund (10) — To account for receipt and expenditure of monies restricted,
committed or assigned for specific use.
• Tenant Ownership Rights Charter Amendment (TORCA) Fund (14) — To account for filing fee and
conversion tax revenues and expenditures related to various housing programs authorized by Chapter XX
of the City Charter.
PROPRIETARY (ENTERPRISE AND INTERNAL SERVICE) FUNDS
Proprietary (Enterprise and internal Service) Funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises where (a) the intent is that the costs (expenses,
including depreciation) of providing goods or services to the general public or City departments on a continuing
basis be financed or recovered primarily through user charges, or (b) the City has decided that periodic
determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance,
public policy, management control, accountability, or other purposes.
• Airport Fund (57) — To account for revenues and expenses connected with management of the Santa
Monica Municipal Airport.
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - CLASSiFiCATiON OF FUNDS
7.A.a
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• Big Blue Bus (BBB) Fund (60) — To account for revenues and expenses related to operation of the City's
municipal bus lines.
• Cemetery Fund (59) — To account for revenues and expenses associated with operation of Woodlawn
Cemetery.
• Community Broadband Fund (55) — To account for revenues and expenses related to the City’s dark
and lit fiber services. Effective FY 2023-24, the Community Broadband Fund (55) will be consolidated into
the General Fund (01).
• Information Technology Replacement and Services Fund (71) — To account for user charges from
other funds and expenses related to replacement of computer and telecommunication equipment.
• Parking Authority Fund (61) — The Parking Authority is a financing authority for the City's parking
structures.
• Pier Fund (53) — To account for revenues and expenses connected with management and development
of the Santa Monica Pier.
• Resource Recovery and Recycling (RRR) Fund (54) — To account for revenues and expenses of
operating the City's refuse collection, street sweeping and cleaning, and recycling programs.
• Self-insurance, Bus Fund (73) — To account for contributions from the Big Blue Bus Fund and expenses
related to the administration and payment of bus-related liability claims.
• Self-insurance, General Liability and Auto Fund (72) — To account for user charges from other funds
and expenses related to the administration and payment of general liability and auto claims.
• Self-insurance, Risk Management Administration Fund (74) — To account for user charges from
other funds and expenses related to the administration of the Risk Management Division.
• Self-insurance, Workers’ Compensation Fund (75) — To account for contributions from City
Departments for administration and payment of workers' compensation claims.
• Stormwater Management Fund (52) — To account for revenues and expenses associated with
stormwater management.
• Vehicle Management Fund (70) — To account for user charges from other funds and expenses related
to replacement, maintenance and fueling of City owned vehicles, including specialized mechanical
equipment.
• Wastewater Fund (51) — To account for revenues and expenses associated with maintaining the
sanitary sewer and storm drain systems within the City.
• Water Fund (50) — To account for revenues and expenses of providing water service.
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - CLASSiFiCATiON OF FUNDS
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Three other fund types that are included in the City’s Annual Comprehensive Financial Report are not budgeted for
various reasons:
FIDUCIARY FUNDS
Fiduciary Funds are used to account for resources held for the benefit of parties outside the City. The fund
resources are not available to support City programs and therefore they are not budgeted.
• General Trust Fund (80) — To account for payroll withholding due State and Federal agencies,
Environmental impact Report (EiR) monies deposited by developers and other resources held in trust for
the benefit of parties outside the City.
• Private Purpose Trust Fund (43) — To account for the distribution of assets of the dissolved
Redevelopment Agency of the City of Santa Monica.
• Street Light Fund (83) — To account for collected payments of street assessments.
PERMANENT FUNDS
Permanent Funds, which consist of Cemetery Perpetual Care (81) Fund and Mausoleum Perpetual Care (82) Fund,
are used to report resources that reflect only earnings, not principal, to be used for City programs. Earnings from
these two funds are transferred to the Cemetery Fund to support the cemetery operations. While the two perpetual
care funds are not budgeted, the Cemetery Fund budgets the transfer amounts.
DEBT SERVICE FUND
Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term
debt principal and interest.
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - CLASSiFiCATiON OF FUNDS
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FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTiONS
The following section shows fund balance projections for each year of the biennial budget in the
three major categories: General Fund, Special Revenue funds, and Proprietary (Enterprise and
internal Service) funds. Funds are budgeted to maintain a positive balance on a yearly basis. in
the cases where budgeted expenditures exceed revenues, this indicates one-time capital projects
where expenditures are funded from prior years’ revenue held in reserve for this purpose, except
in the case of the Housing Authority, which requires a transfer of funds from the Special Revenue
Source Fund.
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTiONS (FY 2023-24)
Fund Category/Type
6/30/2023
Projected
Ending
Fund Balance
FY 2023-24
Budgeted
Revenues
FY 2023-24
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2024
Projected
Ending
Fund Balance Change $
Change
%
General a 4,880,702$ 438,689,358$ (436,874,538)$ -$ 6,695,522$ 1,814,820$ 37.2%
Beach Recreation b - 16,767,189 (15,917,291) - 849,898 849,898 N/A
Citizens' Option for Public Safety 720,463 225,000 (106,955) - 838,508 118,045 16.4%
Clean Beaches / Ocean Parcel Tax 12,145,321 4,602,895 (8,837,297) - 7,910,919 (4,234,402) -34.9%
CDBG c - 1,533,710 (1,544,499) 10,789 - - N/A
Gas Tax 250,325 4,957,637 (4,932,472) - 275,490 25,165 10.1%
Housing Authority 2,657,950 29,214,740 (29,838,470) - 2,034,220 (623,730) -23.5%
Local Return c - 8,628,542 (10,151,567) 1,523,025 - - N/A
Low/Moderate Income Housing Asset 13,711,210 500,000 (389,364) - 13,821,846 110,636 0.8%
Miscellaneous Grants c - 7,619,388 (7,972,967) 353,579 - - N/A
Parks and Recreation Facilities - 3,000 - - 3,000 3,000 N/A
SCAQMD AB2766 381,385 129,000 (112,000) - 398,385 17,000 4.5%
Special Revenue Source 85,775,767 4,714,177 1,433,635 - 91,923,579 6,147,812 7.2%
TORCA 1,210,582 185,000 (122,592) - 1,272,990 62,408 5.2%
Airport 11,008,577 18,703,994 (19,228,795) - 10,483,776 (524,801) -4.8%
Big Blue Bus 116,978,293 111,567,424 (110,790,082) - 117,755,634 777,341 0.7%
Cemetery 2,940,530 2,389,760 (2,377,840) - 2,952,450 11,920 0.4%
Parking Authority 100,335 40,000 (900) - 139,435 39,100 39.0%
Pier d 4,603,465 8,786,676 (12,047,957) - 1,342,184 (3,261,281) -70.8%
Resource Recovery and Recycling 14,966,889 35,003,605 (37,387,491) - 12,583,003 (2,383,886) -15.9%
Stormwater Management e 1,859,213 2,126,858 (1,338,092) (400,000) 2,247,979 388,766 20.9%
Wastewater f 31,283,071 24,311,954 (23,693,597) (2,892,931) 29,008,497 (2,274,574) -7.3%
Water g 11,043,343 51,729,641 (46,636,852) (875,892) 15,260,240 4,216,897 38.2%
ENTERPRISE FUNDS
GENERAL FUND
SPECIAL REVENUE FUNDS
FUND BALANCE PROJECTIONS FY 2023-24
7.A.a
Packet Pg. 689 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
55
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTiONS (FY 2023-24)
Fund Category/Type
6/30/2023
Projected
Ending
Fund Balance
FY 2023-24
Budgeted
Revenues
FY 2023-24
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2024
Projected
Ending
Fund Balance Change $
Change
%
FUND BALANCE PROJECTIONS FY 2023-24
Info Tech Replacement and Services 818,806 2,516,447 (2,895,400) - 439,853 (378,953) -46.3%
Self-Insurance, Bus 7,524,992 4,470,000 (4,709,930) - 7,285,062 (239,930) -3.2%
Self-Insurance, General / Auto Liability 10,880,032 12,355,000 (8,682,233) - 14,552,799 3,672,767 33.8%
Self-Insurance, Risk Management Admin 1,774,479 6,113,500 (5,418,095) - 2,469,884 695,405 39.2%
Self-Insurance, Workers' Compensation 62,527,924 14,270,000 (15,526,658) - 61,271,266 (1,256,658) -2.0%
Vehicle Management h 7,837,237$ 19,013,800$ (18,796,456)$ (107,500)$ 7,947,081$ 109,844$ 1.4%
Total All Funds 407,880,890$ 831,168,295$ (824,896,755)$ (2,388,930)$ 411,763,500$ 3,882,610$ 1.0%
INTERNAL SERVICE FUNDS
c. The CDBG (19), Miscellaneous Grants (20) and Local Return (27) funds revenues and expenditures do not consistently balance on an annual basis due to receipt
of federal funding and grant timing.
f. The Wastewater (51) Fund reflects payment of debt service to the Clean Water State Revolving Fund for the Sustainable Water Infrastructure Project.
h. The Vehicle Management (70) Fund transfer reflects the set aside of funds to reserves to support future fuel station replacement.
b. The Beach Recreation (11) Fund reflects a $2.7 million advance/loan from the General (01) Fund, which is included in the budgeted expenditures. Depending on
actual spending, General Fund support may be less than projected.
d. The Pier (53) Fund June 30, 2023 projected ending funding balance includes an anticipated subsidy of working capital from the General fund that is in addition to
the budgeted $0.2 million subsidy. Depending on actual spending, General Fund support may be less than projected.
e. The Stormwater Management (52) Fund includes a transfer to set aside funds in reserves to support future capital projects.
g. The Water (50) Fund reflects payment of debt service on the Water Revenue Bond partially offset by the use of Gillette Boeing Settlement reserves to fund capital
water projects.
a. The General (01) Fund June 30, 2023 projected ending fund balance reflects working capital that is anticipated to be needed during the biennial budget period.
7.A.a
Packet Pg. 690 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
56
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTiONS (FY 2024-25)
Fund Category/Type
6/30/2024
Projected
Ending
Fund Balance
FY 2024-25
Budgeted
Revenues
FY 2024-25
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2025
Projected
Ending
Fund Balance Change $
Change
%
General 6,695,522$ 451,899,443$ (458,594,965)$ -$ -$ (6,695,522)$ -100.0%
Beach Recreation a 849,898 17,140,589 (17,255,716) - 734,771 (115,127) -13.5%
Citizens' Option for Public Safety 838,508 225,000 (109,094) - 954,414 115,906 13.8%
Clean Beaches / Ocean Parcel Tax 7,910,919 4,676,211 (12,673,150) 86,020 - (7,910,919) -100.0%
CDBG b - 1,199,558 (452,289) - 747,269 747,269 N/A
Gas Tax 275,490 5,173,328 (4,688,969) - 759,849 484,359 175.8%
Housing Authority 2,034,220 30,242,658 (30,440,595) - 1,836,283 (197,937) -9.7%
Local Return b - 7,743,736 (7,076,456) - 667,280 667,280 N/A
Low/Moderate Income Housing Asset 13,821,846 500,000 (389,364) - 13,932,482 110,636 0.8%
Miscellaneous Grants b - 3,445,573 (1,091,092) - 2,354,481 2,354,481 N/A
Parks and Recreation Facilities 3,000 3,000 - - 6,000 3,000 100.0%
SCAQMD AB2766 398,385 129,000 - - 527,385 129,000 32.4%
Special Revenue Source 91,923,579 4,814,177 874,154 - 97,611,910 5,688,331 6.2%
TORCA 1,272,990 185,000 (122,714) - 1,335,276 62,286 4.9%
Airport 10,483,776 20,364,117 (24,611,196) - 6,236,697 (4,247,079) -40.5%
Big Blue Bus c 117,755,634 124,557,283 (94,138,266) (16,655,860) 131,518,791 13,763,157 11.7%
Cemetery 2,952,450 2,468,560 (2,335,894) - 3,085,116 132,666 4.5%
Parking Authority 139,435 40,000 (900) - 178,535 39,100 28.0%
Pier d 1,342,184 8,870,002 (10,212,186) - - (1,342,184) -100.0%
Resource Recovery and Recycling 12,583,003 39,413,352 (38,858,661) - 13,137,694 554,691 4.4%
Stormwater Management e 2,247,979 2,126,858 (1,431,365) (400,000) 2,543,472 295,493 13.1%
Wastewater f 29,008,497 27,095,343 (25,892,349) (2,935,733) 27,275,758 (1,732,739) -6.0%
Water g 15,260,240 55,680,506 (50,117,447) (2,304,049) 18,519,250 3,259,010 21.4%
FUND BALANCE PROJECTIONS FY 2024-25
GENERAL FUND
SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
7.A.a
Packet Pg. 691 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
57
FY 2023-25 PROPOSED BiENNiAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTiONS (FY 2024-25)
Fund Category/Type
6/30/2024
Projected
Ending
Fund Balance
FY 2024-25
Budgeted
Revenues
FY 2024-25
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2025
Projected
Ending
Fund Balance Change $
Change
%
FUND BALANCE PROJECTIONS FY 2024-25
Info Tech Replacement and Services 439,853 2,516,447 (2,956,300) - - (439,853) -100.0%
Self-Insurance, Bus 7,285,062 4,270,000 (5,391,090) - 6,163,972 (1,121,090) -15.4%
Self-Insurance, General / Auto Liability 14,552,799 14,155,000 (10,094,358) - 18,613,441 4,060,642 27.9%
Self-Insurance, Risk Management Admin 2,469,884 7,123,900 (5,532,728) - 4,061,056 1,591,172 64.4%
Self-Insurance, Workers' Compensation 61,271,266 14,770,000 (15,961,548) - 60,079,718 (1,191,548) -1.9%
Vehicle Management h 7,947,081$ 19,269,770$ (15,028,466)$ (107,500)$ 12,080,885$ 4,133,804$ 52.0%
Total All Funds 411,763,500$ 870,098,411$ (834,583,004)$ (22,317,122)$ 424,961,785$ 13,198,285$ 3.2%
g. The Water (50) Fund reflects payment of debt service on the Water Revenue Bond partially offset by the use of Gillette Boeing Settlement reserves to fund capital water
projects.
h. The Vehicle Management (70) Fund transfer reflects the set aside of funds to reserves to support future fuel station replacement.
b. The CDBG (19), Miscellaneous Grants (20) and Local Return (27) funds revenues and expenditures do not consistently balance on an annual basis due to receipt
of federal funding and grant timing.
d. The Pier (53) fund reflects a $3.2 million subsidy from the General Fund, which is included in the budgeted expenditures. Depending on actual spending, General
Fund support may be less than projected.
e. The Stormwater Management (52) Fund includes a transfer to set aside funds in reserves to support future capital projects.
f. The Wastewater (51) Fund reflects transfer use reserves for payment of debt service to the Clean Water State Revolving Fund for the Sustainable Water Infrastructure
Project.
INTERNAL SERVICE FUNDS
a. The Beach Recreation (11) Fund reflects a $2.6 million advance/loan from the General (01) Fund, which is included in the budgeted expenditures. Depending on
actual spending, General Fund support may be less than projected.
c. FY 2024-25 budgeted capital expenditures are subject to change due to potential changes in capital activity. Transfers reflected in this table serves as an adjustment
related to additional capital expenditures that will be programmed as part of the FY 2024-26 Biennial Capital Improvement Program budget process.
7.A.a
Packet Pg. 692 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES
7.A.a
Packet Pg. 693 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
58
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - SUMMARY BY CATEGORY & FUND (FY 2023-24)
Fund Property
Taxes Sales Taxes Other Taxes Licenses &
Permits
Fines and
Forfeitures
Charges for
Services
Investment /
Rent
Inter-
governmental /
Grants
Other Budget Total
General 81,461,289$ 77,695,000$ 158,760,605$ 36,567,610$ 13,326,284$ 53,570,626$ 11,149,513$ 1,538,961$ 4,619,470$ 438,689,358$
Airport - - - - - 17,149,328 270,000 - 1,284,666 18,703,994
Beach Recreation - - - 123,250 - 14,138,207 1,335,862 37,379 1,132,491 16,767,189
Big Blue Bus - 86,448,120 - - - 10,135,248 - 11,436,615 3,547,441 111,567,424
Cemetery - - - - - 2,292,200 5,000 - 92,560 2,389,760
COPS - - - - - - 5,000 220,000 - 225,000
Clean Beaches &
Ocean Parcel Tax - - 3,660,172 - - - 130,000 812,723 - 4,602,895
CDBG - - - - - - 5,000 1,528,710 - 1,533,710
Gas Tax - - - - - - 18,000 4,939,637 - 4,957,637
Housing Authority - - - - - - - 29,214,740 - 29,214,740
Information Technology - - - - - 2,416,447 100,000 - - 2,516,447
Local Return - - - - - - - 8,628,542 - 8,628,542
Low & Moderate Income
Housing Asset - - - - - - 100,000 - 400,000 500,000
Misc. Grants - - - - - - - 7,584,388 35,000 7,619,388
Parking Authority - - - - - - 40,000 - - 40,000
Parks & Recreation - - - - - - 3,000 - - 3,000
Pier - - - - - 8,783,273 3,403 - - 8,786,676
Resources Recovery &
Recycling - - - - - 34,297,070 250,000 - 456,535 35,003,605
Self-insurance, Bus - - - - - 4,400,000 70,000 - - 4,470,000
Self-Insurance, General
Liability/Auto - - - - - 12,200,000 155,000 - - 12,355,000
Self-insurance, Risk
Management Admin - - - - - 6,113,500 - - - 6,113,500
Self-insurance, Workers'
Comp - - - - - 13,500,000 770,000 - - 14,270,000
SCAQMD - - - - - - 10,000 119,000 - 129,000
Special Revenue Source - - - - - 448,107 230,000 547,516 3,488,554 4,714,177
Stormwater - - - - - 1,706,858 20,000 - 400,000 2,126,858
TORCA - - 25,000 - - - 110,000 - 50,000 185,000
Vehicle Management - - - - - 18,421,200 440,000 - 152,600 19,013,800
Wastewater - - - - - 23,231,954 860,000 - 220,000 24,311,954
Water - - - - - 50,424,641 750,000 - 555,000 51,729,641
SUBTOTAL 81,461,289$ 164,143,120$ 162,445,777$ 36,690,860$ 13,326,284$ 273,228,659$ 16,829,778$ 66,608,211$ 16,434,317$ 831,168,295$
Reimbursements &
Transfers - - - - - (82,591,029) (1,433,025) - - (84,024,054)
TOTAL 81,461,289$ 164,143,120$ 162,445,777$ 36,690,860$ 13,326,284$ 190,637,630$ 15,396,753$ 66,608,211$ 16,434,317$ 747,144,241$
FY 2023-24 REVENUE SUMMARY BY CATEGORY & FUND
7.A.a
Packet Pg. 694 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
59
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - SUMMARY BY CATEGORY & FUND (FY 2024-25)
Fund Property
Taxes Sales Taxes Other Taxes Licenses &
Permits
Fines and
Forfeitures
Charges for
Services
Investment /
Rent
Inter-
governmental /
Grants
Other Budget Total
General 83,895,666$ 79,888,000$ 161,493,019$ 37,211,527$ 13,343,910$ 54,549,709$ 12,019,930$ 2,276,801$ 7,220,881$ 451,899,443$
Airport - - - - - 18,780,110 270,000 - 1,314,007 20,364,117
Beach Recreation - - - 123,250 - 14,260,841 1,579,062 38,127 1,139,309 17,140,589
Big Blue Bus - 88,239,078 - - - 10,750,333 - 21,919,372 3,648,500 124,557,283
Cemetery - - - - - 2,367,900 5,000 - 95,660 2,468,560
COPS - - - - - - 5,000 220,000 - 225,000
Clean Beaches &
Ocean Parcel Tax - - 3,733,376 - - - 130,000 812,835 - 4,676,211
CDBG - - - - - - 5,000 1,194,558 - 1,199,558
Gas Tax - - - - - - 18,000 5,155,328 - 5,173,328
Housing Authority - - - - - - - 30,242,658 - 30,242,658
Information Technology - - - - - 2,416,447 100,000 - - 2,516,447
Local Return - - - - - - - 7,743,736 - 7,743,736
Low & Moderate Income
Housing Asset - - - - - - 100,000 - 400,000 500,000
Misc. Grants - - - - - - - 3,410,573 35,000 3,445,573
Parking Authority - - - - - - 40,000 - - 40,000
Parks & Recreation - - - - - - 3,000 - - 3,000
Pier - - - - - 8,866,497 3,505 - - 8,870,002
Resources Recovery &
Recycling - - - - - 38,701,816 250,000 - 461,536 39,413,352
Self-insurance, Bus - - - - - 4,200,000 70,000 - - 4,270,000
Self-Insurance, General
Liability/Auto - - - - - 14,000,000 155,000 - - 14,155,000
Self-insurance, Risk
Management Admin - - - - - 7,123,900 - - - 7,123,900
Self-insurance, Workers'
Comp - - - - - 14,000,000 770,000 - - 14,770,000
SCAQMD - - - - - - 10,000 119,000 - 129,000
Special Revenue Source - - - - - 448,107 230,000 547,516 3,588,554 4,814,177
Stormwater - - - - - 1,706,858 20,000 - 400,000 2,126,858
TORCA - - 25,000 - - - 110,000 - 50,000 185,000
Vehicle Management - - - - - 18,679,070 440,000 - 150,700 19,269,770
Wastewater - - - - - 26,015,343 860,000 - 220,000 27,095,343
Water - - - - - 54,375,506 750,000 - 555,000 55,680,506
SUBTOTAL 83,895,666$ 168,127,078$ 165,251,395$ 37,334,777$ 13,343,910$ 291,242,437$ 17,943,497$ 73,680,504$ 19,279,147$ 870,098,411$
Reimbursements &
Transfers - - - - - (86,706,547) (1,433,025) - - (88,139,572)
TOTAL 83,895,666$ 168,127,078$ 165,251,395$ 37,334,777$ 13,343,910$ 204,535,890$ 16,510,472$ 73,680,504$ 19,279,147$ 781,958,839$
FY 2024-25 REVENUE SUMMARY BY CATEGORY & FUND
7.A.a
Packet Pg. 695 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
60
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
Property Taxes 75,324,680$ 75,980,972$ 79,254,752$ 81,461,289$ 2,206,537$ 2.8%83,895,666$
Sales Taxes 64,301,901 76,698,693 77,971,800 77,695,000 (276,800) -0.4%79,888,000
Other Local Taxes 98,955,859 157,399,065 154,052,530 158,760,605 4,708,075 3.1%161,493,019
Licenses and Permits 25,963,474 35,337,524 35,129,456 36,567,610 1,438,154 4.1%37,211,527
Fines and Forfeitures 7,779,861 12,262,875 13,381,964 13,326,284 (55,680) -0.4%13,343,910
Charges for Service 36,793,794 43,100,868 47,055,049 53,570,626 6,515,577 13.8%54,549,709
Investment (Interest)9,372,127 1,174,433 2,600,000 2,900,000 300,000 11.5%3,700,000
Rentals 5,291,570 6,578,878 7,828,021 8,249,513 421,492 5.4%8,319,930
Intergovernmental 1,868,075 1,482,605 4,418,856 1,538,961 (2,879,895) -65.2%2,276,801
Other 3,256,724 4,320,736 3,578,566 4,619,470 1,040,904 29.1%7,220,881
Total General Fund 328,908,065$ 414,336,650$ 425,270,994$ 438,689,358$ 13,418,364$ 3.2%451,899,443$
Charges for Services 14,951,966$ 16,508,884$ 17,328,126$ 17,149,328$ (178,798)$ -1.0%18,780,110$
Investment (Interest)385,038 160,525 270,000 270,000 - 0.0%270,000
Other 1,261,014 1,053,684 1,176,834 1,284,666 107,832 9.2%1,314,007
Total Airport Fund 16,598,019$ 17,723,093$ 18,774,960$ 18,703,994$ (70,966)$ -0.4%20,364,117$
Investment (Interest)22,074$ 8,032$ -$ -$ -$ N/A -$
Intergovernmental 154,472 282,386 - - - N/A -
Total Airport Fund 176,547$ 290,418$ -$ -$ -$ N/A -$
Licenses & Permits 71,617$ 129,631$ 123,250$ 123,250$ -$ 0.0%123,250$
Charges for Services 10,997,027 13,952,792 14,029,040 14,138,207 109,167 0.8%14,260,841
Investment (Interest)73,161 16,984 - - - N/A -
Rentals 841,816 1,436,692 1,335,862 1,335,862 - 0.0%1,579,062
Intergovernmental 50,873 28,899 28,899 37,379 8,480 29.3%38,127
Other 748,435 1,342,959 782,795 1,132,491 349,696 44.7%1,139,309
Total Beach Recreation Fund 12,782,930$ 16,907,955$ 16,299,846$ 16,767,189$ 467,343$ 2.9%17,140,589$
AIRPORT FUND
BEACH RECREATION FUND
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
GENERAL FUND
ASSET SEIZURE FUND
7.A.a
Packet Pg. 696 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
61
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Sales Taxes 39,666,655$ 37,048,344$ 74,101,950$ 86,448,120$ 12,346,170$ 16.7%88,239,079$
Charges for Services 3,426,680 9,551,395 9,647,112 10,135,248 488,136 5.1%10,750,333
Investment (Interest)589,421 85,761 - - - N/A -
Capital Grants 28,984,243 38,328,627 13,848,090 11,436,615 (2,411,475) -17.4%21,919,372
Other 2,823,710 3,539,191 3,469,602 3,547,441 77,839 2.2%3,648,500
Total Big Blue Bus Fund 75,490,709$ 88,553,318$ 101,066,754$ 111,567,424$ 10,500,670$ 10.4%124,557,284$
Charges for Services 2,443,202$ 2,763,982$ 1,963,912$ 2,292,200$ 328,288$ 16.7%2,367,900$
Investment (Interest)21,381 10,987 5,000 5,000 - 0.0%5,000
Other 381,509 378,340 89,000 92,560 3,560 4.0%95,660
Total Cemetery Fund 2,846,092$ 3,153,309$ 2,057,912$ 2,389,760$ 331,848$ 16.1%2,468,560$
Investment (Interest)8,118$ 2,874$ 5,000$ 5,000$ -$ 0.0%5,000$
Intergovernmental 220,760 228,404 220,000 220,000 - 0.0%220,000
Total COPS Fund 228,878$ 231,278$ 225,000$ 225,000$ -$ 0.0%225,000$
Other Local Taxes 3,394,100$ 3,466,243$ 3,588,404$ 3,660,172$ 71,768$ 2.0%3,733,376$
Investment (Interest)126,621 52,186 130,000 130,000 - 0.0%130,000
Intergovernmental 3,298,245 3,317,241 3,297,465 812,723 (2,484,742) -75.4%812,835
Total Clean Bchs & Ocean Prcl Tax Fund 6,818,965$ 6,835,669$ 7,015,869$ 4,602,895$ (2,412,974)$ -34.4%4,676,211$
Charges for Services 3,299,401$ 2,779,596$ 2,567,375$ -$ (2,567,375)$ -100.0%-$
Investment (Interest)7,980 2,861 - - - N/A -
Total Community Broadband Fund 3,307,382$ 2,782,457$ 2,567,375$ -$ (2,567,375)$ -100.0%-$
Investment (Interest)291$ 17$ 5,000$ 5,000$ -$ 0.0%5,000$
Intergovernmental 2,465,110 1,324,848 1,235,326 1,528,710 293,384 23.7%1,194,558
Total CDBG Fund 2,465,401$ 1,324,865$ 1,240,326$ 1,533,710$ 293,384$ 23.7%1,199,558$
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) FUND
CEMETERY FUND
COMMUNITY BROADBAND FUND
CITIZENS' OPTION FOR PUBLIC SAFETY (COPS) FUND
CLEAN BEACHES & OCEAN PARCEL TAX FUND
BIG BLUE BUS FUND
7.A.a
Packet Pg. 697 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
62
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Investment (Interest)51,551$ 22,136$ 18,000$ 18,000$ -$ 0.0%18,000$
Intergovernmental 3,711,636 3,893,161 4,597,728 4,939,637 341,909 7.4%5,155,328
Total Gas Tax Fund 3,763,186$ 3,915,297$ 4,615,728$ 4,957,637$ 341,909$ 7.4%5,173,328$
Investment (Interest)4,304$ 3,630$ -$ -$ -$ N/A -$
Intergovernmental 21,669,582 26,801,001 27,086,442 29,214,740 2,128,298 7.9%30,242,658
Total Housing Authority Fund 21,673,886$ 26,804,631$ 27,086,442$ 29,214,740$ 2,128,298$ 7.9%30,242,658$
Charges for Services 439,967$ 1,249,018$ 2,416,421$ 2,416,447$ 26$ 0.0%2,416,447$
Investment (Interest)52,051 10,533 100,000 100,000 - 0.0%100,000
Total Information Technology Fund 492,018$ 1,259,551$ 2,516,421$ 2,516,447$ 26$ 0.0%2,516,447$
Investment (Interest)195,318$ 81,494$ 150,000$ -$ (150,000)$ -100.0%-$
Intergovernmental 5,484,185 6,783,792 6,325,938 8,628,542 2,302,604 36.4%7,743,736
Total Local Return Fund 5,679,503$ 6,865,285$ 6,475,938$ 8,628,542$ 2,152,604$ 33.2%7,743,736$
Investment (Interest)198,423$ 72,999$ 100,000$ 100,000$ -$ 0.0%100,000$
Other 377,623 366,367 400,000 400,000 - 0.0%400,000
Total Low & Mod. Housing Asset Fund 576,046$ 439,366$ 500,000$ 500,000$ -$ 0.0%500,000$
Investment (Interest)-$ -$ -$ -$ -$ N/A -$
Intergovernmental 19,573,047$ 22,052,957$ 28,271,324$ 7,584,388$ (20,686,936)$ -73.2%3,410,573
Other 5,000 3,000 289,178 35,000 (254,178) -87.9%35,000
Total Misc. Grants Fund 19,578,047$ 22,055,957$ 28,560,502$ 7,619,388$ (20,941,114)$ -73.3%3,445,573$
Investment (Interest)33,012$ 2,371$ 40,000$ 40,000$ -$ 0.0%40,000$
Total Parking Authority Fund 33,012$ 2,371$ 40,000$ 40,000$ -$ 0.0%40,000$
GAS TAX FUND
HOUSING AUTHORITY FUND
INFORMATION TECHNOLOGY SERVICES AND REPLACEMENT FUND
LOCAL RETURN FUND
LOW AND MODERATE INCOME HOUSING ASSET FUND
MISCELLANEOUS GRANTS FUND
PARKING AUTHORITY FUND
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Investment (Interest)1,057$ 153$ 3,000$ 3,000$ -$ 0.0%3,000$
Total Parks & Rec Facilities Fund 1,057$ 153$ 3,000$ 3,000$ -$ 0.0%3,000$
Charges for Services 3,163,590$ 6,725,936$ 9,003,696$ 8,783,273$ (220,423)$ -2.4%8,866,497$
Investment (Interest)95,792 20,356 - - - N/A -
Rent - - - 3,403 3,403 N/A 3,505
Other 1,210 1,322 - - - N/A -
Total Pier Fund 3,260,592$ 6,747,614$ 9,003,696$ 8,786,676$ (217,020)$ -2.4%8,870,002$
Charges for Services 26,842,778$ 27,347,037$ 28,120,375$ 34,297,070$ 6,176,695$ 22.0%38,701,816$
Investment (Interest)436,490 145,560 250,000 250,000 - 0.0%250,000
Other 281,575 698,161 446,976 456,535 9,559 2.1%461,536
Total RRR Fund 27,560,843$ 28,190,758$ 28,817,351$ 35,003,605$ 6,186,254$ 21.5%39,413,352$
Charges for Services 5,200,000$ 5,200,000$ 5,200,000$ 4,400,000$ (800,000)$ -15.4%4,200,000$
Investment (Interest)80,486 24,540 70,000 70,000 - 0.0%70,000
Total Self-Insurance, Bus Fund 5,280,486$ 5,224,540$ 5,270,000$ 4,470,000$ (800,000)$ -15.2%4,270,000$
Charges for Services 17,451,656$ 67,719,187$ 14,100,000$ 12,200,000$ (1,900,000)$ -13.5%14,000,000$
Investment (Interest)98,257 55,218 155,000 155,000 - 0.0%155,000
Total Self-Ins., Gen Liab. / Auto Fund 17,549,913$ 67,774,405$ 14,255,000$ 12,355,000$ (1,900,000)$ -13.3%14,155,000$
Charges for Services 4,065,875$ 4,472,123$ 5,357,547$ 6,113,500$ 755,953$ 14.1%7,123,900$
Investment (Interest)- 730 - - - N/A -
Total Self-Ins., Risk Mgt.-Admin Fund 4,065,875$ 4,472,853$ 5,357,547$ 6,113,500$ 755,953$ 14.1%7,123,900$
SELF-INSURANCE, BUS FUND
SELF-INSURANCE, GENERAL LIABILITY / AUTO FUND
SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND
RESOURCE RECOVERY AND RECYCLING (RRR) FUND
PARKS AND RECREATION FACILITIES FUND
PIER FUND
7.A.a
Packet Pg. 699 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
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FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Charges for Services 19,075,424$ 16,978,358$ 15,500,379$ 13,500,000$ (2,000,379)$ -12.9%14,000,000$
Investment (Interest)965,159 358,964 770,000 770,000 - 0.0%770,000
Other 39,118 7,324 - - - N/A -
Total Self-Ins., Workers' Comp Fund 20,079,701$ 17,344,645$ 16,270,379$ 14,270,000$ (2,000,379)$ -12.3%14,770,000$
Investment (Interest)16,958$ 6,408$ 10,000$ 10,000$ -$ 0.0%10,000$
Intergovernmental 120,598 120,147 137,004 119,000 (18,004) -13.1%119,000
Total SCAQMD AB 2766 Fund 137,556$ 126,555$ 147,004$ 129,000$ (18,004)$ -12.2%129,000$
Charges for Services 560,304$ 595,102$ 5,448,107$ 448,107$ (5,000,000)$ -91.8%448,107$
Investment (Interest)283,495 76,237 200,000 - (200,000) -100.0%-
Rent 179,525 194,423 230,000 230,000 - 0.0%230,000
Intergovernmental - - 547,516 547,516 - 0.0%547,516
Other 3,895,790 7,568,956 3,005,548 3,488,554 483,006 16.1%3,588,554
Total Special Revenue Source Fund 4,919,115$ 8,434,718$ 9,431,171$ 4,714,177$ (4,716,994)$ -50.0%4,814,177$
Charges for Services 1,609,229$ 1,419,613$ 1,706,858$ 1,706,858$ -$ 0.0%1,706,858$
Investment (Interest)104,575 42,570 20,000 20,000 - 0.0%20,000
Other 449,042 421,359 400,000 400,000 - 0.0%400,000
Total Stormwater Management Fund 2,162,846$ 1,883,541$ 2,126,858$ 2,126,858$ -$ 0.0%2,126,858$
Other Local Taxes 48,060$ 36,732$ 25,000$ 25,000$ -$ 0.0%25,000$
Investment (Interest)102,957 28,814 110,000 110,000 - 0.0%110,000
Other 268,794 183,542 50,000 50,000 - 0.0%50,000
Total TORCA Fund 419,811$ 249,087$ 185,000$ 185,000$ -$ 0.0%185,000$
Charges for Services 10,716,549$ 14,214,770$ 17,232,235$ 18,421,200$ 1,188,965$ 6.9%18,679,070$
Investment (Interest)333,561 134,993 440,000 440,000 - 0.0%440,000
Other 239,497 215,370 90,100 152,600 62,500 69.4%150,700
Total Vehicle Management Fund 11,289,607$ 14,565,133$ 17,762,335$ 19,013,800$ 1,251,465$ 7.0%19,269,770$
SPECIAL REVENUE SOURCE FUND
STORMWATER MANAGEMENT FUND
TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND
VEHICLE MANAGEMENT FUND
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) AB 2766 FUND
SELF-INSURANCE, WORKERS' COMPENSATION FUND
7.A.a
Packet Pg. 700 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
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FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - FivE-YEAR REvENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Charges for Services 17,330,719$ 19,249,781$ 21,236,857$ 23,231,954$ 1,995,097$ 9.4%26,015,343$
Investment (Interest)673,178 162,590 860,000 860,000 - 0.0%860,000
Other 215,646 382,893 220,000 220,000 - 0.0%220,000
Total Wastewater Fund 18,219,543$ 19,795,263$ 22,316,857$ 24,311,954$ 1,995,097$ 8.9%27,095,343$
Charges for Services 29,638,341$ 34,259,153$ 41,030,526$ 50,424,641$ 9,394,115$ 22.9%54,375,506$
Investment (Interest)1,225,317 464,684 750,000 750,000 - 0.0%750,000
Other 555,668 675,773 555,000 555,000 - 0.0%555,000
Total Water Fund 31,419,326$ 35,399,610$ 42,335,526$ 51,729,641$ 9,394,115$ 22.2%55,680,506$
Total All Funds 647,784,958$ 823,690,346$ 817,595,791$ 831,168,295$ 13,572,504$ 1.7%870,098,412$
Less Reimbursements and Transfers (78,949,171)$ (131,910,242)$ (85,969,432)$ (84,024,054)$ 1,945,378$ -2.3%(88,139,572)$
Grand Total 568,835,787$ 691,780,104$ 731,626,359$ 747,144,241$ 15,517,882$ 2.1%781,958,840$
WATER FUND
ALL FUNDS
WASTEWATER FUND
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget
Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan
FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Charges for Services 17,330,719$ 19,249,781$ 21,236,857$ 23,231,954$ 1,995,097$ 9.4%26,015,343$
Investment (Interest)673,178 162,590 860,000 860,000 - 0.0%860,000
Other 215,646 382,893 220,000 220,000 - 0.0%220,000
Total Wastewater Fund 18,219,543$ 19,795,263$ 22,316,857$ 24,311,954$ 1,995,097$ 8.9%27,095,343$
Charges for Services 29,638,341$ 34,259,153$ 41,030,526$ 50,424,641$ 9,394,115$ 22.9%54,375,506$
Investment (Interest)1,225,317 464,684 750,000 750,000 - 0.0%750,000
Other 555,668 675,773 555,000 555,000 - 0.0%555,000
Total Water Fund 31,419,326$ 35,399,610$ 42,335,526$ 51,729,641$ 9,394,115$ 22.2%55,680,506$
Total All Funds 647,784,958$ 823,690,346$ 817,595,791$ 831,168,295$ 13,572,504$ 1.7%870,098,412$
Less Reimbursements and Transfers (78,949,171)$ (131,910,242)$ (85,969,432)$ (84,024,054)$ 1,945,378$ -2.3%(88,139,572)$
Grand Total 568,835,787$ 691,780,104$ 731,626,359$ 747,144,241$ 15,517,882$ 2.1%781,958,840$
WATER FUND
ALL FUNDS
WASTEWATER FUND
FY 2022-23 FY 2023-24 FY 2024-25FY 2020-21 FY 2021-22 Revised Proposed Change Change BudgetFund/Revenue Category Actual Actual Budget Budget Amount Percent PlanFIVE-YEAR REVENUE SUMMARY FY 2022-23 to FY 2023-24Charges for Services 19,075,424$ 16,978,358$ 15,500,379$ 13,500,000$ (2,000,379)$ -12.9%14,000,000$ Investment (Interest)965,159 358,964 770,000 770,000 - 0.0%770,000 Other 39,118 7,324 - - - N/A - Total Self-Ins., Workers' Comp Fund 20,079,701$ 17,344,645$ 16,270,379$ 14,270,000$ (2,000,379)$ -12.3%14,770,000$ Investment (Interest)16,958$ 6,408$ 10,000$ 10,000$ -$ 0.0%10,000$ Intergovernmental 120,598 120,147 137,004 119,000 (18,004) -13.1%119,000 Total SCAQMD AB 2766 Fund 137,556$ 126,555$ 147,004$ 129,000$ (18,004)$ -12.2%129,000$ Charges for Services 560,304$ 595,102$ 5,448,107$ 448,107$ (5,000,000)$ -91.8%448,107$ Investment (Interest)283,495 76,237 200,000 - (200,000) -100.0%- Rent 179,525 194,423 230,000 230,000 - 0.0%230,000 Intergovernmental - - 547,516 547,516 - 0.0%547,516 Other 3,895,790 7,568,956 3,005,548 3,488,554 483,006 16.1%3,588,554
Total Special Revenue Source Fund 4,919,115$ 8,434,718$ 9,431,171$ 4,714,177$ (4,716,994)$ -50.0%4,814,177$
Charges for Services 1,609,229$ 1,419,613$ 1,706,858$ 1,706,858$ -$ 0.0%1,706,858$
Investment (Interest)104,575 42,570 20,000 20,000 - 0.0%20,000
Other 449,042 421,359 400,000 400,000 - 0.0%400,000
Total Stormwater Management Fund 2,162,846$ 1,883,541$ 2,126,858$ 2,126,858$ -$ 0.0%2,126,858$
Other Local Taxes 48,060$ 36,732$ 25,000$ 25,000$ -$ 0.0%25,000$
Investment (Interest)102,957 28,814 110,000 110,000 - 0.0%110,000
Other 268,794 183,542 50,000 50,000 - 0.0%50,000
Total TORCA Fund 419,811$ 249,087$ 185,000$ 185,000$ -$ 0.0%185,000$
Charges for Services 10,716,549$ 14,214,770$ 17,232,235$ 18,421,200$ 1,188,965$ 6.9%18,679,070$
Investment (Interest)333,561 134,993 440,000 440,000 - 0.0%440,000
Other 239,497 215,370 90,100 152,600 62,500 69.4%150,700
Total Vehicle Management Fund 11,289,607$ 14,565,133$ 17,762,335$ 19,013,800$ 1,251,465$ 7.0%19,269,770$
SPECIAL REVENUE SOURCE FUND
STORMWATER MANAGEMENT FUND
TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND
VEHICLE MANAGEMENT FUND
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) AB 2766 FUNDSELF-INSURANCE, WORKERS' COMPENSATION FUND
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - OvERviEW
OVERVIEW
Departmental staff works in concert with Finance Department staff to develop revenue projections. The
projections reflect a somewhat conservative, yet prudent and consistent, approach using established budget
practices that reflect the economic impacts described in the “Overall Economic Conditions” section of the budget.
Staff considers qualitative and quantitative methods of forecasting and uses techniques such as trend analysis,
economic indicators, and professional judgment, to arrive at the revenue projections. Revenue forecasting is
always one of the most challenging aspects in the budget process, with many unknown variables over which
the City has little or no control including fluctuations in the local, regional, statewide, and national economies;
patterns of consumer habits and demands; geo-political events, and the fiscal impacts of legislative changes.
TOTAL CITY REVENUES
Total City revised budgeted revenues for FY 2022-23, after
adjustments for reimbursements and transfers between funds,
are $731.6 million, reflecting a $39.8 million, or 5.8%, increase
over FY 2021-22. Primary drivers of the increases by fund are
described in the following Fund Details section.
FY 2023-24 total City revenues, after adjustments for
reimbursements and transfers between funds, are projected
to be $747.2 million, $15.5 million or 2.1% more than the
FY 2022-23 budget. The increase reflects greater General
Fund revenues ($13.4 million) primarily from various taxes
including Transient Occupancy and Property taxes ($4.8 million),
Community Broadband revenues ($2.6 million), anticipated developer payments ($2.0 million) and revenue ($4.0
million) from the City’s new Digital Wayfinding Kiosk program. Other increases include revenues from the Big
Blue Bus Fund ($11.4 million) primarily from increased capital project funding, the Water Fund ($9.4 million) and
Wastewater Fund ($2.0 million) from scheduled water and wastewater rate adjustments, the Resource Recovery
and Recycling Fund ($6.2 million) from anticipated solid waste rate adjustments, the Local Return Fund ($2.2
million) based on estimates of funding allocation from LA Metro, and the Housing Authority Fund ($2.1 million)
reflecting increased use and associated funding allocation of Federal Housing Choice voucher (Section 8) Program
vouchers. The increases are primarily offset by decreases in the Miscellaneous Grants Fund ($20.9 million)
reflecting the timing of estimated reimbursement revenues from grant expenses. All other funds are expected to
show a net revenue decrease of $9.4 million.
FY 2024-25 total City revenues, after adjustments for reimbursements and transfers between funds, are
projected to be $782.0 million, $34.8 million or 4.7% more than in FY 2023-24. The increase is primarily driven
by greater General Fund revenues ($13.2 million) reflecting continued recovery from the pandemic-induced
economic downturn; increases in the Big Blue Bus Fund ($13.0 million) primarily from increased capital project
funding, increases in the Resource Recovery and Recycling Fund ($4.4 million) from anticipated solid waste
rate adjustments, and increases in the Water Fund ($4.0 million) and Wastewater Fund ($2.8 million) reflecting
$0
$200
$400
$600
$800
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
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67
scheduled water and wastewater rate adjustments. The increases are primarily offset by a decrease in expected
grant funding in the Miscellaneous Grants Fund ($4.2 million). All other funds are expected to show net revenue
growth of $1.6 million.
FUND DETAILS
Revenue projections for the next two fiscal years for all City funds are detailed in the section that follows.
GENERAL FUND
The FY 2022-23 revised revenue budget is $425.3 million, $11
million (2.6%) more than in FY 2021-22 and nearly $100 million
more than in FY 2020-21, the lowest year of the COviD-19
pandemic. The global, national, and local economies recovered
faster than anticipated from the pandemic-induced recession.
The hardest hit areas of the economy, tourism, retail, and
hospitality sectors have all showed a strong recovery, although
certain areas such as parking, international travel, and business
travel continue to lag.
FY 2023-24 total General Fund revenues are projected to be
$438.7 million, which is $13.4 million (3.2%) greater than the
FY 2022-23 revised budget. Revenue increases primarily reflect gains in charges for services ($6 million), Transient
Occupancy Taxes ($3.5 million) primarily reflecting voter approved (Measure CS) increases in the tax rate, property
taxes ($2.2 million), Utility Users Taxes ($0.9 million), Business License taxes ($0.6 million), and a net increase of
$0.2 million from various other sources.
FY 2024-25 revenues are forecast to be $451.9 million, $13.2 million (3%) more than in FY 2023-24. The increases
are from Property Taxes ($2.4 million), Sales Taxes ($2.2 million), Documentary Transfer Taxes ($2 million), other
taxes ($0.6 million), investment income ($1 million), and a net increase of $5 million from various other revenues.
General Fund revenues are grouped into the following major revenue categories. An in-depth review of each of
these major revenue categories follows:
• Property Taxes • Licenses & Permits
• Sales Taxes • Fines/Forfeitures
• Other Taxes • Charges for Services
◊ Utility Users Taxes • investment income (interest)
◊ Transient Occupancy Taxes • Rent
◊ Business Licenses Taxes • intergovernmental
◊ Other Local Taxes • Other
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - OvERviEW
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
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$0
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$30
$45
$60
$75
$90
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
PROPERTY TAXES
Property Tax revenues result from a 1% levy on the assessed
value of all real property in the City. Proposition 13, passed
by California voters in 1979, specifies that assessed value of
properties will change at the rate of the Consumer Price index,
not to exceed 2% per year, unless the property is improved or
sold, thus establishing a new market value.
The 1% Property Tax levy is collected by the Los Angeles County
Tax Collector and is distributed to various public agencies located
in the County, including cities, school districts, and special
districts. Santa Monica’s share of the 1% levy is approximately
14% to 17%, depending on the area of the City where the property is located.
The primary component of Property Taxes is taxes secured by real property. The City also receives unsecured
property taxes, a reimbursement of homeowners’ exemptions, pass through and residual tax payments related
to the former Redevelopment Agency (RDA), and an additional levy over the 1% rate used to pay debt service on
voter approved debt. Beginning in FY 2004-05, this category also includes property taxes received in exchange for
lost vehicle License Fee (vLF) revenue resulting from the decrease in the vLF rate per the FY 2004-05 State budget
(vLF Swap).
The FY 2022-23 revised budget for Property Tax revenues is $3.3 million more than in FY 2021-22, primarily due to
increases in assessed valuation growth and residual Property Tax payments related to the former RDA.
FY 2023-24 Property Taxes are projected to be $2.2 million more than FY 2022-23, primarily from assessed
valuation increases that are expected to continue, but at a slower pace than the last few years, and greater
residual Property Tax payments related to the former RDA.
Revenues are anticipated to increase by another $2.4 million in FY 2024-25 based on slower assessed valuation
growth as the real estate market continues to soften.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
7.A.a
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SALES TAXES
The total sales tax rate in Santa Monica is 10.25%. The rate is
allocated as follows:
State 6.00%
Local 1.00% City General Fund
0.25% To Counties for Transportation Uses
Prop A 0.5%
Prop C 0.5%
Measure R 0.5%
Measure M 0.5%
Measures Y 1.00% Measure Y approved by Santa Monica voters in November 2010 added 0.5% and Measure
and GSH GSH approved by Santa Monica voters in November 2016 added an additional 0.5% to the
rate.
One half of the Measure Y and Measure GSH Transaction and Use Tax revenues are paid to the Santa Monica-
Malibu Unified School District for use of certain school district facilities. Additionally, 25% of the Measure GSH
revenues are set aside to be used for affordable housing. The affordable housing allocation was suspended in FY
2020-21 to help offset pandemic-induced revenue losses.
Sales tax revenues have rebounded strongly and quicker than anticipated from pandemic lows and have returned
to pre-COviD levels. The FY 2022-23 revised budget is $14 million (nearly 22%) greater than in FY 2019-20 and FY
2020-21.
However, the economy has started to show signs of weakness, which is expected to continue into FY 2023-24
when revenues are projected to be flat with FY 2022-23.
Sales Tax revenues are projected to increase $2.2 million (2.8%) in FY 2024-25 as the economy strengthens and
sales taxes growth approaches the projected long-term trend.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
$0
$20
$40
$60
$80
$100
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
voter approved debt allocated to
local agencies from the Los
Angeles County Metropolitan
Transit Authority (LACMTA).
7.A.a
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$0
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$70
20-21
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21-22
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Revised
23-24
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24-25
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in Millions
UTILITY USERS TAXES
The City’s 10% Utility Users Tax (UUT) is applied to electricity,
natural gas, telephone (both hardwire and wireless), cable, and
water/wastewater services.
FY 2022-23 revised budget revenue projections are
approximately 2.4% more than in FY 2021-22 due to spikes in
electricity and natural gas rates.
UUT are projected to increase by $0.9 million (2.7%) in FY
2023-24 and another $0.7 million in FY 2024-25 (1.8%) primarily
due to Council-approved water and wastewater rate increases,
partially offset by the continuing decrease in revenues from telecommunication services as consumers shift to
more internet-based services which are not subject to the tax.
TRANSIENT OCCUPANCY TAX
The City levies a tax on transient room rentals of 15% for hotel/
motel stays and 17% for homeshare stays.
Tourism, one of the primary drivers of the City’s economy, has
experienced a stronger and faster than anticipated recovery
after the devastating impacts of the COviD-19 pandemic which
resulted in a 70% decrease in tax receipts. Exclusive of a one-
time accounting change made in FY 2020-21, the FY 2022-23
revised budget is nearly 10% more than FY 2021-22 actuals and
has exceeded pre-pandemic levels. The increase reflects higher
average room rates and occupancy levels, although occupancy
still lags behind pre-COviD levels as international and business
travel have been slower to recover than domestic leisure travel.
The estimate also includes the partial year impact of the voter-approved Measure CS, which increased the tax rates
from 14%, effective March 1, 2023.
While tourism is expected to remain strong, the uncertain economy over the next 12-18 months could negatively
affect the tourism industry. Additionally, the closure of a major hotel is expected to impact revenues for at least
the first half of FY 2023-24. Therefore, the 5.3% increase projected for FY 2023-24 is almost entirely due to the
full year impact of the tax rate increases.
Another major hotel will be closed for renovation for approximately 30 months beginning in FY 2024-25.
Additionally, increased enforcement regarding illegally operating homeshares may impact revenues. Based on
these factors, FY 2024-25 taxes are projected to be essentially flat with FY 2023-24 levels.
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
7.A.a
Packet Pg. 706 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
71
BUSINESS LICENSE TAXES
Businesses operating in the City of Santa Monica are required to
obtain a business license annually and pay a tax. in most cases,
the amount of the tax is based on prior calendar year gross
business receipts. There are three major tax categories:
Professional: $5.00 for each $1,000 in gross receipts
Services: $3.00 for each $1,000 in gross receipts
Other: $1.25 for each $1,000 in gross receipts
Certain other small categories pay a flat fee. Businesses with gross receipts between $40,000 and $60,000
annually pay the minimum tax of $75. Businesses with worldwide gross receipts less than $40,000 annually may
request an exemption from paying the tax.
Due to the reporting period for calculating business license taxes (fiscal year revenues are based on businesses’
gross receipts from the prior calendar year), most of the pandemic-related revenue impact was realized in FY
2021-22, when revenues dropped over 13%. The fast recovery from the pandemic-induced recession was also
seen in business license tax revenues as the FY 2022-23 revised budget is $2.2 million (7.5%) more than FY 2021-
22 actuals.
FY 2023-24 revenues (based on calendar year 2022 gross receipts) are expected to grow by approximately
2% ($0.6 million). However, the economic weakening during the fiscal year is expected to impact FY 2024-25
revenues, which are projected to be relatively flat with FY 2023-24 levels.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
$0
$5
$10
$15
$20
$25
$30
$35
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 707 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
72
OTHER TAXES
Other Taxes include:
Real Property (Documentary) Transfer Tax The
Documentary Transfer Tax is levied on the sale of real property
in the City at a rate of $3.00 per $1,000 of transfer value for
transfers valued under $5 Million. Per Measure SM, approved
by Santa Monica voters in November 2020, transfers valued
$5 million and over are assessed a tax of $6.00 per $1,000 of
transfer value. Measure GS, approved by voters in November
2022, added a third tier to the tax of $56.00 per $1,000 for
transfers valued at $8 million and over, effective March 1, 2023.
The incremental revenues from the third tier are restricted as to
use and will be deposited into the Special Revenue Source Fund.
Vehicle License Fees (VLF) The State Budget Act of 2011 ended the allocation of vLF to cities with the
exception of a small portion related to certain compliance procedures.
Parking Facility Tax The Parking Facility Tax of 10% is assessed on private and public parking fees collected in
the City.
Condominium Tax The Condominium Tax of $1,000 per unit is assessed on all new condominium construction
and condominium conversions in the City.
Revenues from these other taxes have recovered from the pandemic. Revenues spiked in FY 2021-22, mostly due
to the addition of the second tier of the Documentary Transfer Tax ($6.00 per $1,000 for transfers $5 million and
over) effective March 1, 2021, as well as a number of very large transfers occurring in that year. The FY 2022-23
revised budget reflects a $6 million decrease over the prior year due to a sharp decrease in the number of property
transfers (down 37% year-to-date through February 2023) as the economy and housing market have shown signs
of weakness.
The FY 2023-24 projected decrease of $1.2 million primarily reflects continued weakness in the real estate market
resulting in fewer property transfers, partially offset by a projected 4.6% increase in Parking Facility Taxes as
parking activity in the City continues to increase, but still remains below pre-COviD levels.
FY 2024-25 revenues are projected to increase an additional $2.3 million reflecting increased Documentary
Transfer Taxes and Parking Facility Taxes as the economy improves after an expected weakening in FY 2023-24.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
$0
$10
$20
$30
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions Parking Real Property
7.A.a
Packet Pg. 708 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
73
LICENSES AND PERMITS
The primary component of the Licenses and Permits revenue
category is parking revenues, which have recovered strongly
from pandemic lows, but still have not recovered to pre-COviD
levels of $39.9 million. The rebound in parking activity has
been slower than anticipated as parkers have trended towards
parking in facilities that offer free parking for short stays.
Additionally, the remote and hybrid work environment continue
to impact overall parking activity. Therefore, the FY 2022-
23 revised revenue budget is relatively flat with FY 2021-22
actuals.
Revenues are expected to return to a moderate, steady recovery
in FY 2023-24 as visitation to the City increases, resulting in a $1.4 million (4.1%) increase, followed by an
additional $0.6 million (1.8%) increase in FY 2024-25. The revenue projections do not include the impact of any
potential parking rate increases, which are currently pending before the Coastal Commission.
FINES AND FORFEITURES
Fines and forfeitures are comprised mainly of parking citation
fines but also include administrative fines and penalties from
Code Enforcement and Police Department activities, California
vehicle code fines, library fines, and other administrative fines.
in total, the FY 2022-23 revised revenue budget of $13.4
million is up approximately 9% from FY 2021-22 but remains
approximately 10% below pre-pandemic levels.
Revenues are projected to remain relatively flat in FY 2023-24
and FY 2024-25 at $13.3 million. Parking citation revenues are
projected at $12.9 million for both years and represent a gradual
return to near pre-pandemic levels.
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
$0
$5
$10
$15
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 709 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
74
$0
$2
$4
$6
$8
$10
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
CHARGES FOR SERVICES
The FY 2022-23 revised revenue budget of $47.1 million is
$4.0 million over FY 2021-22, primarily due to increased
reimbursement from other funds for general government
administrative support services, increased building permit
revenue as building activity returned to pre-pandemic levels, and
increased enrollment in City afterschool programs. The increases
were partially offset by lower than anticipated revenues related
to mutual aid deployments by the Fire Department to assist with
wildfires as part of multiple mutual aid strike team deployments
and mobile stroke unit special deployments (these are typically
unbudgeted reimbursements that fluctuate year over year).
Revenues are projected to increase by $6.5 million in FY 2023-24 to $53.6 million, primarily due to the advertising
revenue from the City’s new Digital Wayfinding Kiosk program and the consolidation of the Community Broadband
Fund into the General Fund. These increases are partially offset by a decrease in zoning revenue due to process
streamlining, which reduces the number of projects requiring zoning review and by a further reduction to mutual
aid deployment revenues.
in FY 2024-25 revenues are projected to increase by $1.0 million to $54.6 million primarily due to an increase
in reimbursements from other funds for general government administrative support based on projected total
compensation costs.
INVESTMENT INCOME
Total investment income represents earnings from the City’s
pooled investment portfolio (which primarily consists of
reserves) and bond/loan proceeds. Revenues are budgeted on
a cash basis and do not take into account unrealized gains or
losses. Additionally, interest on bond proceeds is not typically
included in the budget since it is restricted to the projects for
which the bonds were issued. The chart and the discussion
exclude unrealized gains and losses, other year-end accounting
adjustments, and interest from bond/loan proceeds.
FY 2022-23 revised budget revenues are $2 million more than in
FY 2021-22 as interest rates rose sharply over the last several months after a long period of historically low rates.
FY 2023-24 revenues are projected to be flat with FY 2022-23 levels. While the overall portfolio yield is expected
to increase as many investments purchased before the rise in rates will mature and be reinvested at much higher
rates of return, the increase will be offset by an expected decrease in the investable fund balance due to large
legal settlement payments.
$0
$15
$30
$45
$60
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
7.A.a
Packet Pg. 710 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
75
FY 2024-25 revenues are projected to increase by $1 million as the portfolio continues to shed investments
purchased during the low interest environment, and funds are reinvested at higher rates. The investable fund
balance is anticipated to remain relatively flat.
RENT
The FY 2022-23 revised lease revenue budget of $7.8 million
is $1.2 million greater than FY 2021-22 due to an increase in
percentage rents for leases of City-owned property, a partial
year of the reinstated outdoor dining fees, and revenue from
the new parklet program.
FY 2023-24 revenues are projected to increase by $0.4 million
to $8.2 million reflecting a full year of outdoor dining license
and parklet fees.
FY 2024-25 revenues are projected to remain relatively level
with FY 2023-24.
INTERGOVERNMENTAL
This revenue category is related to reimbursements from other
government agencies. FY 2022-23 revised budgeted revenue
of $4.4 million is $2.9 million greater than FY 2021-22 due to
one-time State reimbursement for SB 90 claims from prior years
(2002 to 2013) and election cost reimbursements from the
Santa Monica-Malibu Unified School District, the Santa Monica
Community College District, and the Rent Control Board, which
typically occur on a biennial basis, as reflected in FY 2024-25
revenues.
$0
$3
$6
$9
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
$0
$1
$2
$3
$4
$5
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 711 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
76
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, GENERAL FUND
OTHER REVENUES
The FY 2022-23 revised revenue budget of $3.6 million is $0.7
million less than in FY 2021-22 primarily due to one-time revenues
received in FY 2021-22 from legal settlements and reimbursements
from various sources.
Other revenues are projected to increase by about $1.0 million in
FY 2023-24 and an additional $2.6 million in FY 2024-25. These
increases are primarily related to anticipated developer payments
from the Miramar Hotel during the period it is closed for renovation
to partially offset lost Transient Occupancy Taxes and the discount
the City receives for pre-paying the full employer share of its CalPERS
retirement contribution at the beginning of each fiscal year, which is
expected to resume in FY 2024-25 after being suspended in FY 2023-24.
$0
$2
$4
$6
$8
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 712 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
77
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
AIRPORT FUND
This enterprise fund accounts for revenues and expenses
connected with management of the Santa Monica Municipal
Airport and its property.
FY 2022-23 revised budgeted revenues of $18.8 million reflect
an increase of $1.1 million from FY 2021-22 primarily due to
increased property rental income from new leases.
Revenues are projected to remain relatively flat in FY 2023-24
due to temporary vacancies while building renovations occur.
Revenues for FY 2024-25 are projected to increase by $1.7
million once renovations are complete and lease revenues are
reinstated.
BEACH RECREATION FUND
This special revenue fund accounts for revenues and expenses
related to beach parking, beach recreation activities, concession
revenues, beach maintenance, and Beach House operations.
Beach parking revenues account for approximately 80% of total
revenues and can be highly dependent on weather conditions
and other factors.
FY 2022-23 revised budgeted revenues of $16.3 million reflect
a $0.6 million decrease from FY 2021-22 primarily due to lower
than projected parking due to setbacks in the implementation
of a projected rate increase pending California Coastal
Commission (CCC) approvals, a key step in the process to
implement a rate increase.
FY 2023-24 revenues are projected to increase by $0.5 million to $16.8 million due to increasing special event
and parking permit activity. FY 2024-25 revenues are projected to increase by an additional $0.3 million to $17.1
million, reflecting increases in lease agreements. Parking revenue estimates do not include the impact of potential
parking rate increases, which are pending California Coastal Commission (CCC) approval.
$0
$3
$6
$9
$12
$15
$18
$21
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$3
$6
$9
$12
$15
$18
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 713 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
78
BIG BLUE BUS FUND
This enterprise fund accounts for operating and capital
revenues and expenses related to operation of the City's
municipal bus lines.
FY 2022-23 revised budgeted revenues of $101.1 million are
$12.5 million higher than FY 2021-22, primarily due to an
increase in the funding allocation by LA Metro as a result
of higher than anticipated County and State-wide sales tax
revenues.
FY 2023-24 revenues are projected to increase by $10.5 million
to $111.6 million due to the projected increases in funding
allocations and reimbursements associated with capital
projects, including bus purchases, due to the shift to electric vehicles. FY 2024-25 revenues are projected to
increase by $13.0 million to $124.6 million due to capital reimbursements associated with the procurement of 15
battery electric buses.
CEMETERY FUND
This enterprise fund accounts for revenues and expenses
associated with the operation of the City of Santa Monica
Woodlawn Cemetery, Mausoleum, and Mortuary.
FY 2022-23 revised budgeted revenues of $2.1 million are $1.1
million lower than FY 2021-22, reflecting a decrease in cemetery
and mausoleum-related sales and a one-time donation received
in FY 2021-22.
FY 2023-24 revenues are expected to increase by approximately
$0.3 million to $2.4 million due to the availability of additional
niches, the purchase of unused plots, and the reallocation of
abandoned plots. FY 2024-25 revenues are anticipated to remain relatively flat at $2.5 million.
$0
$25
$50
$75
$100
$125
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$1
$2
$3
$4
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 714 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
79
CITIZENS' OPTION FOR PUBLIC SAFETY (COPS) FUND
This fund accounts for State-funded revenues and associated
expenditures for the Citizens Option for Public Safety (COPS)
program established per AB3229 of 1996.
FY 2022-23 revised budgeted revenues of $225,000 are
relatively level with FY 2021-22.
FY 2023-24 and FY 2024-25 revenues are projected to continue
to remain flat with FY 2022-23.
CLEAN BEACHES AND OCEAN PARCEL TAX FUND
This fund records activity related to implementation of the
Watershed Management Plan and the passage of Measure v,
Clean Beaches and Ocean Parcel Tax, in November 2006. The
assessment rate is subject to annual CPi increases.
FY 2022-23 revised budgeted revenues of $7.0 million are $0.2
million more than FY 2021-22, which reflect installments of
a three-year Measure W, Safe Clean Water Program regional
grant.
FY 2023-24 revenues are projected to decrease by $2.4 million
to $4.6 million reflecting the end of the three-year Measure W,
Safe Clean Water Program regional grant. FY 2024-25 revenues are expected to remain level.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$2
$4
$6
$8
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$40
$80
$120
$160
$200
$240
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
7.A.a
Packet Pg. 715 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
80
COMMUNITY BROADBAND FUND
This enterprise fund recorded revenues and expenses related
to the management of Santa Monica CityNet, the City’s 100
Gigabit advanced broadband initiative. Effective FY 2023-
24, the Community Broadband Fund has been consolidated
into the General Fund, realigning the structure of CityNet
operations as a way to control costs.
FY 2022-23 revised budgeted revenues of $2.6 million are $0.2
million less than FY 2021-22 and reflect the difficult business
environment as businesses continue the transition to hybrid or
fully remote work.
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
The Community Development Block Grant (CDBG) Fund
accounts for Federal entitlements under the Housing and
Community Development Act of 1974 (as amended). The City
Council annually allocates CDBG funds to various programs.
FY 2022-23 revised budgeted revenues of $1.2 million are $0.1
less than FY 2021-22 due to the one-time CARES Act funding in
FY 2021-22.
FY 2023-24 revenues of $1.5 million are $0.3 million higher
than FY 2022-23, reflecting an increase in the annual allocation
amount and the reprogramming of prior year funds. FY 2024-25 revenues are projected at the historical funding
level of $1.2 million.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$1
$2
$3
$4
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 716 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
81
GAS TAX FUND
The Gas Tax Fund collects revenue resulting from a State tax
on the sale of gasoline in accordance with the provisions of
the State of California Streets and Highway Code. The State
of California imposes per-gallon excise taxes on gasoline
and diesel fuel, sales taxes on gasoline and diesel fuel and
registration taxes on motor vehicles with allocations dedicated
to transportation purposes. Gas Tax funds are used to perform
citywide repairs and restoration to existing roadways, reduce
congestion and to improve safety.
FY 2022-23 revised budgeted revenues of $4.6 million are $0.7
million more than FY 2021-22 primarily due to higher than anticipated gas tax apportionments from the State.
FY 2023-24 revenues are projected to increase by $0.4 million to $5.0 million and increase an additional $0.2
million in FY 2024-25, reflecting updated gas tax apportionment estimates.
HOUSING AUTHORITY FUND
The Housing Authority Fund accounts for the receipt and
expenditure of Federal funds related to housing programs.
FY 2022-23 revised budgeted revenues of $27.1 million are
approximately $0.3 million higher than FY 2021-22 reflecting a
slight increase in utilization of Section 8 vouchers.
FY 2023-24 revenues are projected to increase by $2.1 million
to $29.2 million and increase by an additional $1.0 million to
$30.2 million in FY 2024-25, reflecting the projected increase
in unit utilization in both the Section 8 and Emergency Housing
voucher Programs.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$2
$4
$6
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$5
$10
$15
$20
$25
$30
$35
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 717 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
82
INFORMATION TECHNOLOGY SERVICES AND REPLACEMENT FUND
This internal service fund receives allocations from City
departments to finance the City’s annual scheduled expenses
for replacement of computer equipment and telephone-related
services.
FY 2022-23 revised budgeted revenues of $2.5 million are $1.2
million higher than FY 2021-22. This reflects the General Fund
resuming its contributions, which were suspended for two years
to address revenue shortfalls from the pandemic.
FY 2023-24 and FY 2024-25 revenues are expected to remain
level at $2.5 million.
LOCAL RETURN FUND
This fund records Prop A and Prop C local return funding from
MTA. Prior to FY 2016-17, these revenues were recorded in the
Miscellaneous Grants Fund.
FY 2022-23 revised budgeted revenues of $6.5 million are
approximately $0.4 million less than FY 2021-22 due to lower
than expected funding allocations from LA Metro.
FY 2023-24 revenues are projected to increase by $2.1 million
to $8.6 million and decrease by $0.9 million to $7.7 million in
FY 2024-25 based on estimates of funding allocations from LA
Metro.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$3
$6
$9
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 718 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
83
LOW AND MODERATE INCOME HOUSING ASSET FUND
On February 1, 2012, the Redevelopment Agency of the City
of Santa Monica was dissolved, and its assets transferred to
the City as the Successor Agency. The City, in turn, assigned
housing assets and functions to the Housing Authority, which
now maintains prior Redevelopment Low and Moderate income
Housing Fund assets in the Low and Moderate income Housing
Asset Fund.
FY 2022-23 revised budgeted revenues of $0.5 million are
essentially level with FY 2021-22 and reflect interest earnings
and residual receipts from housing projects.
FY 2023-24 and FY 2024-25 are projected to remain flat with FY 2022-23 revenues.
MISCELLANEOUS GRANTS FUND
This fund accounts for the receipt and expenditure of
miscellaneous federal, state and county awarded grants and
special allocations provided to the City.
FY 2022-23 revised budgeted revenues of $28.6 million reflect
new grants awarded during the year, including $14.8 million
from the State's AB-179 Budget Act of 2022 legislation,
authorizing two earmarks to the City for the City Yards
Modernization Microgrid and the Lincoln Neighborhood Corridor
Streetscape (LiNC) projects, $4.6 million in transportation and
mobility grants, $2.9 million in grants related to the HOME
voucher program and $1.9 million from the Federal Emergency Management Association (FEMA) in Hazard
Mitigation Grant funds to reimburse qualifying property owners in completing their City-required seismic retrofits.
FY 2023-24 revenues are projected at $7.6 million and FY 2024-25 revenues are projected at $3.4 million,
reflecting anticipated grant awards and timing of grant receipts.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$1
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$5
$10
$15
$20
$25
$30
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 719 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
84
PARKING AUTHORITY FUND
The Parking Authority is a financing authority for the City's
parking structures.
FY 2022-23 revised budgeted revenues of $40,000 are $37,600
above FY 2021-22, which reflected historic low interest rates.
Revenues for FY 2023-24 and FY 2024-25 of $40,000 reflect
anticipated interest earnings.
PARKS AND RECREATION FACILITIES FUND
This fund was used to account for funds collected from the
Unit Dwelling Tax. Starting in FY 2021-22, no unit dwelling
tax is collected, as developers of any new projects that would
have paid the Unit Dwelling Tax are eligible to pay the Parks
and Recreation impact Fee in-lieu of the unit dwelling tax. The
impact fee is deposited into the Special Revenue Source Fund.
The annual revenue currently recorded in this fund reflects
investment income only. The funds are used for the acquisition,
improvement, and expansion of public parks, playgrounds, and
recreational facilities.
The revised budget of $3,000 in FY 2022-23 is $2,800 higher
than FY 2021-22 as a result of the prior year’s historic low interest rate environment. Revenues for FY 2023-24
and FY 2024-25 are projected to remain flat with FY 2022-23.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
7.A.a
Packet Pg. 720 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
85
PIER FUND
This enterprise fund accounts for revenues and expenses
connected with management, operation, and development
of the Santa Monica Pier. Lease rental and parking revenues
account for about 80% of total revenues and can be highly
dependent on weather conditions and other factors, including
impacts due to closures related to the pandemic.
FY 2022-23 revised budgeted revenues of $9.0 million are $2.3
million higher than FY 2021-22, reflecting continued economic
recovery and improving lease revenues.
FY 2023-24 and FY 2024-25 revenues are projected to remain
essentially level with FY 2022-23 at $8.8 million and $8.9
million, respectively.
RESOURCE RECOVERY AND RECYCLING (RRR) FUND
This enterprise fund accounts for revenues and expenses of
operating the City's refuse collection, street sweeping and
cleaning, and recycling programs.
FY 2022-23 revised budgeted revenues of $28.8 million are $0.6
million higher than FY 2021-22, from greater than projected
construction and demolition permits activity.
FY 2023-24 revenues are anticipated to increase by $6.2 million
and a further $4.4 million in FY 2024-25, primarily from the new
rates anticipated to be approved and adopted on June 13, 2023
and effective in August 2023, as well as other fee increases.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$3
$6
$9
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 721 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
86
SELF-INSURANCE, BUS FUND
This internal service fund accounts for contributions from the
Big Blue Bus Fund, and expenses related to the administration
and payment of bus-related liability claims.
FY 2022-23 revised budgeted revenues of $5.3 million are
essentially level with FY 2021-22.
FY 2023-24 and FY 2024-25 revenues are projected to remain
relatively flat at $4.5 million and $4.3 million, based on lower
contributions required from the Big Blue Bus Fund due to
sufficient fund balance available to cover anticipated claim
payments.
SELF-INSURANCE, GENERAL LIABILITY/AUTO FUND
This internal service fund accounts for contributions from other
funds and expenses related to the administration and payment
of general liability and automobile liability claims.
FY 2022-23 revised budgeted revenues of $14.3 million are
$53.5 million lower than FY 2021-22 as a result of a transfer in
FY 2021-22 from the General Fund to pay for a legal settlement.
A second large settlement ($122.5 million), finalized in late
April 2023 is not included in the FY 2022-23 revised budget,
which will be adjusted at year-end. Revenues are projected to
be $12.4 million in FY 2023-24 and $14.2 million in FY 2024-
25, reflecting required contribution levels from all City funds to
ensure an adequate fund balance for anticipated claim payments.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$25
$50
$75
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$2
$4
$6
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 722 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
87
SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND
This internal service fund represents contributions from other
funds for property and other special insurance.
FY 2022-23 revised budgeted revenues of $5.4 million are
$0.9 million higher than FY 2021-22, reflecting increased
contributions from other funds for property insurance due to
rising premiums.
Revenues are projected to increase to $6.1 million in FY 2023-
24 and then increase to $7.1 million in FY 2024-25, reflecting
increased contributions required from other funds for property
insurance to cover the cost of rising premiums.
SELF-INSURANCE, WORKERS’ COMPENSATION FUND
This internal service fund accounts for contributions from City
Departments and expenses related to the administration and
payment of workers' compensation claims. Fluctuations in
annual contribution levels from all City funds depends on the
number and amount of anticipated workers’ compensation
claims.
FY 2022-23 revised budgeted revenues of $16.3 million are
$1.0 million lower than FY 2021-22.
FY 2023-24 revenues are projected to decrease by $2.0 million
to $14.3 million. FY 2024-25 revenues are projected to increase
$0.5 million to $14.8 million.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$6
$12
$18
$24
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$2
$4
$6
$8
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 723 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
88
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD)
FUND
This fund accounts for the receipt of Air Quality Management
District funds and eligible expenditures.
FY 2022-23 revised budgeted revenues of $147,004 are
approximately $20,000 more than FY 2021-22, reflecting the
one time allocation of grant funds. FY 2023-25 revenues reflect
the City’s projected annual funding allocation of $129,000 to
remain flat for both years.
SPECIAL REVENUE SOURCE FUND
FUND
in accordance with Government Accounting Standards Board
Statement 33, this fund records revenues that are restricted,
committed, or assigned for specific uses.
FY 2022-23 revised budgeted revenues of $9.4 million are $1.0
million higher than FY 2021-22 due to increased developer fees.
FY 2023-24 projected revenues of $4.7 million reflect a
decrease of $4.7 million as compared to FY 2022-23, primarily
due to a large one-time development agreement payment
received in FY 2022-23. FY 2024-25 revenues are projected
to increase by $0.1 million, based on the anticipated timing of
receipt of fees related to pending development projects.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$50
$100
$150
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 724 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
89
STORMWATER MANAGEMENT FUND
FUND
This enterprise fund accounts for revenues and expenses
associated with stormwater management. The primary source of
revenue is the stormwater management parcel fee. Additional
revenues include the sale of recycled water, operating and
capital cost reimbursements from the City of Los Angeles
related to the Santa Monica Urban Runoff Recycling Facility
(SMURRF) facility, and developer payments.
FY 2022-23 revised budgeted revenues of $2.1 million reflect
a $0.2 million increase over FY 2021-22 due to delayed
reimbursement from the City of Los Angeles for operating costs
associated with the Santa Monica Urban Runoff Recycling
Facility (SMURRF).
FY 2023-24 and FY 2024-25 revenues are anticipated to remain level at $2.1 million.
TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND
The TORCA Fund accounts for TORCA Conversion Tax revenues
and expenditures related to various housing programs as
authorized by Article XX—Tenant Ownership Rights of the
City Charter. The tax was levied on each conversion, with the
funds to be used for development and administration of TORCA
programs, or to assist low to moderate income households. This
program was voted into effect in 1984 by Santa Monica voters
and expired in 1996.
Revenue estimates of $185,000 in FY 2023-24 and FY 2024-
25 are projected to remain level with the FY 2022-23 revised
budget, reflecting anticipated receipt of TORCA tax revenues
from previously approved conversions, and interest earnings on
available fund balances.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$85
$170
$255
$340
$425
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
7.A.a
Packet Pg. 725 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
90
VEHICLE MANAGEMENT FUND
This internal service fund receives payments and contributions
from City departments to finance the City’s annual scheduled
costs for vehicle maintenance, fuel, scheduled replacement
of vehicles, and the operating costs and future fuel station
replacements.
FY 2022-23 revised budgeted revenues of $17.8 million are
$3.2 million higher than FY 2021-22. This increase represents
resumed contributions from the General and Beach Recreation
Funds which were suspended for two years to address revenue
shortfalls from the pandemic.
FY 2023-24 revenues are anticipated to increase by $1.2 million over the FY 2022-23 and an additional $0.3 million
in FY 2024-25, reflecting required vehicle replacement contributions and anticipated maintenance payments from
other funds.
WASTEWATER FUND
This enterprise fund accounts for revenues and expenses
associated with maintaining the sanitary sewer and storm drain
systems within the City.
FY 2022-23 revised budgeted revenues of $22.3 million are
expected to be $2.5 million higher than FY 2021-22, reflecting
scheduled wastewater rate adjustments.
FY 2023-24 revenues are projected to increase by $2.0 million,
primarily reflecting the last full fiscal year of five annual Council-
approved wastewater rate adjustments. Another $2.8 million
increase in FY 2024-25, revenues reflect a half year of Council-
approved rate increase and an estimated rate increase from the next 5-year Water and Wastewater rate study
commencing in FY 2023-24. Rate adjustment recommendations will be presented to Council at the conclusion of
the study.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$5
$10
$15
$20
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$5
$10
$15
$20
$25
$30
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 726 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
91
WATER FUND
This enterprise fund accounts for revenues and expenses of
providing water service to the residents of the City.
FY 2022-23 revised budgeted revenues of $42.3 million are $6.9
million higher than FY 2021-22 due to scheduled water rate
adjustments.
FY 2023-24 revenues are projected to increase by $9.4 million
to $51.7 million, primarily reflecting the last full fiscal year of
five Council-approved annual water rate adjustments. FY 2024-
25 revenues are projected to increase by an additional $4.0
million to $55.7 million, reflecting the last half year of Council-
approved rate increases and an estimated rate increase from the next 5-year Water and Wastewater rate study
commencing in FY 2023-24. Rate adjustment recommendations will be presented to Council at the conclusion
of the study.
REIMBURSEMENTS AND TRANSFERS
These are technical adjustments to eliminate double counting of
certain revenues appearing in two funds and revenues paid by
one fund to another due for accounting procedures.
FY 2022-23 revised budgeted reimbursements and transfers are
expected to be $85.9 million, which is 35% lower than FY 2021-
22 due to a one-time transfer from the General Fund to the Self-
insurance, General Liability/Auto Fund to fund a settlement.
Reimbursements and transfers are projected to decrease by $1.9
million in FY 2023-24 primarily due to reductions to required
self-insurance contributions, primarily for General Liability/Auto
and Workers’ Compensation funds. FY 2024-25 is projected to increase by $4.1 million due to increases in the
self-insurance contributions.
FY 2023-25 PROPOSED BiENNiAL BUDGET
REvENUES - REvENUE ANALYSiS, OTHER FUNDS
$0
$10
$20
$30
$40
$50
$60
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$22
$44
$66
$88
$110
$132
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
7.A.a
Packet Pg. 727 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES
7.A.a
Packet Pg. 728 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
92
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - EXPENDiTURE SUMMARY BY FUND (FY 2023-24)
Fund Salaries and
Wages
Supplies and
Expenses Operating Total Capital
Improvements Budget Total
General 287,814,280$ 135,555,829$ 423,370,109$ 13,504,429$ 436,874,538$
Airport 2,502,953 8,511,953 11,014,906 8,213,889 19,228,795
Beach Recreation 5,548,230 9,597,341 15,145,571 771,720 15,917,291
Big Blue Bus 61,122,618 24,190,314 85,312,932 25,477,150 110,790,082
Cemetery 977,227 1,151,520 2,128,747 249,093 2,377,840
Citizens Op for Public Safety - 106,955 106,955 - 106,955
Clean Beaches/Ocean Parcel Tax - 5,577,297 5,577,297 3,260,000 8,837,297
Community Development Block Grants - 494,499 494,499 1,050,000 1,544,499
Gas Tax - 2,632,472 2,632,472 2,300,000 4,932,472
Housing Authority 2,204,237 27,621,862 29,826,099 12,371 29,838,470
Info Tech Replacement and Services - - - 2,895,400 2,895,400
Local Return - 1,566,367 1,566,367 8,585,200 10,151,567
Low/Mod Income Housing Asset - 389,364 389,364 - 389,364
Miscellaneous Grants - 3,092,232 3,092,232 4,880,735 7,972,967
Parking Authority 900 - 900 - 900
Pier 2,581,917 4,582,253 7,164,170 4,883,787 12,047,957
Resource Recovery & Recycling 14,074,727 19,199,537 33,274,264 4,113,227 37,387,491
Self-Insurance, Bus - 4,709,930 4,709,930 - 4,709,930
Self-Insurance, Comprehensive - 8,682,233 8,682,233 - 8,682,233
Self-Insurance, Risk Management Admin 2,065,354 3,318,553 5,383,907 34,188 5,418,095
Self-Insurance, Workers' Comp - 15,526,658 15,526,658 - 15,526,658
SCAQMD AB 2766 - - - 112,000 112,000
Special Revenue Source - (4,064,935) (4,064,935) 2,631,300 (1,433,635)
Stormwater - 1,338,092 1,338,092 - 1,338,092
TORCA - 122,592 122,592 - 122,592
Vehicle Management 3,667,678 4,864,226 8,531,904 10,264,552 18,796,456
Wastewater 3,502,622 13,086,478 16,589,100 7,104,497 23,693,597
Water 9,089,753 21,021,385 30,111,138 16,525,714 46,636,852
SUBTOTAL 395,152,496$ 312,875,007$ 708,027,503$ 116,869,252$ 824,896,755$
Reimbursements and Transfers (71,234,507) (12,789,547) (84,024,054)
GRAND TOTAL 395,152,496$ 312,875,007$ 636,792,996$ 104,079,705$ 740,872,701$
FY 2023-24 Expenditure Summary by Fund
7.A.a
Packet Pg. 729 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
93
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - EXPENDiTURE SUMMARY BY FUND (FY 2024-25)
Fund Salaries and
Wages
Supplies and
Expenses Operating Total Capital
Improvements Budget Total
General 298,297,455$ 145,308,281$ 443,605,736$ 14,989,229$ 458,594,965$
Airport 2,644,956 8,935,151 11,580,107 13,031,089 24,611,196
Beach Recreation 5,778,395 10,180,301 15,958,696 1,297,020 17,255,716
Big Blue Bus 63,986,742 24,809,974 88,796,716 5,341,550 94,138,266
Cemetery 1,022,590 1,231,511 2,254,101 81,793 2,335,894
Citizens Op for Public Safety - 109,094 109,094 - 109,094
Clean Beaches/Ocean Parcel Tax - 4,623,150 4,623,150 8,050,000 12,673,150
Community Development Block Grants - 452,289 452,289 - 452,289
Gas Tax - 2,688,969 2,688,969 2,000,000 4,688,969
Housing Authority 2,328,336 28,099,888 30,428,224 12,371 30,440,595
Info Tech Replacement and Services - - - 2,956,300 2,956,300
Local Return - 1,576,456 1,576,456 5,500,000 7,076,456
Low/Mod Income Housing Asset - 389,364 389,364 - 389,364
Miscellaneous Grants - 741,092 741,092 350,000 1,091,092
Parking Authority 900 - 900 - 900
Pier 2,717,725 2,160,674 4,878,399 5,333,787 10,212,186
Resource Recovery & Recycling 14,647,144 19,990,990 34,638,134 4,220,527 38,858,661
Self-Insurance, Bus - 5,391,090 5,391,090 - 5,391,090
Self-Insurance, Comprehensive - 10,094,358 10,094,358 - 10,094,358
Self-Insurance, Risk Management Admin 2,183,688 3,314,852 5,498,540 34,188 5,532,728
Self-Insurance, Workers' Comp - 15,961,548 15,961,548 - 15,961,548
Special Revenue Source - (4,119,154) (4,119,154) 3,245,000 (874,154)
Stormwater - 1,431,365 1,431,365 - 1,431,365
TORCA - 122,714 122,714 - 122,714
Vehicle Management 3,832,342 5,235,822 9,068,164 5,960,302 15,028,466
Wastewater 3,631,596 14,614,956 18,246,552 7,645,797 25,892,349
Water 9,506,770 21,917,263 31,424,033 18,693,414 50,117,447
SUBTOTAL 410,578,639$ 325,261,998$ 735,840,637$ 98,742,367$ 834,583,004$
Reimbursements and Transfers (75,273,625) (12,865,947) (88,139,572)
GRAND TOTAL 410,578,639$ 325,261,998$ 660,567,012$ 85,876,420$ 746,443,432$
FY 2024-25 Expenditure Summary by Fund
7.A.a
Packet Pg. 730 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
94
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Operating Budget
City Council 794,460$ 805,104$ 893,672$ 887,090$ (6,582)$ -0.7%934,133$
City Manager 10,851,646 11,111,210 12,039,016 13,064,576 1,025,560 8.5%13,620,975
City Attorney 11,298,628 11,875,744 12,566,694 13,044,443 477,749 3.8%13,671,033
Records & Elections Services 3,240,089 2,517,564 3,534,871 2,848,348 (686,523) -14.3%3,739,923
Community Development 15,214,406 14,740,602 17,386,179 18,578,147 1,191,968 6.9%19,480,317
Community Services 23,948,999 25,716,118 29,412,863 - (29,412,863) -100.0%-
Finance 11,496,940 11,127,938 12,203,965 12,708,374 504,409 4.1%13,272,109
Fire Dept 45,572,620 48,479,262 51,578,309 52,963,821 1,385,512 2.7%54,848,610
Housing & Human Services - - - 22,914,918 22,914,918 N/A 23,098,338
Human Resources 4,970,360 4,950,668 5,944,373 6,308,341 363,968 6.1%6,575,105
Information Services 9,058,675 8,935,338 10,507,148 12,974,857 2,467,709 23.5%13,591,029
Library 8,712,984 8,673,550 10,359,730 10,986,687 626,957 6.1%11,511,299
Police Dept 96,395,653 96,096,806 108,727,934 113,191,099 4,463,165 4.1%117,660,552
Public Works 41,729,702 45,252,310 48,504,596 51,358,680 2,854,084 5.9%54,806,475
Recreation & Arts - - - 10,042,653 10,042,653 N/A 10,420,377
Santa Monica Department of Transportation 20,223,678 22,766,226 24,809,531 24,618,593 (190,938) -0.8%25,754,093
Departmental Operating Budget 303,508,840 313,048,440 348,468,881 366,490,627 18,021,746 5.2%382,984,368
Non-Departmental
All Other Transactions 49,756,298 109,536,721 59,242,444 57,184,013 (2,058,431) -3.5%58,408,664
Non-Departmental Operating Budget 49,756,298 109,536,721 59,242,444 57,184,013 (2,058,431) -3.5%58,408,664
Operating Budget Subtotal 353,265,138 422,585,161 407,711,325 423,674,640 15,963,315 3.9%441,393,032
Interfund Transfers (13,496,496) (4,483,102) (491,303) (304,531) 186,772 -38.0%2,212,704
Operating Budget Total 339,768,642 418,102,059 407,220,022 423,370,109 16,150,087 4.0%443,605,736
Capital Budget 29,739,471 25,831,983 49,682,852 13,504,429 (36,178,423) -72.8%14,989,229
Sub-Total 369,508,113 443,934,043 456,902,874 436,874,538 (20,028,336) -4.4%458,594,965
Less Reappropriated Capital b 36,198,648
Total General Fund 369,508,113$ 443,934,043$ 420,704,226$ 436,874,538$ 16,170,312$ 3.8%458,594,965$
b. Reappropriated Capital represents capital projects fully budgeted in prior fiscal years that are still underway; these are financed using associated fund reserves.
GENERAL FUND
a. FY 2022-23 Revised Budget differs from amounts presented in the Adopted FY 2022-23 City Budget due to Council-approved budget changes throughout the fiscal year.
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
7.A.a
Packet Pg. 731 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
95
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 6,879,676 8,190,448 9,626,866 10,377,124 750,258 7.8%10,919,546
All Other Transactions (Non-Departmental)(2,372) 7,966 22,719 822 (21,897) -96.4%863
Interfund Transfers 1,873,493 (6,756,108) 682,371 636,960 (45,411) -6.7%659,698
Capital Budget 2,480,492 3,254,033 29,711,824 8,213,889 (21,497,935) -72.4%13,031,089
Sub-Total 11,231,288 4,696,338 40,043,780 19,228,795 (20,814,985) -52.0%24,611,196
Less Reappropriated Capital b 17,064,956
Total Airport Fund 11,231,288$ 4,696,338$ 22,978,824$ 19,228,795$ (3,750,029)$ -16.3%24,611,196$
Operating Budget 124,407 143,733 - - - N/A -
Capital Budget - - 650,000 - (650,000) -100.0%-
Sub-Total 124,407 143,733 650,000 - (650,000) -100.0%-
Less Reappropriated Capital b 650,000
Total Asset Seizure Fund 124,407$ 143,733$ -$ -$ -$ N/A -$
Operating Budget 13,599,188 14,974,236 16,753,596 17,731,972 978,376 5.8%18,412,782
All Other Transactions (Non-Departmental)12,232 17,873 69,005 28,170 (40,835) -59.2%29,578
Interfund Transfers (2,684,306) 74,238 86,811 (2,614,571) (2,701,382) -3111.8%(2,483,664)
Capital Budget 5,032,936 1,012,256 4,158,102 771,720 (3,386,382) -81.4%1,297,020
Sub-Total 15,960,050 16,078,602 21,067,514 15,917,291 (5,150,223) -24.4%17,255,716
Less Reappropriated Capital b 2,077,107 -
Total Beach Recreation Fund 15,960,050$ 16,078,602$ 18,990,407$ 15,917,291$ (3,073,116)$ -16.2%17,255,716$
Operating Budget 70,028,137 71,432,883 83,413,414 85,186,756 1,773,342 2.1%88,629,049
All Other Transactions (Non-Departmental)(158,561) 249,687 735,698 294,733 (440,965) -59.9%309,469
Interfund Transfers (106,034) (502,923) 38,047 (168,557) (206,604) -543.0%(141,802)
Capital Budget 4,745,297 19,245,805 98,922,007 25,477,150 (73,444,857) -74.2%5,341,550
Sub-Total 74,508,839 90,425,452 183,109,166 110,790,082 (72,319,084) -39.5%94,138,266
Less Reappropriated Capital b 87,468,329 -
Total Big Blue Bus Fund 74,508,839$ 90,425,452$ 95,640,837$ 110,790,082$ 15,149,245$ 15.8%94,138,266$
BEACH RECREATION FUND
AIRPORT FUND
BIG BLUE BUS FUND
ASSET SEIZURE FUND
7.A.a
Packet Pg. 732 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
96
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 2,231,578 2,397,083 2,526,164 2,504,463 (21,701) -0.9%2,629,761
All Other Transactions (Non-Departmental)(24,589) (20,785) 25,762 - (25,762) -100.0%-
Interfund Transfers (536,748) (483,094) (385,071) (375,716) 9,355 -2.4%(375,660)
Capital Budget 69,752 385,143 279,455 249,093 (30,362) -10.9%81,793
Sub-Total 1,739,993 2,278,347 2,446,310 2,377,840 (68,470) -2.8%2,335,894
Less Reappropriated Capital b 35,122 -
Total Cemetery Fund 1,739,993$ 2,278,347$ 2,411,188$ 2,377,840$ (33,348)$ -1.4%2,335,894$
Operating Budget 326,973 12,754 104,858 106,955 2,097 2.0%109,094
Sub-Total 326,973 12,754 104,858 106,955 2,097 2.0%109,094
Less Reappropriated Capital b - -
Total COPS Fund 326,973$ 12,754$ 104,858$ 106,955$ 2,097$ 2.0%109,094$
Operating Budget 533,931 527,130 781,378 799,020 17,642 2.3%816,097
All Other Transactions (Non-Departmental)- - 5,223 - (5,223) -100.0%-
Interfund Transfers (13,827,237) 1,239,933 2,750,768 4,778,277 2,027,509 73.7%3,807,053
Capital Budget 21,396,441 1,805,856 9,987,633 3,260,000 (6,727,633) -67.4%8,050,000
Sub-Total 8,103,135 3,572,919 13,525,002 8,837,297 (4,687,705) -34.7%12,673,150
Less Reappropriated Capital b 9,187,633 -
Total Clean Beaches & Ocean Parcel Tax Fund 8,103,135$ 3,572,919$ 4,337,369$ 8,837,297$ 4,499,928$ 103.7%12,673,150$
Operating Budget 1,768,351 2,374,927 2,163,899 - (2,163,899) -100.0%-
All Other Transactions (Non-Departmental)(22) 3,037 80,247 - (80,247) -100.0%-
Interfund Transfers 222,000 822,000 222,000 - (222,000) -100.0%-
Capital Budget 1,267,277 294,273 1,728 - (1,728) -100.0%-
Sub-Total 3,257,606 3,494,236 2,467,874 - (2,467,874) -100.0%-
Less Reappropriated Capital b 1,728 -
Total Community Broadband Fund 3,257,606$ 3,494,236$ 2,466,146$ -$ (2,466,146)$ -100.0%-$
Operating Budget 3,280,212 248,877 201,268 205,293 4,025 2.0%209,399
All Other Transactions (Non-Departmental)45,853 24,168 107,065 159,206 52,141 48.7%111,390
Interfund Transfers 237,618 125,334 140,000 130,000 (10,000) -7.1%131,500
Capital Budget 77,004 44,164 1,668,529 1,050,000 (618,529) -37.1%-
Sub-Total 3,640,688 442,543 2,116,862 1,544,499 (572,363) -27.0%452,289
Less Reappropriated Capital b 742,829 -
Total CDBG Fund 3,640,688$ 442,543$ 1,374,033$ 1,544,499$ 170,466$ 12.4%452,289$
COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) FUND
COPS FUND
CLEAN BEACHES & OCEAN PARCEL TAX FUND
CEMETERY FUND
COMMUNITY BROADBAND FUND
7.A.a
Packet Pg. 733 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
97
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
All Other Transactions (Non-Departmental)4,951 5,013 5,261 5,366 105 2.0%5,474
Interfund Transfers 1,996,179 2,169,917 2,681,020 2,627,106 (53,914) -2.0%2,683,495
Capital Budget 658,871 1,323,914 6,480,426 2,300,000 (4,180,426) -64.5%2,000,000
Sub-Total 2,660,002 3,498,844 9,166,707 4,932,472 (4,234,235) -46.2%4,688,969
Less Reappropriated Capital b 4,280,426 -
Total Gas Tax Fund 2,660,002$ 3,498,844$ 4,886,281$ 4,932,472$ 46,191$ 0.9%4,688,969$
Operating Budget 24,242,724 25,267,146 27,517,034 29,586,947 2,069,913 7.5%30,074,327
Interfund Transfers (129,000) (92,355) (65,258) 239,152 304,410 -466.5%353,897
Capital Budget 12,371 12,371 12,371 12,371 - 0.0%12,371
Sub-Total 24,126,095 25,187,162 27,464,147 29,838,470 2,374,323 8.6%30,440,595
Less Reappropriated Capital b - -
Total Housing Authority Fund 24,126,095$ 25,187,162$ 27,464,147$ 29,838,470$ 2,374,323$ 8.6%30,440,595$
Capital Budget 2,208,238 1,923,347 4,003,038 2,895,400 (1,107,638) -27.7%2,956,300
Sub-Total 2,208,238 1,923,347 4,003,038 2,895,400 (1,107,638) -27.7%2,956,300
Less Reappropriated Capital b 1,167,138 -
Total Info Tech Replacement & Services Fund 2,208,238$ 1,923,347$ 2,835,900$ 2,895,400$ 59,500$ 2.1%2,956,300$
Operating Budget 272,238 326,327 494,538 600,429 105,891 21.4%610,518
Interfund Transfers 550,700 684,378 738,000 965,938 227,938 30.9%965,938
Capital Budget 1,830,051 3,784,435 14,322,806 8,585,200 (5,737,606) -40.1%5,500,000
Sub-Total 2,652,989 4,795,140 15,555,344 10,151,567 (5,403,777) -34.7%7,076,456
Less Reappropriated Capital b 11,114,806 -
Total Local Return Fund 2,652,989$ 4,795,140$ 4,440,538$ 10,151,567$ 5,711,029$ 128.6%7,076,456$
All Other Transactions (Non-Departmental)43 112 - - - N/A -
Interfund Transfers (3,697,398) 362,715 372,657 389,364 16,707 4.5%389,364
Sub-Total (3,697,355) 362,827 372,657 389,364 16,707 4.5%389,364
Less Reappropriated Capital b -
Total Low & Mod Income Housing Asset Fund (3,697,355)$ 362,827$ 372,657$ 389,364$ 16,707$ 4.5%389,364$
HOUSING AUTHORITY FUND
GAS TAX FUND
LOCAL RETURN FUND
LOW AND MODERATE INCOME HOUSING ASSET FUND
INFORMATION TECHNOLOGY REPLACEMENT & SERVICES FUND
7.A.a
Packet Pg. 734 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
98
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 3,667,533 3,510,077 6,592,488 2,929,489 (3,662,999) -55.6%578,349
Interfund Transfers 17,156,546 15,710,876 157,144 162,743 5,599 3.6%162,743
Capital Budget 5,704,780 6,861,242 40,143,596 4,880,735 (35,262,861) -87.8%350,000
Sub-Total 26,528,859 26,082,194 46,893,228 7,972,967 (38,920,261) -83.0%1,091,092
Less Reappropriated Capital b 21,616,810
Total Miscellaneous Grants Fund 26,528,859$ 26,082,194$ 25,276,418$ 7,972,967$ (17,303,451)$ -68.5%1,091,092$
Operating Budget 1,050 1,000 900 900 - 0.0%900
Interfund Transfers 10,998,895 - - - - N/A -
Capital Budget 1,707,582 56,471 352,624 - (352,624) -100.0%-
Sub-Total 12,707,527 57,471 353,524 900 (352,624) -99.7%900
Less Reappropriated Capital b 352,624
Total Parking Authority Fund 12,707,527$ 57,471$ 900$ 900$ -$ 0.0%900$
Capital Budget 28,841 164,742 136,542 - (136,542) -100.0%-
Sub-Total 28,841 164,742 136,542 - (136,542) -100.0%-
Less Reappropriated Capital b 136,542
Total Parks & Recreation Fund 28,841$ 164,742$ -$ -$ -$ N/A -$
Operating Budget 5,715,185 6,504,664 7,506,557 7,740,459 233,902 3.1%8,438,864
All Other Transactions (Non-Departmental)717,176 (3,147) 73,603 9,445 (64,158) -87.2%9,917
Interfund Transfers (2,796,326) (3,411,613) (2,814,738) (585,734) 2,229,004 -79.2%(3,570,382)
Capital Budget 2,419,132 5,115,568 6,027,179 4,883,787 (1,143,392) -19.0%5,333,787
Sub-Total 6,055,166 8,205,472 10,792,601 12,047,957 1,255,356 11.6%10,212,186
Less Reappropriated Capital b 1,288,318
Total Pier Fund 6,055,166$ 8,205,472$ 9,504,283$ 12,047,957$ 2,543,674$ 26.8%10,212,186$
Operating Budget 24,136,745 25,364,189 28,470,181 31,999,385 3,529,204 12.4%33,336,672
All Other Transactions (Non-Departmental)(110,241) 9,688 250,693 89,704 (160,989) -64.2%94,189
Interfund Transfers 231,217 272,312 1,141,235 1,185,175 43,940 3.9%1,207,273
Capital Budget 3,429,941 4,044,144 6,805,727 4,113,227 (2,692,500) -39.6%4,220,527
Sub-Total 27,687,663 29,690,333 36,667,836 37,387,491 719,655 2.0%38,858,661
Less Reappropriated Capital b 2,239,141
Total Resource Recovery & Recycling Fund 27,687,663$ 29,690,333$ 34,428,695$ 37,387,491$ 2,958,796$ 8.6%38,858,661$
PIER FUND
PARKS AND RECREATION FUND
PARKING AUTHORITY FUND
RESOURCE RECOVERY & RECYCLING FUND
MISCELLANEOUS GRANTS FUND
7.A.a
Packet Pg. 735 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
99
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 3,980,887 3,271,764 3,157,535 4,260,936 1,103,401 34.9%4,919,717
Interfund Transfers 328,722 339,779 309,414 448,994 139,580 45.1%471,373
Sub-Total 4,309,608 3,611,543 3,466,949 4,709,930 1,242,981 35.9%5,391,090
Less Reappropriated Capital b -
Total Self-Insurance, Bus Fund 4,309,608$ 3,611,543$ 3,466,949$ 4,709,930$ 1,242,981$ 35.9%5,391,090$
Operating Budget 63,508,418 14,872,117 5,739,311 8,056,782 2,317,471 40.4%9,432,411
Interfund Transfers 504,600 502,192 487,682 625,451 137,769 28.2%661,947
Sub-Total 64,013,018 15,374,309 6,226,993 8,682,233 2,455,240 39.4%10,094,358
Less Reappropriated Capital b -
Total Self-Insurance, Comprehensive Fund 64,013,018$ 15,374,309$ 6,226,993$ 8,682,233$ 2,455,240$ 39.4%10,094,358$
Operating Budget 5,450,147 6,407,654 7,890,188 8,206,906 316,718 4.0%8,461,320
All Other Transactions (Non-Departmental)(7,321) 14,033 41,851 23,697 (18,154) -43.4%24,882
Interfund Transfers (1,992,253) (2,059,268) (2,053,007) (2,846,696) (793,689) 38.7%(2,987,662)
Capital Budget 92,732 32,433 34,148 34,188 40 0.1%34,188
Sub-Total 3,543,305 4,394,852 5,913,180 5,418,095 (495,085) -8.4%5,532,728
Less Reappropriated Capital b -
Total Self-Insurance, Risk Mgmt Admin Fund 3,543,305$ 4,394,852$ 5,913,180$ 5,418,095$ (495,085)$ -8.4%5,532,728$
Operating Budget 13,626,153 9,495,815 13,097,563 13,703,476 605,913 4.6%14,047,485
Interfund Transfers 1,334,810 1,379,710 1,315,011 1,823,182 508,171 38.6%1,914,063
Sub-Total 14,960,962 10,875,524 14,412,574 15,526,658 1,114,084 7.7%15,961,548
Less Reappropriated Capital b -
Total Self-Insurance, Workers' Comp Fund 14,960,962$ 10,875,524$ 14,412,574$ 15,526,658$ 1,114,084$ 7.7%15,961,548$
All Other Transactions (Non-Departmental)7,317 7,463 - - - N/A -
Capital Budget - 274,122 842,161 112,000 (730,161) -86.7%-
Sub-Total 7,317 281,585 842,161 112,000 (730,161) -86.7%-
Less Reappropriated Capital b 190,161
Total SCAQMD AB 2766 Fund 7,317$ 281,585$ 652,000$ 112,000$ (540,000)$ -82.8%-$
SCAQMD AB 2766 FUND
SELF-INSURANCE, COMPREHENSIVE FUND
SELF-INSURANCE, BUS FUND
SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND
SELF-INSURANCE, WORKERS' COMPENSATION FUND
7.A.a
Packet Pg. 736 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
100
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 2,173,132 2,505,412 3,493,499 2,696,797 (796,702) -22.8%2,658,733
Interfund Transfers (13,726,217) (7,916,973) (7,080,326) (6,761,732) 318,594 -4.5%(6,777,887)
Capital Budget 3,590,370 1,921,253 12,996,323 2,631,300 (10,365,023) -79.8%3,245,000
Sub-Total (7,962,714) (3,490,307) 9,409,496 (1,433,635) (10,843,131) -115.2%(874,154)
Less Reappropriated Capital b 8,558,665
Total Special Revenue Source Fund (7,962,714)$ (3,490,307)$ 850,831$ (1,433,635)$ (2,284,466)$ -268.5%(874,154)$
All Other Transactions (Non-Departmental)9,166 36,719 185,245 37,429 (147,816) -79.8%38,178
Interfund Transfers 740,125 1,335,657 1,136,504 1,300,663 164,159 14.4%1,393,187
Capital Budget - 434,729 3,253,122 - (3,253,122) -100.0%-
Sub-Total 749,292 1,807,106 4,574,871 1,338,092 (3,236,779) -70.8%1,431,365
Less Reappropriated Capital b 3,253,122
Total Stormwater Management Fund 749,292$ 1,807,106$ 1,321,749$ 1,338,092$ 16,343$ 1.2%1,431,365$
Operating Budget 3,511 39 6,000 6,120 120 2.0%6,242
All Other Transactions (Non-Departmental)188 59,491 - - - N/A -
Interfund Transfers 51,645 118,647 86,268 116,472 30,204 35.0%116,472
Capital Budget 63,290 1,344,226 1,919,349 - (1,919,349) -100.0%-
Sub-Total 118,635 1,522,404 2,011,617 122,592 (1,889,025) -93.9%122,714
Less Reappropriated Capital b 1,919,349
Total TORCA Fund 118,635$ 1,522,404$ 92,268$ 122,592$ 30,324$ 32.9%122,714$
Operating Budget 6,979,583 7,476,720 7,810,000 8,500,053 690,053 8.8%9,034,771
All Other Transactions (Non-Departmental)(30,187) 6,292 57,956 27,161 (30,795) -53.1%28,519
Interfund Transfers 60,833 63,311 58,960 4,690 (54,270) -92.0%4,874
Capital Budget 2,411,473 1,619,728 27,564,735 10,264,552 (17,300,183) -62.8%5,960,302
Sub-Total 9,421,702 9,166,052 35,491,651 18,796,456 (16,695,195) -47.0%15,028,466
Less Reappropriated Capital b 21,272,373
Total Vehicle Management Fund 9,421,702$ 9,166,052$ 14,219,278$ 18,796,456$ 4,577,178$ 32.2%15,028,466$
STORMWATER MANAGEMENT FUND
TORCA FUND
SPECIAL REVENUE SOURCE FUND
VEHICLE MANAGEMENT FUND
7.A.a
Packet Pg. 737 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
101
FY 2023-25 PROPOSED BiENNiAL BUDGET
EXPENDiTURES - FivE-YEAR EXPENDiTURE SUMMARY
(1)(2)(3)(4)(5)(6)(7)
FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 12,105,397 10,281,690 19,026,148 20,257,741 1,231,593 6.5%20,990,886
All Other Transactions (Non-Departmental)(5,592) 24,083 65,667 17,978 (47,689) -72.6%18,877
Interfund Transfers 14,947,487 (552,236) (1,333,692) (3,686,619) (2,352,927) 176.4%(2,763,211)
Capital Budget 21,856,073 27,652,067 29,721,555 7,104,497 (22,617,058) -76.1%7,645,797
Sub-Total 48,903,365 37,405,603 47,479,678 23,693,597 (23,786,081) -50.1%25,892,349
Less Reappropriated Capital b 20,482,974
Total Wastewater Fund 48,903,365$ 37,405,603$ 26,996,704$ 23,693,597$ (3,303,107)$ -12.2%25,892,349$
Operating Budget 23,939,408 26,940,310 29,263,479 28,757,240 (506,239) -1.7%30,030,738
All Other Transactions (Non-Departmental)(15,225) 65,500 104,078 46,827 (57,251) -55.0%49,169
Interfund Transfers 1,221,097 428,007 1,246,822 1,307,071 60,249 4.8%1,344,126
Capital Budget 18,995,441 35,190,547 107,660,161 16,525,714 (91,134,447) -84.7%18,693,414
Sub-Total 44,140,721 62,624,364 138,274,540 46,636,852 (91,637,688) -66.3%50,117,447
Less Reappropriated Capital b 91,091,123
Total Water Fund 44,140,721$ 62,624,364$ 47,183,417$ 46,636,852$ (546,565)$ -1.2%50,117,447$
Operating Budget 592,083,404 555,575,433 624,105,745 650,705,870 26,600,125 4.3%677,332,029
All Other Transactions (Non-Departmental)50,199,114 110,043,914 61,072,517 57,924,551 (3,147,966) -5.2%59,129,169
Interfund Transfers (536,048) (628,665) (572,681) (602,918) (30,237) 5.3%(620,561)
Capital Budget 129,817,856 143,628,851 457,337,994 116,869,252 (340,468,742) -74.4%98,742,367
Sub-Total 771,564,326 808,619,533 1,141,943,575 824,896,755 (317,046,820) -27.8%834,583,004
Less Reappropriated Capital b 342,389,925
Total All Funds 771,564,326 808,619,533 799,553,650 824,896,755 25,343,105$ 3.2%834,583,004
Less Reimbursements and Transfers
Operating (74,609,839) (123,891,790) (73,738,776) (71,234,507) 2,504,269 -3.4%(75,273,625)
Capital (4,339,332) (8,018,452) (12,230,656) (12,789,547) (558,891) 4.6%(12,865,947)
GRAND TOTAL 692,615,154$ 676,709,291$ 713,584,218$ 740,872,701$ 27,288,483$ 3.8%746,443,432$
WASTEWATER FUND
WATER FUND
ALL FUNDS
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY COUNCiL
CITY COUNCIL
The mission of the City Council is to adopt
legislation and provide direction to the
administration of the City and to promote
the best interests of the community locally
and with other governmental agencies.
DEPARTMENT RESOURCES
City Council
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 481,653$ 478,803$ 607,952$ 595,654$ 636,868$
Supplies and Expenses 312,807 326,301 285,720 291,436 297,265
Subtotal 794,460 805,104 893,672 887,090 934,133
Total All Funds
Salaries and Wages 481,653 478,803 607,952 595,654 636,868
Supplies and Expenses 312,807 326,301 285,720 291,436 297,265
Total Department 794,460$ 805,104$ 893,672$ 887,090$ 934,133$
This section presents a description of each department, its mission and the services provided
by its divisions. it identifies how department projects, programs, and initiatives align with and
contribute to positive outcomes. it also identifies the divisional expenditure budget and related
positions.
City Council
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 1.0 2.0 2.0 2.0 2.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 1.0 2.0 2.0 2.0 2.0
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY COUNCiL
SERVICE BY DIVISION
The City Council provides leadership in establishing policies for the conduct of municipal affairs while acting
as the principal policymakers for the City; oversees the delivery of basic City services; formulates community
priorities for allocation of City resources; and holds regularly scheduled meetings, hearings, and study sessions
to receive citizens’ input and conduct City business in a public forum. Staff manages constituent services and
the City’s legislative and intergovernmental affairs programs and provides Council members with scheduling,
communications and other administrative support.
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY MANAGER
CITY MANAGER
The City Manager’s Office leads the team
of City departments and staff to implement
the Council’s vision based on Council
priorities and direction. The Department’s
mission is to foster collaboration and
innovation across the City, guided by
the values of accountability, equity,
inclusion, innovation, resilience, safety, and
stewardship.
DEPARTMENT RESOURCES
CMO
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 9,047,380$ 9,416,183$ 9,939,320$ 10,618,911$ 11,122,998$
Supplies and Expenses 1,804,267 1,695,026 2,099,696 2,445,665 2,497,977
Subtotal 10,851,647 11,111,209 12,039,016 13,064,576 13,620,975
Miscellaneous Grants Fund
Supplies and Expenses 483,039 14 565,000 - -
Subtotal 483,039 14 565,000 - -
Total All Funds
Salaries and Wages 9,047,380 9,416,183 9,939,320 10,618,911 11,122,998
Supplies and Expenses 2,287,306 1,695,040 2,664,696 2,445,665 2,497,977
Total Department 11,334,686$ 11,111,223$ 12,604,016$ 13,064,576$ 13,620,975$
CMO
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY MANAGER
SERVICE BY DIVISION
ADMINISTRATION
The Administration Division is responsible for supporting the departments in their efforts to provide efficient and
cost-effective City programs and policies. The division oversees major City-initiated projects, coordinates policy
development, advocates for City priorities and programs, provides guidance on the annual budget process, and
manages the City Council agendas. in addition to these functions, the Administration Division houses five teams:
• 311 Customer Service provides centralized customer response for all non-public safety services via in
person, phone, web and mobile app in multiple languages;
• Community Partnerships manages relationships with key City partners, including Santa Monica Travel and
Tourism, the We Are Santa Monica Fund, and others;
• Diversity, Equity and inclusion works to advance racial equity and social diversity to improve the wellbeing
of people who live, work, play, and do business in our City;
• Public information administers Citywide strategic outreach via digital and print media, manages media
relations and outreach, covers government meetings and produces City videos; and
• Policy and Legislative Affairs advances the Council’s legislative platform through work with City lobbyists
and supports the development of City policy recommendations supporting Council priorities.
OFFICE OF EMERGENCY MANAGEMENT
The Office of Emergency Management (OEM) is responsible
for the City’s emergency response and planning efforts
including mitigation, preparedness, response, and recovery
to community-wide hazards and disaster events. OEM
is made up of two divisions. The Emergency Services
Division implements extensive disaster planning, training,
and proactive community-based disaster preparedness
programs to ensure that the City of Santa Monica is a
disaster resilient community. Emergency Services also
oversees the operation of the City’s Emergency Operation
Center (EOC). The Public Safety Communications Division
is responsible for providing communications services to the
police and fire departments, including answering 911 and
non-emergency telephone calls, dispatching public safety
resources, and providing emergency medical dispatch
services.
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY ATTORNEY
CITY ATTORNEY
The City Attorney’s Office provides the City
Council, City Manager, City Clerk, and staff
with the highest quality legal services. The
services the office provides are objective,
timely, comprehensive, vigorous, and fair.
Prosecutors diligently, compassionately,
and justly enforce the law on behalf of
the People of the State of California. in all
functions, the office is ethical and cost-
effective in promoting the community's
interests in equity, justice, and fairness.
DEPARTMENT RESOURCES
CAO
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 10,336,488$ 10,812,356$ 11,716,568$ 12,286,477$ 12,886,110$
Supplies and Expenses 962,140 1,063,389 850,126 757,966 784,923
Subtotal 11,298,628 11,875,745 12,566,694 13,044,443 13,671,033
Total All Funds
Salaries and Wages 10,336,488 10,812,356 11,716,568 12,286,477 12,886,110
Supplies and Expenses 962,140 1,063,389 850,126 757,966 784,923
Total Department 11,298,628$ 11,875,745$ 12,566,694$ 13,044,443$ 13,671,033$
CAO
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 42.0 43.0 44.0 44.0 44.0
Temporary Staffing 0.5 0.5 0.5 0.5 0.5
Total Personnel & Staffing 42.5 43.5 44.5 44.5 44.5
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SERVICE BY DIVISION
ADMINISTRATION
The Administrative Unit supports the work of the entire office. Among other things, administrative staff manage
the office budget; manage procurement, city wide legal contracts and invoices; handle office personnel matters;
recruiting, onboarding, offboarding; manage technology including hardware, software, and the City website;
manage facilities and supplies; and manage the City Attorney's Office's (CAO) ongoing response to health and
safety issues.
LITIGATION
The work of the Litigation Unit is as varied and complex as the City’s operations. The unit defends the City in state
and federal court lawsuits covering nearly every aspect of the operations of Big Blue Bus, Public Works, Community
Development, Community Services, Human Resources, Police, and Fire Departments, and more. Litigators work
closely with City staff, shepherding employees through the legal process from discovery to trial and appeal. The
unit also initiates litigation to obtain monetary recovery for the City from third party individuals and entities. While
civil lawsuits focus on past events, the unit also works closely with Risk Management to provide preventive legal
advice based on experience. Lawyers make recommendations with the goal of improving safety and reducing
claims.
CRIMINAL PROSECUTION
The Criminal Prosecution Unit represents the
People in misdemeanor criminal matters, many
of which used to be considered felony crimes.
Prosecuted offenses range from Penal Code
violations, such as driving under the influence,
assault, theft, and domestic violence, to local
infractions. Most cases are referred by the Santa
Monica Police Department, but cases also come
from other City departments and public agencies.
The unit assists victims of crime (especially victims
of domestic violence) by providing support prior
to and in court proceedings, connecting victims
to available resources, and processing restitution
payments. The unit also staffs the City's drug,
mental illness, and homeless courts, which are
diversion programs designed to address and
remedy underlying causes of unlawful conduct with
a focus on racial equity within the justice system.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY ATTORNEY
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - CiTY ATTORNEY
ADVISORY
The Advisory Unit provides legal advice on a wide range of issues to the City Council, the City’s boards and
commissions, the Emergency Operations, and all City staff. The unit drafts and reviews emergency orders,
ordinances, resolutions, contracts, leases, memos, and other legal documents. The unit also handles land use,
constitutional, and other specialized litigation, including appeals; and oversees personnel issues and investigations.
CONSUMER PROTECTION
The Consumer Protection Unit brings affirmative
litigation to address violations of consumer protection
and fair housing laws, including federal, state, and
local laws that prohibit housing discrimination, protect
tenants against harassment and other unlawful
conduct, and protect consumers against fraud and
unfair business practices. The unit also prosecutes
code violations, handling administrative appeals and
pursuing criminal actions. The unit enforces state
and local emergency eviction laws; building and fire
codes; state and local laws regulating nuisances,
contractors, massage businesses, and alcohol serving
establishments; zoning; historic resources; signs;
minimum wage; business licensing; and tenant
relocation. The unit educates the community on their
legal rights. The unit also handles responses to Public
Records Act requests.
PERFORMANCE MEASURES BY
FRAMEWORK OUTCOME
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECORDS AND ELECTiON SERviCES (CiTY CLERK)
RECORDS AND ELECTION
SERVICES (CITY CLERK)
The mission of the City Clerk is to serve as
the City Elections Official, Political Reform
Filing Officer, and Compliance Officer for
the Public Records Act, Brown Act, and local
statutes. The City Clerk’s Office facilitates
the democratic process by conducting
City elections for voters and candidates. it
provides support to the City Council and
records Council proceedings; manages the
City’s records and coordinates responses
to public requests for information; accepts
federal passport applications; provides
mail and printing services to internal
departments; and cost-effectively carries out
all programs of this office.
DEPARTMENT RESOURCES
RES
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 1,767,883$ 1,889,962$ 1,959,506$ 2,064,362$ 2,166,381$
Supplies and Expenses 1,472,206 627,603 1,575,365 783,986 1,573,542
Subtotal 3,240,089 2,517,565 3,534,871 2,848,348 3,739,923
Total All Funds
Salaries and Wages 1,767,883 1,889,962 1,959,506 2,064,362 2,166,381
Supplies and Expenses 1,472,206 627,603 1,575,365 783,986 1,573,542
Total Department 3,240,089$ 2,517,565$ 3,534,871$ 2,848,348$ 3,739,923$
RES
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 12.0 12.0 12.0 13.0 13.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 12.0 12.0 12.0 13.0 13.0
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SERVICE BY DIVISION
ADMINISTRATION
The Administration Division carries out the official duties of the City Clerk as required by local law and the Brown
Act (Open Meetings Law), Public Records Act and Political Reform Act. The division prepares and disseminates
the City Council meeting agenda and packets; maintains the City’s legislative history for the City Council,
Redevelopment Successor Agency, and Public Finance, Housing and Parking Authorities. Additionally, division staff
serve as the Board Secretaries of the Audit Subcommittee and Clean Beaches & Ocean Oversight Committee.
The office also maintains the City’s Boards/Commissions Appointments List, Lobbyist Registry and Council’s Oaks
initiative Log; administers the Records Management Program; attests to contracts executed by the City Manager;
and serves as a Passport Acceptance Facility.
ELECTIONS
The City Clerk serves as the City’s Elections Official and Filing Officer as required by local and State Election Codes
and the State Political Reform Act. The division conducts special municipal elections, coordinates consolidated
regular City Council, Rent Control Board, Santa Monica – Malibu Unified School District (SMMUSD) Board and
Santa Monica City College (SMCC) Board elections with the Los Angeles County Clerk/Registrar-Recorder, and
maintains the official election records. The division is staffed by Administration and Support Services personnel.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECORDS AND ELECTiON SERviCES (CiTY CLERK)
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SUPPORT SERVICES
The Support Services Division provides internal
support to City staff and provides all City
departments with high quality reprographic
services and efficient internal and external mail
service. Support Services personnel also provide
additional staffing for Administration and Election
events.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECORDS AND ELECTiON SERviCES (CiTY CLERK)
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - COMMUNiTY DEvELOPMENT
COMMUNITY
DEVELOPMENT
The mission of the Community
Development Department is focused on the
built environment and the encouragement
and expansion of economic opportunities
for businesses and residents. The
department facilitates new investment
and encourages economic activity by
introducing code amendments to streamline
the land use entitlement process and
review for development applications
consistent with the City’s adopted land
use policies. The department ensures
that development projects comply with
applicable standards, project design reflects
the City’s aesthetic character, and historic
resources are protected. The Department
is also responsible for development
review, plan check, building inspections,
code enforcement, implementing City real
estate transactions, promoting economic
sustainability, serving as liaison to the
business districts, managing leasing and
licensing of City property, operating the
Santa Monica Farmers Markets, managing
the Santa Monica Beach and Pier, and
administering the wind-down of the former
Redevelopment Agency.
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DEPARTMENT RESOURCES
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - COMMUNiTY DEvELOPMENTCDD
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 13,161,251$ 13,502,840$ 15,200,847$ 15,553,259$ 16,364,620$
Supplies and Expenses 2,053,155 1,237,762 2,185,332 3,024,888 3,115,697
Subtotal 15,214,406 14,740,602 17,386,179 18,578,147 19,480,317
Beach Fund
Supplies and Expenses 6,435,384 6,912,028 7,443,583 7,908,585 8,142,769
Subtotal 6,435,384 6,912,028 7,443,583 7,908,585 8,142,769
Miscellaneous Grants Fund
Supplies and Expenses 355,607 305,517 1,965,260 - -
Subtotal 355,607 305,517 1,965,260 - -
Pier Fund
Salaries and Wages 334,672 333,899 331,637 370,655 393,595
Supplies and Expenses 1,468,767 1,902,812 2,421,561 2,579,088 3,049,780
Subtotal 1,803,439 2,236,711 2,753,198 2,949,743 3,443,375
Special Revenue Source Fund
Supplies and Expenses 259,474 62,296 - - -
Subtotal 259,474 62,296 - - -
Total All Funds
Salaries and Wages 13,495,923 13,836,739 15,532,484 15,923,914 16,758,215
Supplies and Expenses 10,572,387 10,420,415 14,015,736 13,512,561 14,308,246
Total Department 24,068,310$ 24,257,154$ 29,548,220$ 29,436,475$ 31,066,461$
CDD
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 79.2 85.2 84.2 86.2 86.2
Temporary Staffing 0.8 0.8 0.8 0.8 0.8
Total Personnel & Staffing 80.0 86.0 85.0 87.0 87.0
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - COMMUNiTY DEvELOPMENT
SERVICE BY DIVISION
ADMINISTRATION
The Administration Division coordinates and manages the Department’s four other divisions: Building and Safety,
City Planning, Code Enforcement, and Economic Development. Responsibilities include providing direction and
leadership to the Department, coordinating the wind-down of the former Redevelopment Agency's activities,
monitoring staff report preparation, coordination of personnel issues, reviewing and coordinating responses to
City Council/citizen inquiries, budget preparation and fiscal tracking, coordinating inter-departmental collaborative
objectives, coordinating responses to regional planning initiatives, and researching and analyzing data for
inclusion in reports and special studies.
BUILDING AND SAFETY
The Building and Safety Division ensures the safe construction and occupancy of buildings by verifying construction
compliance with regulated building and fire codes, which is achieved through the application and enforcement
of State laws and City ordinances governing the construction, use, and maintenance of structures on private
and public property throughout the City. in this capacity, the Building and Safety Division administers Federal,
State, and Municipal regulations regarding architectural compliance, structural stability, seismic safety, electrical,
mechanical, plumbing, disabled access, energy conservation, green building, and tenant protection during
construction. Services provided by the Building and Safety Division include public counter permitting operations,
plan review, inspections, and maintenance of permit and construction records. Additionally, the division administers
the locally implemented Seismic Retrofit Program, where nearly 2,000 buildings were identified as potentially
seismically vulnerable in need of seismic retrofit and required to comply with the Program.
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CITY PLANNING
The City Planning Division develops long-range policies and plans that shape the built environment and public
parks of Santa Monica to address community priorities and changing conditions, in addition to administering
and implementing City land use and development policies, the zoning ordinance, housing policies, urban design
policies, and the historic preservation program. The division coordinates environmental review, development
agreement negotiations, community outreach, and maintains and updates existing policy documents such as the
City’s General Plan. The Division’s current strategic planning projects include the 2021-2029 Housing Element
Update and Local Coastal Program Update. Ongoing multi-year strategic planning projects include the Parks and
Recreation Master Plan Update, Landmarks Ordinance Update, Tree Preservation Ordinance, and planning for the
conversion of the Santa Monica airport after its closure.
CODE ENFORCEMENT
The Code Enforcement Division ensures that both residents and businesses within the City adhere to Federal, State,
and Municipal codes by responding to reported code violations, as well as conducting proactive enforcement.
The division responds to violations involving construction work, substandard housing, noise, and property
maintenance. They also investigate planning and zoning violations, including adherence to conditional use
permit requirements. The division may take enforcement action to compel compliance, including issuing notices
of violation or administrative citations. The Code Enforcement Division strives to form partnerships within the
community and routinely participates in educational sessions during local neighborhood meetings.
ECONOMIC DEVELOPMENT
The Economic Development Division is focused on creating a
sustainable, equitable and inclusive economy in Santa Monica
and continues to lead the Citywide economic recovery effort in
response to the economic impacts of the COviD-19 pandemic.
The division manages leasing of the City’s real estate assets
including the Airport, Beach, and Pier properties, the Outdoor
Dining program, and provides technical assistance to City
departments in lease negotiation, property management,
and property reuse and development. The division oversees
administration of the Santa Monica Beach and Pier, including
management of the multi-departmental funds and coordination
with community partners to enhance the visitor experience
at the Santa Monica Beach and Municipal Pier, and manages
four weekly Santa Monica Farmers Markets. Additionally, the
division acts as a liaison and provides technical support to Santa
Monica’s several business organizations, including the Santa
Monica Alliance, Santa Monica Travel and Tourism, the Buy Local
Santa Monica Committee and business improvement districts.
PERFORMANCE MEASURES BY
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - COMMUNiTY DEvELOPMENT
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiNANCE
FINANCE
The mission of the Finance Department is
to provide sound business, financial, and
risk management support to internal and
external customers, ensuring continuation
of public services to the residents, visitors,
and businesses of Santa Monica through
the protection of financial resources.
DEPARTMENT RESOURCES
FIN
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 8,230,681$ 8,365,208$ 9,043,123$ 9,498,814$ 9,986,363$
Supplies and Expenses 3,266,259 2,762,730 3,160,842 3,209,560 3,285,746
Subtotal 11,496,940 11,127,938 12,203,965 12,708,374 13,272,109
Self-insurance, Risk Management Administration Fund
Salaries and Wages 1,535,881 1,590,335 1,856,950 2,041,657 2,158,806
Supplies and Expenses 3,914,266 4,817,319 6,033,238 6,165,249 6,302,514
Subtotal 5,450,147 6,407,654 7,890,188 8,206,906 8,461,320
Total All Funds
Salaries and Wages 9,766,562 9,955,543 10,900,073 11,540,471 12,145,169
Supplies and Expenses 7,180,525 7,580,049 9,194,080 9,374,809 9,588,260
Total Department 16,947,087$ 17,535,592$ 20,094,153$ 20,915,280$ 21,733,429$
FIN
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 61.3 64.3 66.3 67.3 67.3
Temporary Staffing 0.0 0.0 0.0 0.5 0.5
Total Personnel & Staffing 61.3 64.3 66.3 67.7 67.7
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SERVICE BY DIVISION
ADMINISTRATION
The Administration Division is responsible for financial
strategic planning, providing overall long-range
financial projections, and managing debt issuance and
compliance. in addition, the division is responsible
for directing the Department’s divisions, coordinating
personnel activities, staff reports, budgets and fiscal
tracking, and responding to inquiries from the public.
The division also staffs the Audit Subcommittee,
administers the internal audit function, and staffs the
Measure CS Advisory Committee.
BUDGET
The Budget Division is responsible for developing and
monitoring the City’s multi-year budget; preparing
the long-term financial forecast and periodic financial
status updates; developing and implementing budget
policies, systems, and procedures; and providing
budgetary guidance and support to City departments.
FINANCIAL OPERATIONS
The Financial Operations Division is responsible for the City’s financial reporting; accounts payable; payroll; grants
monitoring; and management, maintenance, and development of the City’s Enterprise Resource Planning software
and other financial systems. Division staff coordinates with the City’s independent auditors and other auditors to
complete numerous financial and compliance audits and produce required financial reports to be submitted to
numerous regulatory agencies, including the Annual Comprehensive Financial Report and the Single Audit Report.
PROCUREMENT
The Procurement Division is responsible for developing and implementing procurement policies and procedures
and for providing procurement and contract administration guidance and support to City departments. The division
coordinates the procurement of goods and services and assists all City departments with procurement efforts,
securing goods and services which meet necessary standards and are in compliance with City policy and State law,
assuring fair and equal opportunity to all qualified suppliers in support of the delivery of public services.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiNANCE
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118
REVENUE
The Revenue Division is responsible for local tax administration, managing the City’s investment portfolio, revenue
collection process, and banking relationships; administering debt issuance and compliance; collecting the business
license tax and related City business permits/assessments; billing for and collecting utility payments from all City
residents and businesses; ensuring that delinquent debts are collected; and counting and processing daily cash
collections for City parking meter and transit fare-box revenue.
RISK MANAGEMENT ADMINISTRATION
The Risk Management Division is responsible for ensuring the City has sufficient insurance in place to cover all
liability, workers’ compensation, and property losses; adjusting all liability and most of the workers’ compensation
claims filed against the City; implementing policies and procedures across the organization to reduce the City’s
exposure to unnecessary liability, workers’ compensation and property losses; and coordinating the City’s efforts to
comply with local, state, and federal safety regulations.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiNANCE
7.A.a
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119
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiRE
FIRE
We believe in making a difference every
day. We help people by preserving and
improving the safety, health, and wellbeing
of our community. We provide collaborative
and innovative fire protection, emergency
medical care, and life safety services. We are
committed to service that honors our core
values of integrity, Compassion, Teamwork,
Accountability, and Trust.
DEPARTMENT RESOURCES
FIRE
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 42,357,268$ 44,540,477$ 47,698,247$ 48,839,290$ 50,491,415$
Supplies and Expenses 3,215,352 3,938,785 3,880,062 4,124,531 4,357,195
Subtotal 45,572,620 48,479,262 51,578,309 52,963,821 54,848,610
Miscellaneous Grants Fund
Supplies and Expenses 1,670,684 1,800,971 185,000 1,468,805 -
Subtotal 1,670,684 1,800,971 185,000 1,468,805 -
Special Revenue Source Fund
Supplies and Expenses 7,380 11,752 15,000 15,300 15,606
Subtotal 7,380 11,752 15,000 15,300 15,606
Total All Funds
Salaries and Wages 42,357,268 44,540,477 47,698,247 48,839,290 50,491,415
Supplies and Expenses 4,893,416 5,751,508 4,080,062 5,608,636 4,372,801
Total Department 47,250,684$ 50,291,985$ 51,778,309$ 54,447,926$ 54,864,216$
FIRE
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 134.0 137.0 138.0 137.0 137.0
Temporary Staffing 0.0 0.0 0.0 0.4 0.4
Total Personnel & Staffing 134.0 137.0 138.0 137.4 137.4
7.A.a
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120
SERVICE BY DIVISION
ADMINISTRATION DIVISION
The Fire Chief and administrative staff
are responsible for establishing and
implementing policy and procedures,
evaluating operational effectiveness and
implementing improvements, establishing
goals and objectives, analyzing outcomes,
and managing ongoing and one-time
capital improvement projects. Additionally,
the administrative staff is responsible
for oversight of continuing education for
Emergency Medical Services (EMS) personnel,
communications, and computers and
software programs utilized for emergency
response. Staff also provides City employees
with training in the use of Automatic External Defibrillators (AED), including the installation and maintenance
of each unit, as well as the recertification of each employee. Administration works with the Department of
Transportation under a maintenance agreement to ensure that Fire apparatus and heavy duty vehicles are kept in
excellent working condition through scheduled preventative maintenance and timely repairs and service.
PREVENTION DIVISION
The Fire Prevention Division is responsible for
developing and implementing programs that prevent
or reduce the magnitude of emergencies, such as loss
of life and property, personal injury, or environmental
damage. The division recommends and implements
ordinances, reviews plans, processes complaints,
and enforces codes, ordinances and laws through
inspection of new construction and existing buildings.
The division works with other City agencies, such as
the Police Department and the Building and Safety
Division of the Community Development Department,
to advocate for new or revised laws where appropriate. The division evaluates provisions for emergency access,
building evacuation, confinement of fires, and potential for hazardous materials releases. Fire Prevention
also enforces State laws regarding health care, penal, public assembly, high-rise facilities, and environmental
regulations relating to hazardous materials. Additionally, the Prevention Division provides public safety education
to the schools, community members, and City employees in fire safety and disaster assistance response training.
The division is also responsible for the SMFD’s social media.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiRE
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - FiRE
SUPPRESSION AND RESCUE DIVISION
The Fire Suppression and Rescue Division is responsible for responding to and effectively mitigating fire, medical,
urban search and rescue, aircraft rescue firefighting, accident, and hazardous materials-related emergencies. This
division also conducts extensive evaluation of its preparedness status, provides training and recertification of its
personnel in the specialty fields of hazardous materials and urban search and rescue, evaluates potential building
hazards, and plans mitigation tactics. The division also conducts residential inspections, provides public education,
and maintains facilities, apparatus and equipment.
TRAINING DIVISION
The Training Division is responsible for providing and managing training for each Fire Department division,
including recruitment programs and a recruit training academy for newly hired firefighters. The division coordinates
and controls the training calendar for all divisions. Training activities cover career development; evaluation for
retention of job skills, knowledge, abilities and team effectiveness; specialized and new information or procedures;
monitoring of cyclic training recertification programs; post stress incident debriefing; classroom and field training;
physical fitness programs; and training outside the City or Department.
7.A.a
Packet Pg. 759 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
122
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HOUSiNG AND HUMAN SERviCES
HOUSING AND HUMAN
SERVICES
The Housing and Human Services
Department aligns Santa Monica’s social
services safety net with the City’s affordable
housing programs within one consolidated
team, administering a comprehensive
array of housing, educational, and social
services, programs, and investments to
support vulnerable populations. This, in
turn, supports an inclusive and diverse
Santa Monica, a place that dedicates local
investments in the community’s basic needs
for education, housing, and stability.
DEPARTMENT RESOURCES
HHS
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages -$ -$ -$ 9,255,291$ 9,732,617$
Supplies and Expenses - - - 13,659,627 13,365,721
Subtotal - - - 22,914,918 23,098,338
Community Development Block Grant (CDBG) Fund
Supplies and Expenses - - - 205,293 209,399
Subtotal - - - 205,293 209,399
Housing Authority Fund
Salaries and Wages - - - 2,204,237 2,328,336
Supplies and Expenses - - - 27,382,710 27,745,991
Subtotal - - - 29,586,947 30,074,327
Miscellaneous Grants Fund
Supplies and Expenses - - - 512,231 512,231
Subtotal - - - 512,231 512,231
Special Revenue Source Fund
Supplies and Expenses - - - 2,000,000 2,000,000
Subtotal - - - 2,000,000 2,000,000
TORCA Fund
Supplies and Expenses - - - 6,120 6,242
Subtotal - - - 6,120 6,242
Total All Funds
Salaries and Wages - - - 11,459,528 12,060,953
Supplies and Expenses - - - 43,765,981 43,839,584
Total Department -$ -$ -$ 55,225,509$ 55,900,537$
7.A.a
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123
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HOUSiNG AND HUMAN SERviCES
SERVICE BY DIVISION
ADMINISTRATION
The Administration Division guides the department’s activities to ensure access to housing and human services
that meet the needs and priorities of the community. Additionally, the division leads development of the
department’s budget and financial reporting, coordinates its communication and marketing outreach, and provides
administrative support to the department’s boards, commissions, and advisory bodies.
HOUSING
The Housing Division manages a diverse portfolio of
housing programs that address the needs of households
struggling with housing stability and affordability.
The division administers project and tenant-based
rental assistance programs, manages production and
preservation of affordable housing, and performs
compliance monitoring of existing affordable housing.
Collaborating with community stakeholders and partners,
as well as with public and private lenders, developers
and service providers, the division works to ensure low-
income and vulnerable community members have access
to income and rental support through the City’s Housing
Authority to prevent homelessness and help individuals
and families thrive.
HHS
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages -$ -$ -$ 9,255,291$ 9,732,617$
Supplies and Expenses - - - 13,659,627 13,365,721
Subtotal - - - 22,914,918 23,098,338
Community Development Block Grant (CDBG) Fund
Supplies and Expenses - - - 205,293 209,399
Subtotal - - - 205,293 209,399
Housing Authority Fund
Salaries and Wages - - - 2,204,237 2,328,336
Supplies and Expenses - - - 27,382,710 27,745,991
Subtotal - - - 29,586,947 30,074,327
Miscellaneous Grants Fund
Supplies and Expenses - - - 512,231 512,231
Subtotal - - - 512,231 512,231
Special Revenue Source Fund
Supplies and Expenses - - - 2,000,000 2,000,000
Subtotal - - - 2,000,000 2,000,000
TORCA Fund
Supplies and Expenses - - - 6,120 6,242
Subtotal - - - 6,120 6,242
Total All Funds
Salaries and Wages - - - 11,459,528 12,060,953
Supplies and Expenses - - - 43,765,981 43,839,584
Total Department -$ -$ -$ 55,225,509$ 55,900,537$
HHSEXPENDITURES2020-21ACTUAL 2021-22ACTUAL 2022-23REVISEDBUDGET 2023-24 PROPOSEDBUDGET 2024-25BUDGETPLANGeneral FundSalaries and Wages -$ -$ -$ 9,255,291$ 9,732,617$ Supplies and Expenses - - - 13,659,627 13,365,721 Subtotal - - - 22,914,918 23,098,338 Community Development Block Grant (CDBG) FundSupplies and Expenses - - - 205,293 209,399 Subtotal - - - 205,293 209,399 Housing Authority FundSalaries and Wages - - - 2,204,237 2,328,336
Supplies and Expenses - - - 27,382,710 27,745,991
Subtotal - - - 29,586,947 30,074,327
Miscellaneous Grants Fund
Supplies and Expenses - - - 512,231 512,231
Subtotal - - - 512,231 512,231
Special Revenue Source Fund
Supplies and Expenses - - - 2,000,000 2,000,000
Subtotal - - - 2,000,000 2,000,000
TORCA Fund
Supplies and Expenses - - - 6,120 6,242
Subtotal - - - 6,120 6,242
Total All Funds
Salaries and Wages - - - 11,459,528 12,060,953
Supplies and Expenses - - - 43,765,981 43,839,584
Total Department -$ -$ -$ 55,225,509$ 55,900,537$
HHS
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 0.0 0.0 0.0 73.3 73.3
Temporary Staffing 0.0 0.0 0.0 8.2 8.2
Total Personnel & Staffing 0.0 0.0 0.0 81.4 81.4
7.A.a
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124
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HOUSiNG AND HUMAN SERviCES
HUMAN SERVICES
The Human Services Division manages an extensive portfolio of essential community resources and services that
address the economic, equity and basic needs of low-income and vulnerable youth and families, people with
disabilities, seniors, and people experiencing homelessness. Additionally, this dynamic division provides direct
services through school and community-based educational and cultural programs and events at virginia Avenue
Park, the Police Activities League, and through the CREST Program. The division collaborates with community
stakeholders and service providers to ensure low-income and vulnerable community members have access to an
array of coordinated, high-quality safety net services funded through the City’s Human Services Grants Program.
7.A.a
Packet Pg. 762 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
125
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HUMAN RESOURCES
DEPARTMENT RESOURCES
HUMAN RESOURCES
The mission of the Human Resources
Department is to attract and retain the
next generation of leaders, cultivate a
culture of accountability, empowerment
and leadership, and reinforce a civil and
equitable workplace.HR
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 4,224,808$ 4,082,553$ 5,126,538$ 5,069,215$ 5,314,408$
Supplies and Expenses 745,552 868,115 817,835 1,239,126 1,260,697
Subtotal 4,970,360 4,950,668 5,944,373 6,308,341 6,575,105
Total All Funds
Salaries and Wages 4,224,808 4,082,553 5,126,538 5,069,215 5,314,408
Supplies and Expenses 745,552 868,115 817,835 1,239,126 1,260,697
Total Department 4,970,360$ 4,950,668$ 5,944,373$ 6,308,341$ 6,575,105$
HR
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 22.0 27.0 27.0 26.0 26.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 22.0 27.0 27.0 26.0 26.0
7.A.a
Packet Pg. 763 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
126
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HUMAN RESOURCES
SERVICE BY DIVISION
ADMINISTRATIVE SERVICES
The Chief People Officer oversees the Administrative
Services Division which provides administrative
oversight and leadership to all the divisions of
the Human Resources Department. Functions of
the Administrative Services Division include but
are not limited to: establishing organizational
human resource policy and departmental budget
preparation and fiscal tracking; maintaining the
HR/Payroll and compensation systems; staff report
preparation; management of the department’s
records retention and the facilitation of the Santa
Monica Personnel Board. Through a team of HR
professionals the division promotes a culture that
reflects the City’s progressive values and ensures the
highest levels of service to the City’s departments
and workforce.
EMPLOYMENT AND CLASSIFICATION
The Employment and Classification Division engages in efforts to establish the City of Santa Monica as an
employer of choice by attracting and retaining the next generation of leaders. The division handles all recruitment,
selection and certification of qualified candidates supporting all City Departments. The division also manages
all job classifications within the City and conducts studies to ensure classifications are relevant and meet the
operational needs of City Departments. The HR staff serves as business partners using a consultative approach
with City Departments when delivering business services to assist them in meeting their staffing needs as well as
serving the public in their search for career opportunities with the City of Santa Monica.
LABOR AND EMPLOYEE RELATIONS
The Labor and Employee Relations Division is responsible for reinforcing a civil and equitable workplace. The
division negotiates and administers labor agreements with the City’s various employee associations; provides
assistance to departments regarding employee performance issues and disciplinary matters; ensures City
compliance with all Federal and State employment laws; and investigates employee complaints. Additionally,
the division administers the interactive/reasonable accommodation process and monitors compliance of various
leave programs such as the Family and Medical Leave Act and California Family Rights Acts. The division's Human
Resources Manager is responsible for labor negotiations for the City.
7.A.a
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127
ORGANIZATIONAL DEVELOPMENT AND EMPLOYEE BENEFITS
The Organizational Development and Employee Benefits Division is responsible for cultivating a culture of
accountability, empowerment and leadership. The division provides services that focus on the development and
retention of our workforce. The division facilitates training, organizational development and employee engagement
opportunities within the City of Santa Monica to provide professional development for employees and enhance the
organizational culture. The division also administers, coordinates, and provides information related to employee
health benefits, employee wellness, deferred compensation, retirement, new employee orientation, and employee
recognition programs.
PERFORMANCE MEASURES BY FRAMEWORK OUTCOME
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - HUMAN RESOURCES
7.A.a
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128
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - iNFORMATiON SERviCES
INFORMATION SERVICES
The mission of the information Services
Department is to leverage technology in
support of responsive City services and
an exceptional digital experience for the
people of Santa Monica. Our vision: through
technology we empower people, connect
community, and craft solutions to support
a digitally literate City that works for
everyone.
DEPARTMENT RESOURCES
ISD
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 7,276,117$ 7,553,551$ 8,623,593$ 9,952,888$ 10,437,461$
Supplies and Expenses 1,782,558 1,381,787 1,883,555 3,021,969 3,153,568
Subtotal 9,058,675 8,935,338 10,507,148 12,974,857 13,591,029
Community Broadband Fund
Salaries and Wages 827,429 831,221 1,134,621 - -
Supplies and Expenses 940,922 1,543,705 1,029,278 - -
Subtotal 1,768,351 2,374,926 2,163,899 - -
Miscellaneous Grants Fund
Supplies and Expenses 42,000 181,575 - - -
Subtotal 42,000 181,575 - - -
Total All Funds
Salaries and Wages 8,103,546 8,384,772 9,758,214 9,952,888 10,437,461
Supplies and Expenses 2,765,480 3,107,067 2,912,833 3,021,969 3,153,568
Total Department 10,869,026$ 11,491,839$ 12,671,047$ 12,974,857$ 13,591,029$
ISD
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 46.0 49.0 52.0 52.0 52.0
Temporary Staffing 0.0 0.0 0.5 0.5 0.5
Total Personnel & Staffing 46.0 49.0 52.5 52.5 52.5
7.A.a
Packet Pg. 766 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
129
SERVICE BY DIVISION
STRATEGY AND OPERATIONS
The Strategy and Operations Division manages business operations and administrative functions, provides project
management oversight, delivers technology training, and oversees the City’s cyber security program. Major
activities include: strategic planning and organizational development; budget development and oversight; contract
management; project portfolio management, and development and implementation of technology policies and
procedures.
COMMUNITY BROADBAND
The Community Broadband Division is responsible for
overall strategy, program development, operations,
and management of Santa Monica CityNet- the City’s
100 Gigabit advanced broadband initiative. CityNet
provides business broadband services to the City’s
businesses and several affordable housing units.
CUSTOMER EXPERIENCE AND SUPPORT
The Customer Experience and Support Division provides comprehensive support services to enable quality
technology experiences for City staff and patrons. The division delivers a proactive customer support program that
includes a call-center, department based business application services, and end-user device support.
DIGITAL TRANSFORMATION AND DEVELOPMENT
The Digital Transformation and Development Division leads the City’s efforts in software engineering, information
architecture, data analysis and integration, and geospatial analysis. The division contributes to the City of
Santa Monica’s mission of government transparency and resident empowerment by developing and supporting
applications such as the Santamonica.gov, the Santa Monica Mobile App, and the City’s open data program.
INFRASTRUCTURE AND CLOUD SERVICES
The infrastructure and Cloud Services Division manages the planning, implementation, and operation of the
City’s information Technology infrastructure, including the City’s on premise and cloud-hosted datacenters,
telecommunications services, and the City’s network that connects 44 City facilities, 13 School District facilities, 6
College facilities, 156 traffic signals, and 14 parking facilities.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - iNFORMATiON SERviCES
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - LiBRARY
LIBRARY
The mission of the Library is to provide
resources, services, and a physical and
virtual space to encourage the community
to read, connect, relax, and learn. The
Library supports literacy, lifelong learning,
civic engagement, and cultural awareness
through the Strategic Plan’s four main
focus areas: 1) vibrant Learning Center,
2) Wellbeing Cultivator, 3) Dynamic Third
Place, and 4) Community and Cultural
Connector. The Library is committed
to diversity, equity and inclusion and
welcomes all.
DEPARTMENT RESOURCES
LIB
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 6,915,021$ 6,913,212$ 8,392,544$ 8,893,310$ 9,296,256$
Supplies and Expenses 1,797,964 1,760,338 1,967,186 2,093,377 2,215,043
Subtotal 8,712,985 8,673,550 10,359,730 10,986,687 11,511,299
Miscellaneous Grants Fund
Supplies and Expenses 41,271 41,365 56,006 60,465 66,118
Subtotal 41,271 41,365 56,006 60,465 66,118
Total All Funds
Salaries and Wages 6,915,021 6,913,212 8,392,544 8,893,310 9,296,256
Supplies and Expenses 1,839,235 1,801,703 2,023,192 2,153,842 2,281,161
Total Department 8,754,256$ 8,714,915$ 10,415,736$ 11,047,152$ 11,577,417$
LIB
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 47.0 51.0 53.5 56.5 56.5
Temporary Staffing 0.8 7.3 14.5 16.4 16.4
Total Personnel & Staffing 47.8 58.3 68.0 72.9 72.9
7.A.a
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131
SERVICE BY DIVISION
ADMINISTRATION AND BUSINESS
SERVICES
The Administration and Business Services Division
plans and oversees the operation of the department;
coordinates system-wide business services, including
HR processes, staff development, and facilities
management; develops and disperses the budget;
oversees branch facilities and daily operations;
handles special projects; directs internal staff
communications and engagement; and aligns staff
work with the City’s and Library’s priorities, mission
and vision. The division manages system-wide
publicity and community relations, staffs the Library
Board, assists the Friends of the Santa Monica Public
Library, and maintains the safety and security of all
Library facilities.
COLLECTIONS, TECHNOLOGY AND PATRON SERVICES
The Collections, Technology and Patron Services
Division supports the Library’s strategic goal as
a vibrant Learning Center by coordinating and
maintaining collections to help community members
learn, improve, and grow. The division includes
the following functions: materials selection and
acquisitions, cataloging and processing, and Patron
Services desk and cardholder account management.
The division is also responsible for implementation
of the Library’s technology initiatives, virtual
infrastructure and digital environment, and supports
the Library as a virtual Dynamic Third Place.
COMMUNITY ENGAGEMENT AND PROGRAMMING
The Community Engagement and Programming Division addresses the programming needs of youth, families, and
adults through innovative programs, activities, and learning experiences. in alignment with the Library’s goal as a
vibrant Learning Center, this division produces a variety of literary programs and literacy services for adults and
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - LiBRARY
7.A.a
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families, coordinates volunteers, and hosts technology and educational classes. The division supports the Library
as a Wellbeing Cultivator and Community and Cultural Connector by collaborating with community groups and
organizations, working with diverse populations, enhancing relationships with the schools and other youth service
providers, and actively engaging with new partners and external resources to support services for all ages.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - LiBRARY
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - POLiCE
POLICE
We are dedicated to safeguarding our
community by improving quality of life
and upholding public trust. We endeavor
to be law enforcement’s benchmark for
excellence as we seek to eliminate crime
and social disorder in collaboration with our
community partners.
DEPARTMENT RESOURCES
PD
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 89,706,673$ 88,440,161$ 101,448,895$ 103,746,464$ 107,624,055$
Supplies and Expenses 6,688,980 7,656,645 7,279,039 9,444,635 10,036,497
Subtotal 96,395,653 96,096,806 108,727,934 113,191,099 117,660,552
Asset Seizure Fund
Supplies and Expenses 124,407 143,733 - - -
Subtotal 124,407 143,733 - - -
Citizen's Option for Public Safety (COPS) Fund
Supplies and Expenses 326,973 12,754 104,858 106,955 109,094
Subtotal 326,973 12,754 104,858 106,955 109,094
Miscellaneous Grants Fund
Salaries and Wages 241,182 183,640 258,444 - -
Supplies and Expenses 186,452 113,077 497,360 887,988 -
Subtotal 427,634 296,717 755,804 887,988 -
Pier Fund
Salaries and Wages 1,622,964 1,630,855 1,604,144 1,652,431 1,742,890
Supplies and Expenses 162,787 187,358 186,562 200,682 207,829
Subtotal 1,785,751 1,818,213 1,790,706 1,853,113 1,950,719
Special Revenue Source Fund
Supplies and Expenses 32,025 96,955 4,390 4,478 4,568
Subtotal 32,025 96,955 4,390 4,478 4,568
Total All Funds
Salaries and Wages 91,570,819 90,254,656 103,311,483 105,398,895 109,366,945
Supplies and Expenses 7,521,624 8,210,522 8,072,209 10,644,738 10,357,988
Total Department 99,092,443$ 98,465,178$ 111,383,692$ 116,043,633$ 119,724,933$
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SERVICE BY DIVISION
OFFICE OF THE CHIEF OF POLICE
The Office of the Chief of Police is the Chief Executive of the Police Department and provides direct oversight of
the executive staff. The Chief’s Office has the responsibility to ensure the implementation of goals, objectives,
policies, procedures, and standards for the department. it establishes the overall mission and sets direction for
the Department as a whole. The Chief’s Office takes part in the design, management, and evaluation of all law
enforcement activities. The Chief’s Office also partakes in the strategic planning covering the use of resources,
coordinating activities, and ensuring high quality service. Additionally, the office contributes to the development
and implementation of projects and programs to maximize police services in coordination with the City Manager,
the City Council, other city departments, and public and private organizations. The Community Affairs Unit consists
of the Crime Prevention Coordinators and Neighborhood Resource Officers, which works as a liaison between the
public and the Police Department to resolve quality of life issues.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - POLiCE
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135
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - POLiCE
PATROL SERVICES
The Patrol Operations Division (POD) includes Patrol, Downtown Services Unit (DSU), Direct Action Response Team
(DaRT), Community Service Officers, K9 Program, and Harbor Unit. Patrol is responsible for the preservation of
peace and protection of life and property, maintains a 24-hours-a-day City patrol. it is tasked with enforcement of
laws, conducting preliminary investigations of crimes, and the apprehension of criminal offenders. Patrol responds
to 911 calls, the majority of homeless related calls, encampments, fights, assaults, disturbances, public death,
and open-air drug use and dealing. Downtown Services utilizes bicycles, zero bikes, and provides a collaborative
approach to community policing by partnering with the downtown community and business improvement districts
(BiDs). DaRT is partnered with Code Enforcement, Fire and the City Attorney to provide effective solutions to
impacting the criminal activity on and around the Santa Monica Beach and Pier.
CRIMINAL INVESTIGATIONS
The Criminal investigations Division includes the Criminal investigations Section, the Criminal investigations
Support Section, and the Custody Section. The Criminal investigations Section is an impartial fact-finding
entity responsible for the apprehension of criminals through investigation, recovery of stolen property, and the
preparation and presentation of evidence to the judicial system. Detectives also identify, register, and track
previously convicted sex offenders utilizing State mandated protocols. The Criminal investigations Support Section
is responsible for the management of public law enforcement records, Uniform Crime Reporting, investigative
analysis, and the retention and safeguarding of evidence and found property. The Custody Section’s primary
mission is to take custody of people who have been arrested and ensure their safety and security until their
arraignment or release.
SPECIAL OPERATIONS
The Special Operations Division is comprised of three sections: Special Enforcement Section, Strategic Planning
Section, and Traffic Services Section. Within the Special Enforcement Section lies the Homeless Liaison Program
(HLP), Public Services Officers (PSOs) Unit, and collateral units including SWAT, Crisis Negotiations Unit, and the
Mounted Unit. HLP addresses quality of life issues associated with the homeless population while providing long-
term solutions. This unit works hand in hand with other city departments, such as the Human Services Division
and the City Attorney’s Office, to positively deal with the problems brought about by homelessness. The PSOs
are non-sworn personnel deployed in the parks, airport, and downtown areas to address quality of life concerns.
Within the Strategic Planning Section lies the Traffic Enforcement Unit and Planning and intelligence, along with
collateral units including Mobile Field Force, Major Accident Response Team, and the Mobile Command Post. The
Traffic Enforcement Unit, comprised of our motor officers and collision investigators, provide citywide enforcement,
education, and investigation of vehicle code violations. Planning and intelligence is responsible for facilitating
First Amendment activities and intelligence coordination with local, state, and federal law enforcement partners.
Within the Traffic Services Section lies the Traffic Services Unit, Crossing Guard Unit, and Parking Citation Review.
The Traffic Services Unit and Crossing Guards provide intersection traffic control and parking enforcement services
throughout the City and enhances pedestrian safety.
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PROFESSIONAL SERVICES
The Professional Services Division includes the Technical Services Section, Animal Control Section, and the Budget
& Procurement Unit. The Technical Services Section encompasses several units: the Logistics Unit is responsible for
implementing and recommending technology integration into the police department and maintaining the police
safety facility; the Range Unit provides firearms training and operation of the shooting range and equipment
inventory and tracking; the Drone as a First Responder (DFR) unit provides Remote Aerial Systems (RAS) to assist
in the daily operations of patrol. The Animal Control Section operates a progressive animal care shelter, and is
responsible for the enforcement of both local and State animal control laws and regulations. The Budget and
Procurement Unit is responsible for the fiscal planning, analysis, and procuring of department equipment and
supplies.
HARBOR UNIT
The Harbor Unit provides 24-hour security, rescue, and major first-aid service to persons using the Pier, ocean, and
beach areas. The Unit provides a continuous source of phone and over-the-counter public information on weather,
tides, boating, fishing, and other marine matters. The Harbor Unit works closely with other municipal, County, and
State agencies, and keeps watch for crimes and potential crimes on the Pier and adjacent beach area, reporting
suspicious activity to Police Officers. Harbor Unit personnel also support the operations of the Municipal Pier by
maintaining and protecting pier pilings, moorings, and related structures and equipment. The Unit is under the
supervision of the Patrol Operations Division.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - POLiCE
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137
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - PUBLiC WORKS
PUBLIC WORKS
The mission of the Public Works
Department is to protect and enrich the
quality of life in the City through the
sustainable maintenance, management,
and enhancement of resources and public
infrastructure.
DEPARTMENT RESOURCES
PW
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 28,162,010$ 28,225,449$ 31,907,852$ 32,708,348$ 34,223,077$
Supplies and Expenses 13,567,692 17,026,861 16,596,744 18,650,332 20,583,398
Subtotal 41,729,702 45,252,310 48,504,596 51,358,680 54,806,475
Airport Fund
Salaries and Wages 1,403,061 1,753,432 2,348,947 2,502,131 2,644,093
Supplies and Expenses 5,476,615 6,437,016 7,277,919 7,874,993 8,275,453
Subtotal 6,879,676 8,190,448 9,626,866 10,377,124 10,919,546
Beach Recreation Fund
Salaries and Wages 2,895,799 3,165,212 3,846,480 4,015,621 4,179,517
Supplies and Expenses 2,238,481 2,429,016 2,647,273 2,970,802 3,111,338
Subtotal 5,134,280 5,594,228 6,493,753 6,986,423 7,290,855
Cemetery Fund
Salaries and Wages 964,625 929,063 1,057,337 977,227 1,022,590
Supplies and Expenses 1,266,952 1,468,020 1,468,827 1,527,236 1,607,171
Subtotal 2,231,577 2,397,083 2,526,164 2,504,463 2,629,761
Clean Beaches & Ocean Parcel Tax Fund
Supplies and Expenses 533,931 527,130 781,378 799,020 816,097
Subtotal 533,931 527,130 781,378 799,020 816,097
Miscellaneous Grants Fund
Supplies and Expenses 38,428 55,741 303,429 - -
Subtotal 38,428 55,741 303,429 - -
Pier Fund
Salaries and Wages 427,689 522,113 542,774 549,386 571,323
Supplies and Expenses 1,698,307 1,927,626 2,419,879 2,388,217 2,473,447
Subtotal 2,125,996 2,449,739 2,962,653 2,937,603 3,044,770
Resource Recovery & Recycling Fund
Salaries and Wages 10,730,663 10,974,649 12,599,859 13,985,023 14,552,955
Supplies and Expenses 13,406,082 14,389,540 15,870,322 18,014,362 18,783,717
Subtotal 24,136,745 25,364,189 28,470,181 31,999,385 33,336,672
Vehicle Management Fund
Salaries and Wages 3,188,622 3,038,055 3,360,423 3,640,517 3,803,823
Supplies and Expenses 3,790,961 4,438,665 4,449,577 4,859,536 5,230,948
Subtotal 6,979,583 7,476,720 7,810,000 8,500,053 9,034,771
Wastewater Fund
Salaries and Wages 2,392,762 2,474,388 3,055,457 3,484,644 3,612,719
Supplies and Expenses 9,712,635 7,807,302 15,970,691 16,773,097 17,378,167
Subtotal 12,105,397 10,281,690 19,026,148 20,257,741 20,990,886
Water Fund
Salaries and Wages 6,504,343 7,293,283 8,751,915 9,042,926 9,457,601
Supplies and Expenses 17,435,066 19,647,026 20,511,564 19,714,314 20,573,137
Subtotal 23,939,409 26,940,309 29,263,479 28,757,240 30,030,738
Total All Funds
Salaries and Wages 56,669,574 58,375,644 67,471,044 70,905,823 74,067,698
Supplies and Expenses 69,165,150 76,153,943 88,297,603 93,571,909 98,832,873
Total Department 125,834,724$ 134,529,587$ 155,768,647$ 164,477,732$ 172,900,571$
7.A.a
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SERVICE BY DIVISION
ADMINISTRATIVE SERVICES
The Administrative Services Division directs the work of the department and provides administrative support
to the Public Works Divisions. Support includes coordinating and preparing the department operating budget,
coordinating and managing the City’s Capital improvement Program and budget, coordinating City Council
staff reports and information items, monitoring responses to constituent inquiries, and conducting research and
analysis. The division is also responsible for inter-departmental and interagency coordination. Within the division,
Woodlawn Cemetery, Mausoleum and Mortuary provides mortuary services, funeral service planning, and cemetery
services including sale of traditional and green burial plots. in addition, the Fleet Management section procures
and services the City’s fleet including over 800 pieces of equipment, vehicles and maintenance of various fueling
stations.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - PUBLiC WORKS
PW
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 28,162,010$ 28,225,449$ 31,907,852$ 32,708,348$ 34,223,077$
Supplies and Expenses 13,567,692 17,026,861 16,596,744 18,650,332 20,583,398
Subtotal 41,729,702 45,252,310 48,504,596 51,358,680 54,806,475
Airport Fund
Salaries and Wages 1,403,061 1,753,432 2,348,947 2,502,131 2,644,093
Supplies and Expenses 5,476,615 6,437,016 7,277,919 7,874,993 8,275,453
Subtotal 6,879,676 8,190,448 9,626,866 10,377,124 10,919,546
Beach Recreation Fund
Salaries and Wages 2,895,799 3,165,212 3,846,480 4,015,621 4,179,517
Supplies and Expenses 2,238,481 2,429,016 2,647,273 2,970,802 3,111,338
Subtotal 5,134,280 5,594,228 6,493,753 6,986,423 7,290,855
Cemetery Fund
Salaries and Wages 964,625 929,063 1,057,337 977,227 1,022,590
Supplies and Expenses 1,266,952 1,468,020 1,468,827 1,527,236 1,607,171
Subtotal 2,231,577 2,397,083 2,526,164 2,504,463 2,629,761
Clean Beaches & Ocean Parcel Tax Fund
Supplies and Expenses 533,931 527,130 781,378 799,020 816,097
Subtotal 533,931 527,130 781,378 799,020 816,097
Miscellaneous Grants Fund
Supplies and Expenses 38,428 55,741 303,429 - -
Subtotal 38,428 55,741 303,429 - -
Pier Fund
Salaries and Wages 427,689 522,113 542,774 549,386 571,323
Supplies and Expenses 1,698,307 1,927,626 2,419,879 2,388,217 2,473,447
Subtotal 2,125,996 2,449,739 2,962,653 2,937,603 3,044,770
Resource Recovery & Recycling Fund
Salaries and Wages 10,730,663 10,974,649 12,599,859 13,985,023 14,552,955
Supplies and Expenses 13,406,082 14,389,540 15,870,322 18,014,362 18,783,717
Subtotal 24,136,745 25,364,189 28,470,181 31,999,385 33,336,672
Vehicle Management Fund
Salaries and Wages 3,188,622 3,038,055 3,360,423 3,640,517 3,803,823
Supplies and Expenses 3,790,961 4,438,665 4,449,577 4,859,536 5,230,948
Subtotal 6,979,583 7,476,720 7,810,000 8,500,053 9,034,771
Wastewater Fund
Salaries and Wages 2,392,762 2,474,388 3,055,457 3,484,644 3,612,719
Supplies and Expenses 9,712,635 7,807,302 15,970,691 16,773,097 17,378,167
Subtotal 12,105,397 10,281,690 19,026,148 20,257,741 20,990,886
Water Fund
Salaries and Wages 6,504,343 7,293,283 8,751,915 9,042,926 9,457,601
Supplies and Expenses 17,435,066 19,647,026 20,511,564 19,714,314 20,573,137
Subtotal 23,939,409 26,940,309 29,263,479 28,757,240 30,030,738
Total All Funds
Salaries and Wages 56,669,574 58,375,644 67,471,044 70,905,823 74,067,698
Supplies and Expenses 69,165,150 76,153,943 88,297,603 93,571,909 98,832,873
Total Department 125,834,724$ 134,529,587$ 155,768,647$ 164,477,732$ 172,900,571$
PWEXPENDITURES2020-21ACTUAL 2021-22ACTUAL 2022-23REVISEDBUDGET 2023-24 PROPOSEDBUDGET 2024-25BUDGETPLANGeneral FundSalaries and Wages 28,162,010$ 28,225,449$ 31,907,852$ 32,708,348$ 34,223,077$ Supplies and Expenses 13,567,692 17,026,861 16,596,744 18,650,332 20,583,398 Subtotal 41,729,702 45,252,310 48,504,596 51,358,680 54,806,475 Airport FundSalaries and Wages 1,403,061 1,753,432 2,348,947 2,502,131 2,644,093 Supplies and Expenses 5,476,615 6,437,016 7,277,919 7,874,993 8,275,453 Subtotal 6,879,676 8,190,448 9,626,866 10,377,124 10,919,546 Beach Recreation FundSalaries and Wages 2,895,799 3,165,212 3,846,480 4,015,621 4,179,517 Supplies and Expenses 2,238,481 2,429,016 2,647,273 2,970,802 3,111,338 Subtotal 5,134,280 5,594,228 6,493,753 6,986,423 7,290,855 Cemetery FundSalaries and Wages 964,625 929,063 1,057,337 977,227 1,022,590 Supplies and Expenses 1,266,952 1,468,020 1,468,827 1,527,236 1,607,171 Subtotal 2,231,577 2,397,083 2,526,164 2,504,463 2,629,761 Clean Beaches & Ocean Parcel Tax FundSupplies and Expenses 533,931 527,130 781,378 799,020 816,097 Subtotal 533,931 527,130 781,378 799,020 816,097
Miscellaneous Grants Fund
Supplies and Expenses 38,428 55,741 303,429 - -
Subtotal 38,428 55,741 303,429 - -
Pier Fund
Salaries and Wages 427,689 522,113 542,774 549,386 571,323
Supplies and Expenses 1,698,307 1,927,626 2,419,879 2,388,217 2,473,447
Subtotal 2,125,996 2,449,739 2,962,653 2,937,603 3,044,770
Resource Recovery & Recycling Fund
Salaries and Wages 10,730,663 10,974,649 12,599,859 13,985,023 14,552,955
Supplies and Expenses 13,406,082 14,389,540 15,870,322 18,014,362 18,783,717
Subtotal 24,136,745 25,364,189 28,470,181 31,999,385 33,336,672
Vehicle Management Fund
Salaries and Wages 3,188,622 3,038,055 3,360,423 3,640,517 3,803,823
Supplies and Expenses 3,790,961 4,438,665 4,449,577 4,859,536 5,230,948
Subtotal 6,979,583 7,476,720 7,810,000 8,500,053 9,034,771
Wastewater Fund
Salaries and Wages 2,392,762 2,474,388 3,055,457 3,484,644 3,612,719
Supplies and Expenses 9,712,635 7,807,302 15,970,691 16,773,097 17,378,167
Subtotal 12,105,397 10,281,690 19,026,148 20,257,741 20,990,886
Water Fund
Salaries and Wages 6,504,343 7,293,283 8,751,915 9,042,926 9,457,601
Supplies and Expenses 17,435,066 19,647,026 20,511,564 19,714,314 20,573,137
Subtotal 23,939,409 26,940,309 29,263,479 28,757,240 30,030,738
Total All Funds
Salaries and Wages 56,669,574 58,375,644 67,471,044 70,905,823 74,067,698
Supplies and Expenses 69,165,150 76,153,943 88,297,603 93,571,909 98,832,873
Total Department 125,834,724$ 134,529,587$ 155,768,647$ 164,477,732$ 172,900,571$
PW
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 438.0 445.0 459.5 480.5 480.5
Temporary Staffing 0.0 2.9 2.9 0.4 0.4
Total Personnel & Staffing 438.0 447.9 462.4 480.9 480.9
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139
AIRPORT
The Airport Division manages the operation of the Santa Monica Municipal Airport, a general aviation airport.
Airport Administration provides enforcement of noise regulations and applicable fees and user rates, and acts
as a liaison with the neighboring community, aviation groups, and the Airport Commission. The Airport Division
provides property management services to the numerous tenants of the Airport campus, and provides for the
general maintenance and Capital improvements of City-owned Airport property and buildings.
ARCHITECTURE SERVICES
The Architecture Services Division is responsible for the
planning, design, construction and management of capital
improvement projects related to City-owned and leased
facilities, including public buildings, community and
recreation centers, parks, parking structures, transportation
facilities, libraries and fire stations. The division incorporates
the City’s sustainable design directives, while maintaining
a high standard of economy, utility, and aesthetics. The
division strives to provide innovative design solutions in the
development and construction of efficient, sustainable, safe,
and inspiring public facilities and open spaces.
ENGINEERING AND STREET SERVICES
The Engineering and Street Services Division provides sustainable design, construction, and construction
management services for City public infrastructure improvements including annual street resurfacing, water/
waste water main replacement, pier upgrades, airport improvements, urban runoff mitigation and watershed
management. Additionally, the division provides various services related to land development including permit
review, right-of-way inspection, and utility coordination. Within the division, the Street Services section repairs
and maintains city streets, alleys, and sidewalks as well as the vast network of streetlights, park and parking lot
lighting, and electric vehicle charging stations.
FACILITIES MAINTENANCE
The Facilities Maintenance Division is divided into four distinct sections. The Custodial Services section manages
cleaning services for all public parks, public restrooms, and City facilities by both in-house and contractual
custodial staff. The Promenade Maintenance section is responsible for ensuring the over 4 million square-feet
of downtown area are maintained, allowing residents and visitors a safe and beautiful city center to explore.
The Facilities Services section is responsible for the upkeep, repairs and maintenance of all City buildings and
properties by skilled City staff and outside contractors. The division also oversees the Airport Maintenance section,
which is responsible for the day to day maintenance of runway, taxiways, aircraft parking areas, buildings and
infrastructure.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - PUBLiC WORKS
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140
OFFICE OF SUSTAINABILITY AND THE ENVIRONMENT
The Office of Sustainability and the Environment is responsible for strategic initiatives that promote environmental,
economic, and social sustainability. The office oversees programs and policies related to climate change, resource
management, energy, watershed management, water conservation and efficiency, sustainable procurement,
and toxic use reduction. it also provides education, outreach, and training to residents, students, and businesses
regarding sustainable practices. The Office leads the citywide efforts to enhance and expand electric vehicle
infrastructure, and achieve water self-sufficiency, zero waste, and carbon neutrality.
PUBLIC LANDSCAPE
The Public Landscape Division maintains and enhances the City’s parks, landscapes, urban forest, Santa Monica
State Beach, Santa Monica Pier, Santa Monica Swim Center, and Annenberg Community Beach House. These assets
require constant upkeep and repairs as they are heavily used for recreation, leisure, commerce, and events, and
impact health, wellness, and quality of life. Some responsibilities include tennis and basketball courts, athletic
fields, park amenities, Muscle Beach, managing over 35,000 public trees; and keeping the waterfront clean. The
division leads or collaborates with other departments on a variety of capital improvement projects and implements
the vision of the City’s Urban Forest Master Plan.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - PUBLiC WORKS
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141
RESOURCE RECOVERY & RECYCLING
The Resource Recovery & Recycling Division collects all residential and commercial municipal landfill trash,
organics, and recyclable material in the City, services litter and recycling cans located on sidewalks, provides bulky
item pick-up and illegal dumping clean-ups, sweeps all streets to prevent debris from entering the storm drains
and polluting the Santa Monica Bay, performs fee-based services, such as pressure-washing and trash enclosure
plan checks, manages the household and small business hazardous waste program, and oversees the City's zero
waste programs including construction and demolition material recycling, zero waste event management, public
outreach, and community engagement. in response to California Senate Bill 1383, which mandates Statewide
organics recycling and edible food recovery, in 2022 the division continued the rollout of green organics containers
to locations throughout the City that did not already have one, with an anticipated completion by the end of
December 2023.
WATER RESOURCES
The Water Resources Division provides a safe, reliable and sustainable water supply for residents and businesses,
operates the City’s potable and recycled water production and treatment facilities and distribution systems,
manages water pollution prevention programs, oversees groundwater basin clean-up operations, and maintains
the wastewater collection and conveyance system. The division is working towards reducing the City’s reliance on
imported water supplies by diversifying the City's water supply portfolio to enhance sustainability and drought
resiliency through projects like the recently completed Sustainable Water infrastructure Project (SWiP) and enhance
production efficiency of the City's Arcadia Water Treatment Plant by the end of 2023. The SWiP would recover
1,680 acre-feet of water annually (approximately 11% of the City’s supply) from stormwater, dry weather urban
runoff and municipal wastewater through a new stormwater harvesting tank, a new advanced water treatment
facility, and upgrades to the Santa Monica Urban Runoff Recycling Facility (SMURRF). Production efficiency
enhancement of the City's Arcadia Water Treatment Plant will increase overall recovery to 90%, adding an
additional 1,200 acre-feet of water annually (approximately 8% of the City's water supply).
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - PUBLiC WORKS
7.A.a
Packet Pg. 779 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
142
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECREATiON AND ARTS
RECREATION AND ARTS
The Recreation and Arts Department
focuses on efforts and initiatives that serve
communities through its social, cultural and
recreational programming. initiatives of
the new department will include the future
management and programming at the Miles
Memorial Playhouse and Camera Obscura
cultural facilities, reframing City Hall murals,
promoting economic recovery through
art activations and events, leveraging the
Beach House as a tourist destination and a
key element of Santa Monica’s beachfront
brand, addressing the conflicts between
demand for recreational amenities and
capacity, managing recreational spaces
and programs, and permitting community
events and art installations.
DEPARTMENT RESOURCES
RAD
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages -$ -$ -$ 7,001,488$ 7,301,903$
Supplies and Expenses - - - 3,041,165 3,118,474
Subtotal - - - 10,042,653 10,420,377
Beach Recreation Fund
Salaries and Wages - - - 1,504,439 1,569,300
Supplies and Expenses - - - 1,332,525 1,409,858
Subtotal - - - 2,836,964 2,979,158
Special Revenue Source Fund
Supplies and Expenses - - - 345,995 300,915
Subtotal - - - 345,995 300,915
Total All Funds
Salaries and Wages - - - 8,505,927 8,871,203
Supplies and Expenses - - - 4,719,685 4,829,247
Total Department -$ -$ -$ 13,225,612$ 13,700,450$
7.A.a
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143
SERVICE BY DIVISION
ADMINISTRATION
The Administration Division guides the Department’s activities to ensure access to the social, cultural, recreational,
and educational programs and services that meet the needs and interests of the community. Additionally, the
division leads development of the department’s budget and financial reporting and coordinates its communication
and marketing outreach.
COMMUNITY RECREATION
The Community Recreation Division manages recreation and active-living programs at the City’s parks, beach, and
recreation facilities. in addition, the division offers aquatics programming at the City’s award-winning Swim Center,
Santa Monica High School Aquatics Center and the Annenberg Community Beach House, including recreational
and lap swimming, swim instruction, specialty classes, and competitive swimming opportunities. The division
oversees adult sports leagues, the Memorial Park Gym, The Cove Skatepark, and community classes and camps.
Additionally, the division develops policies and issues permits for use of facilities, BBQ picnic areas, sports fields,
tennis courts, commercial fitness and athletic instruction, and community events.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECREATiON AND ARTS
RAD
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 0.0 0.0 0.0 42.8 42.8
Temporary Staffing 0.0 0.0 0.0 43.3 43.3
Total Personnel & Staffing 0.0 0.0 0.0 86.1 86.1
RAD
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages -$ -$ -$ 7,001,488$ 7,301,903$
Supplies and Expenses - - - 3,041,165 3,118,474
Subtotal - - - 10,042,653 10,420,377
Beach Recreation Fund
Salaries and Wages - - - 1,504,439 1,569,300
Supplies and Expenses - - - 1,332,525 1,409,858
Subtotal - - - 2,836,964 2,979,158
Special Revenue Source Fund
Supplies and Expenses - - - 345,995 300,915
Subtotal - - - 345,995 300,915
Total All Funds
Salaries and Wages - - - 8,505,927 8,871,203
Supplies and Expenses - - - 4,719,685 4,829,247
Total Department -$ -$ -$ 13,225,612$ 13,700,450$
RADEXPENDITURES2020-21ACTUAL 2021-22ACTUAL 2022-23REVISEDBUDGET 2023-24 PROPOSEDBUDGET 2024-25BUDGETPLAN
General Fund
Salaries and Wages -$ -$ -$ 7,001,488$ 7,301,903$
Supplies and Expenses - - - 3,041,165 3,118,474
Subtotal - - - 10,042,653 10,420,377
Beach Recreation Fund
Salaries and Wages - - - 1,504,439 1,569,300
Supplies and Expenses - - - 1,332,525 1,409,858
Subtotal - - - 2,836,964 2,979,158
Special Revenue Source Fund
Supplies and Expenses - - - 345,995 300,915
Subtotal - - - 345,995 300,915
Total All Funds
Salaries and Wages - - - 8,505,927 8,871,203
Supplies and Expenses - - - 4,719,685 4,829,247
Total Department -$ -$ -$ 13,225,612$ 13,700,450$
7.A.a
Packet Pg. 781 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
144
CULTURAL AFFAIRS
The Cultural Affairs Division manages the development and implementation of a broad range of community-focused
cultural programs and investments. This includes supporting local artists and arts organizations through direct grants,
residency programs, visibility, and convenings; commissioning public art; implementing creative partnerships to reopen
cultural facilities such as the Miles Playhouse and Camera Obscura; and overseeing the Annenberg Community Beach
House. Alongside the Arts Commission, the division serves as an advocate for arts and culture. Cultural Affairs also
runs Art of Recovery, a pioneering program that uses dynamic partnerships between creatives and other sectors to
achieve the City’s recovery goals. The division’s newest initiative, Acknowledge and Reframe Together (Reframe),
produces public art and civic memory projects that center community voices with the aim of creating a more just and
equitable Santa Monica.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - RECREATiON AND ARTS
7.A.a
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145
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
DEPARTMENT OF
TRANSPORTATION
The Santa Monica Department of
Transportation (SaMoDoT) provides
accessible connections to economic
opportunity and leads the City’s vision for a
non-auto-centric future, while also ensuring
safe and reliable streets. The department is
a resource for innovative, accessible, and
sustainable mobility options. DoT combines
Big Blue Bus (BBB) planning, operations
and maintenance, traffic engineering,
operations and maintenance, multi-modal
transportation planning, programming and
design, shared mobility and micromobility
regulation, transportation permitting and
parking operations/management under one
administration. DoT advances BBB’s regional
transit service, the Mobility On-Demand
Every Day (MODE) paratransit program,
and the planning and implementation of
Complete, Green Streets to include bus,
bike, pedestrian, micromobility, and first-last
mile options. DoT provides opportunities for
community mobility and wellbeing as part
of an active, accessible, congestion-relieving,
multimodal transportation network.
7.A.a
Packet Pg. 783 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
146
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
DEPARTMENT RESOURCES
DOT
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages 5,147,444$ 4,910,421$ 6,021,687$ 5,946,452$ 6,308,613$
Supplies and Expenses 15,076,234 17,855,805 18,787,844 18,672,141 19,445,480
Subtotal 20,223,678 22,766,226 24,809,531 24,618,593 25,754,093
Big Blue Bus Fund
Salaries and Wages 51,681,247 52,363,880 62,090,857 60,827,885 63,677,273
Supplies and Expenses 18,346,889 19,069,003 21,322,557 24,358,871 24,951,776
Subtotal 70,028,136 71,432,883 83,413,414 85,186,756 88,629,049
Local Return Fund
Supplies and Expenses 272,238 326,327 494,538 600,429 610,518
Subtotal 272,238 326,327 494,538 600,429 610,518
Parking Authority Fund
Salaries and Wages 1,050 1,000 900 900 900
Subtotal 1,050 1,000 900 900 900
Special Revenue Source Fund
Supplies and Expenses 255,838 203,793 324,533 331,024 337,644
Subtotal 255,838 203,793 324,533 331,024 337,644
Total All Funds
Salaries and Wages 56,829,741 57,275,301 68,113,444 66,775,237 69,986,786
Supplies and Expenses 33,951,199 37,454,928 40,929,472 43,962,465 45,345,418
Total Department 90,780,940$ 94,730,229$ 109,042,916$ 110,737,702$ 115,332,204$
DOT
PERSONNEL
2020-21
REVISED
BUDGET
2021-22
REVISED
BUDGET
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 441.8 448.8 469.3 472.3 472.3
Temporary Staffing 0.5 0.5 0.5 0.5 0.5
Total Personnel & Staffing 442.3 449.3 469.7 472.7 472.7
7.A.a
Packet Pg. 784 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
147
SERVICE BY DIVISION
FINANCE AND ADMINISTRATIVE SERVICES
The Finance and Administrative Services Division is responsible for providing leadership and direction to the
SaMoDoT through ensuring stable regional, federal, and state funding sources, developing new services, resources
for staff and BBB capital project oversight. The division manages a portfolio of projects including the long-
range transition of the Big Blue Bus fleet to zero-emission vehicles and the procurement and implementation of
transit system technology solutions. The division provides oversight in the hiring and recruitment of staff, equal
employment opportunity, financial performance, evaluation compliance, as well as employee relations.
Additionally, the division is responsible for the development and oversight of the biennial operating budget, multi-
year financial and capital plan, funding strategies, and BBB grants administration. it also provides all operational
accounting support to the department such as payroll-timekeeping, BBB accounts payables and receivables, vault
and fare inventory control, and warranty recovery. The division coordinates the completion of financial, compliance,
operational and performance audits, and manages the development and submittal of all required local, state, and
federal compliance documentation and reporting. The division is also responsible for bus advertising sales.
COMMUNITY ENGAGEMENT AND CUSTOMER EXPERIENCE
The Community Engagement and Customer
Experience Division is responsible for marketing
and communications for Big Blue Bus (BBB), the
Mobility On-Demand Every Day (MODE) program;
community outreach and customer information.
The division develops and administers annual
customer surveys, manages media and public
relations activities, works with local and regional
transportation partners on communications,
captures and responds to customer inquiries
related to BBB and MODE service, facilitates transit
fare product purchases and in-person assistance at
Blue: The Transit Store, and maintains and operates
both the BBB and MODE Call Centers.
The division manages the conceptualization, graphic design, copywriting, and production of all digital and
printed public information for BBB and MODE, including the Little Blue Book transit guide, system maps, route
maps, interior and exterior bus advertising, audio announcements, website, social media, email marketing, video
production, internal and external publications, and all customer-facing aspects of BBB’s bus stops and transit hubs,
and other activities in support of BBB’s goals and objectives.
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
7.A.a
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148
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
MAINTENANCE
The Maintenance Division is responsible for the
procurement, maintenance, technology, and servicing
of the Big Blue Bus (BBB) fleet of more than 195 clean
fuel and zero-emission buses and service vehicles as
well as providing maintenance services to both the Fire
and Police Department heavy vehicles and apparatus.
in addition, the division is responsible for cleaning and
fueling buses used in revenue service, procurement
of goods and services, parts and equipment inventory
management/control, and the overall maintenance
of all BBB infrastructure supporting these functions.
The division is also responsible for BBB all facilities
infrastructure and the BBB bus stop maintenance and
cleaning program, bus stop amenities, facility and
heavy shop equipment preventative maintenance
programs, and BBB capital improvement projects
related to facility and bus stop enhancements.
MOBILITY
The Mobility Division provides accessible connections to
economic activity and strives to manage congestion, reduce
green house gas emissions, and eliminate fatal and severe
injury crashes from our streets. The team oversees citywide
transportation to increase the safety, efficiency, quality,
convenience, and variety of Santa Monica’s transportation
options and ensures the safe movement of people and
goods throughout the City. The division is responsible for a
Capital improvement Project (CiP) program to implement the
protected bike lane network envisioned in the Bike Action Plan
Amendment, the goals of the Pedestrian Action Plan, and safety
enhancements to realize our goal of eliminating all traffic
fatalities by 2026 as part of the City’s vision Zero Program.
The Mobility Division coordinates city-wide efforts that affect
how our streets are designed, operated, and maintained. The
division oversees the City’s traffic management system, traffic
signals, traffic signs and markings, as well as programs including
Shared Use Mobility, Personal Delivery Devices, Take the Friendly
Road Safety Campaign, and Taxicab and Pedicab permitting and
policy.
7.A.a
Packet Pg. 786 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
149
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
The division reviews private property development for compliance with the City’s transportation design and
transportation demand management requirements, and seeks to reduce construction disruption through mitigation
plans and permitting for temporary traffic controls, oversize loads and roadway closures. The division is responsible
for the day-to-day operations of the Preferential Parking Program and Employer Trip Reduction Ordinance. Special
projects of the division include economic recovery through parklets and directing the GoSaMo Transportation
Management Organization.
OPERATIONS
The Operations Division is responsible for the delivery of safe, reliable, and efficient daily service to our customers
on all of Big Blue Bus’s (BBB’s) routes across its 58 square mile service area. Operations is responsible for all BBB
operations personnel including 335 Motor Coach Operators and Motor Coach Operator Supervisors who provide
support to street operations, fleet communications, and daily staff scheduling. The division also manages the
Motor Coach Operator General Work Bid three times per year, facilitates service delivery for special events and
related detours in the City and the Los Angeles service area, and oversees service disruptions in real-time due to
unforeseen road events.
PARKING OPERATIONS
The Parking Operations Division is responsible for the revenues,
management, and operations of the City’s 5,600 on-street parking
meters and 41 off-street public parking facilities in Downtown, the
beach lots and other locations citywide. Through innovative staffing
and technology solutions, the division ensures efficient access to
each facility, protects parking assets and revenues, maximizes the
customer experience, provides safe and well-maintained parking
facilities, and supports the City’s broader transportation and
mobility goals through data analytics and regulatory compliance.
Division staff oversees the collection and adjudication of parking
citations, administers the City’s residential, recreational, and other
parking permit programs, as well as manages the coordination
of special event parking activations in the City’s off-street
public parking facilities. The division also maintains a working
collaboration with regulatory bodies such as the California Coastal
Commission to ensure timely compliance for beach zone access and
parking issues.
PLANNING AND PERFORMANCE
The Transit Planning and Performance Division is responsible for service planning for Big Blue Bus (fixed route) and
MODE (demand response). Service planning includes route and schedule changes, creation of vehicle and motor
coach operator (MCO) schedules, advancing projects and programs that improve fixed route travel times (e.g., bus
7.A.a
Packet Pg. 787 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
150
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - DEPARTMENT OF TRANSPORTATiON
only lanes), setting fare policy, conducting planning studies and analyses, and researching and implementing best
practices to improve the customer experience (e.g., real-time signs at bus stops). The division is also responsible for
the collection and reporting of all fixed route and demand response performance metrics such as ridership, system
size (i.e., miles and hours), route performance, cost effectiveness, safety, maintenance, and fares, and supports the
department’s federally required reporting to the National Transit Database (NTD). Finally, the division serves as a
liaison to other transit agencies in LA County to coordinate and implement projects that improve transit services in
the region.
SAFETY AND TRAINING
The Safety and Training Division is responsible
for the development, management, and
implementation of all DOT safety, security, and
training programs. The division develops and
maintains Big Blue Bus (BBB) Public Transportation
Agency Safety Plan (PTASP), which ensures that
the transit agency meets or exceeds its safety
objectives through the collection, analysis, and
assessment of safety data. it also identifies and
analyzes hazards and takes action to mitigate
safety risks.
The division selects and trains Motor Coach
Operators (MCOs), provides continuous trainings
such as verification of Transit Training (vTT),
accident retraining, return-to-work, special
assignment trainings, and OSHA/Cal OSHA-required
training for all pertinent BBB staff. The division also
hosts quarterly safety meetings to communicate
safety information for all BBB staff and oversees
system-wide safety by investigating bus accidents
and incidents, tracking accident trends, and taking
measures to mitigate preventable collisions.
The division manages the department’s security
programs for customers and staff through contracts with SMPD to provide transit enforcement services on BBB
buses and with a security contractor company to provide 24-hour onsite security services for the BBB campus and
the safety of staff.
7.A.a
Packet Pg. 788 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
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FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - NON-DEPARTMENTAL
NON-DEPARTMENTAL
The Non-Departmental budget represents
activities that are not attributed to any
one specific department in the City.
The Non-Departmental budget includes
appropriations to manage the use of federal
funding sources such as Coronavirus Aid,
Relief, and Economic Security (CARES) Act
and the American Rescue Plan Act (ARPA);
payments to pay down the California
Public Employees’ Retirement System
(CalPERS) unfunded liability; annual
required contribution (ARC) to prefund
Other Post-Employment Benefits (OPEB)
liabilities; payment to the Santa Monica-
Malibu Unified School District (SMMUSD)
in return for the use of certain school
district facilities; debt service payments;
and transfers to/from other funds such as
a transfer per the Advisory Measure GS to
fund schools, homelessness prevention, and
affordable housing.
Non-Dept
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages (1,678,766)$ 960,149$ 6,465,228$ 5,784,057$ 4,404,310$
Supplies and Expenses 37,938,568 104,093,471 52,285,913 51,095,425 56,217,058
Subtotal 36,259,802 105,053,620 58,751,141 56,879,482 60,621,368
Airport Fund
Salaries and Wages (2,372) 7,966 22,719 822 863
Supplies and Expenses 1,873,493 (6,756,108) 682,371 636,960 659,698
Subtotal 1,871,121 (6,748,142) 705,090 637,782 660,561
Beach Recreation Fund
Salaries and Wages (4,435) 17,873 69,005 28,170 29,578
Supplies and Expenses (2,667,639) 74,238 86,811 (2,614,571) (2,483,664)
Subtotal (2,672,074) 92,111 155,816 (2,586,401) (2,454,086)
Big Blue Bus Fund
Salaries and Wages (158,561) 249,687 735,698 294,733 309,469
Supplies and Expenses (106,034) (502,923) 38,047 (168,557) (141,802)
Subtotal (264,595) (253,236) 773,745 126,176 167,667
Cemetery Fund
Salaries and Wages (24,589) (20,785) 25,762 - -
Supplies and Expenses (536,748) (483,094) (385,071) (375,716) (375,660)
Subtotal (561,337) (503,879) (359,309) (375,716) (375,660)
Clean Beaches & Ocean Parcel Tax Fund
Salaries and Wages - - 5,223 - -
Supplies and Expenses (13,827,237) 1,239,933 2,750,768 4,778,277 3,807,053
Subtotal (13,827,237) 1,239,933 2,755,991 4,778,277 3,807,053
Community Broadband Fund
Salaries and Wages (22) 3,037 80,247 - -
Supplies and Expenses 222,000 822,000 222,000 - -
Subtotal 221,978 825,037 302,247 - -
Community Development Block Grant (CDBG) Fund
Supplies and Expenses 283,471 149,502 247,065 289,206 242,890
Subtotal 283,471 149,502 247,065 289,206 242,890
Gas Tax Fund
Supplies and Expenses 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Subtotal 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Housing Authority Fund
Supplies and Expenses (129,000) (92,355) (65,258) 239,152 353,897
Subtotal (129,000) (92,355) (65,258) 239,152 353,897
Local Return Fund
Supplies and Expenses 550,700 684,378 738,000 965,938 965,938
Subtotal 550,700 684,378 738,000 965,938 965,938
Low/Moderate Income Housing Asset Fund
Supplies and Expenses (3,697,355) 362,827 372,657 389,364 389,364
Subtotal (3,697,355) 362,827 372,657 389,364 389,364
7.A.a
Packet Pg. 789 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
152
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - NON-DEPARTMENTAL
Non-Dept
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages (1,678,766)$ 960,149$ 6,465,228$ 5,784,057$ 4,404,310$
Supplies and Expenses 37,938,568 104,093,471 52,285,913 51,095,425 56,217,058
Subtotal 36,259,802 105,053,620 58,751,141 56,879,482 60,621,368
Airport Fund
Salaries and Wages (2,372) 7,966 22,719 822 863
Supplies and Expenses 1,873,493 (6,756,108) 682,371 636,960 659,698
Subtotal 1,871,121 (6,748,142) 705,090 637,782 660,561
Beach Recreation Fund
Salaries and Wages (4,435) 17,873 69,005 28,170 29,578
Supplies and Expenses (2,667,639) 74,238 86,811 (2,614,571) (2,483,664)
Subtotal (2,672,074) 92,111 155,816 (2,586,401) (2,454,086)
Big Blue Bus Fund
Salaries and Wages (158,561) 249,687 735,698 294,733 309,469
Supplies and Expenses (106,034) (502,923) 38,047 (168,557) (141,802)
Subtotal (264,595) (253,236) 773,745 126,176 167,667
Cemetery Fund
Salaries and Wages (24,589) (20,785) 25,762 - -
Supplies and Expenses (536,748) (483,094) (385,071) (375,716) (375,660)
Subtotal (561,337) (503,879) (359,309) (375,716) (375,660)
Clean Beaches & Ocean Parcel Tax Fund
Salaries and Wages - - 5,223 - -
Supplies and Expenses (13,827,237) 1,239,933 2,750,768 4,778,277 3,807,053
Subtotal (13,827,237) 1,239,933 2,755,991 4,778,277 3,807,053
Community Broadband Fund
Salaries and Wages (22) 3,037 80,247 - -
Supplies and Expenses 222,000 822,000 222,000 - -
Subtotal 221,978 825,037 302,247 - -
Community Development Block Grant (CDBG) Fund
Supplies and Expenses 283,471 149,502 247,065 289,206 242,890
Subtotal 283,471 149,502 247,065 289,206 242,890
Gas Tax Fund
Supplies and Expenses 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Subtotal 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Housing Authority Fund
Supplies and Expenses (129,000) (92,355) (65,258) 239,152 353,897
Subtotal (129,000) (92,355) (65,258) 239,152 353,897
Local Return Fund
Supplies and Expenses 550,700 684,378 738,000 965,938 965,938
Subtotal 550,700 684,378 738,000 965,938 965,938
Low/Moderate Income Housing Asset Fund
Supplies and Expenses (3,697,355) 362,827 372,657 389,364 389,364
Subtotal (3,697,355) 362,827 372,657 389,364 389,364
Non-DeptEXPENDITURES2020-21ACTUAL 2021-22ACTUAL 2022-23REVISEDBUDGET 2023-24 PROPOSEDBUDGET 2024-25BUDGETPLANGeneral Fund
Salaries and Wages (1,678,766)$ 960,149$ 6,465,228$ 5,784,057$ 4,404,310$
Supplies and Expenses 37,938,568 104,093,471 52,285,913 51,095,425 56,217,058
Subtotal 36,259,802 105,053,620 58,751,141 56,879,482 60,621,368
Airport Fund
Salaries and Wages (2,372) 7,966 22,719 822 863
Supplies and Expenses 1,873,493 (6,756,108) 682,371 636,960 659,698
Subtotal 1,871,121 (6,748,142) 705,090 637,782 660,561
Beach Recreation Fund
Salaries and Wages (4,435) 17,873 69,005 28,170 29,578
Supplies and Expenses (2,667,639) 74,238 86,811 (2,614,571) (2,483,664)
Subtotal (2,672,074) 92,111 155,816 (2,586,401) (2,454,086)
Big Blue Bus Fund
Salaries and Wages (158,561) 249,687 735,698 294,733 309,469
Supplies and Expenses (106,034) (502,923) 38,047 (168,557) (141,802)
Subtotal (264,595) (253,236) 773,745 126,176 167,667
Cemetery Fund
Salaries and Wages (24,589) (20,785) 25,762 - -
Supplies and Expenses (536,748) (483,094) (385,071) (375,716) (375,660)
Subtotal (561,337) (503,879) (359,309) (375,716) (375,660)
Clean Beaches & Ocean Parcel Tax Fund
Salaries and Wages - - 5,223 - -
Supplies and Expenses (13,827,237) 1,239,933 2,750,768 4,778,277 3,807,053
Subtotal (13,827,237) 1,239,933 2,755,991 4,778,277 3,807,053
Community Broadband Fund
Salaries and Wages (22) 3,037 80,247 - -
Supplies and Expenses 222,000 822,000 222,000 - -
Subtotal 221,978 825,037 302,247 - -
Community Development Block Grant (CDBG) Fund
Supplies and Expenses 283,471 149,502 247,065 289,206 242,890
Subtotal 283,471 149,502 247,065 289,206 242,890
Gas Tax Fund
Supplies and Expenses 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Subtotal 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969
Housing Authority Fund
Supplies and Expenses (129,000) (92,355) (65,258) 239,152 353,897
Subtotal (129,000) (92,355) (65,258) 239,152 353,897
Local Return Fund
Supplies and Expenses 550,700 684,378 738,000 965,938 965,938
Subtotal 550,700 684,378 738,000 965,938 965,938
Low/Moderate Income Housing Asset Fund
Supplies and Expenses (3,697,355) 362,827 372,657 389,364 389,364
Subtotal (3,697,355) 362,827 372,657 389,364 389,364
Non-Dept
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Miscellaneous Grants Fund
Supplies and Expenses 17,156,546 15,710,876 157,144 162,743 162,743
Subtotal 17,156,546 15,710,876 157,144 162,743 162,743
Parking Authority Fund
Supplies and Expenses 10,998,895 - - - -
Subtotal 10,998,895 - - - -
Pier Fund
Salaries and Wages (12,165) (3,147) 73,603 9,445 9,917
Supplies and Expenses (2,066,985) (3,411,613) (2,814,738) (585,734) (3,570,382)
Subtotal (2,079,150) (3,414,760) (2,741,135) (576,289) (3,560,465)
Resource Recovery & Recycling Fund
Salaries and Wages (110,241) 9,688 250,693 89,704 94,189
Supplies and Expenses 231,217 272,312 1,141,235 1,185,175 1,207,273
Subtotal 120,976 282,000 1,391,928 1,274,879 1,301,462
SCAQMD AB 2766 Fund
Supplies and Expenses 7,317 7,463 - - -
Subtotal 7,317 7,463 - - -
Self-insurance, Bus Fund
Supplies and Expenses 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Subtotal 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Self-insurance, General Liability/Auto Fund
Supplies and Expenses 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Subtotal 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Self-insurance, Risk Management Administration Fund
Salaries and Wages (7,321) 14,033 41,851 23,697 24,882
Supplies and Expenses (1,992,253) (2,059,268) (2,053,007) (2,846,696) (2,987,662)
Subtotal (1,999,574) (2,045,235) (2,011,156) (2,822,999) (2,962,780)
Self-insurance, Workers' Compensation Fund
Supplies and Expenses 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Subtotal 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Special Revenue Source Fund
Supplies and Expenses (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Subtotal (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Stormwater Management Fund
Supplies and Expenses 749,292 1,372,377 1,321,749 1,338,092 1,431,365
Subtotal 749,292 1,372,377 1,321,749 1,338,092 1,431,365
TORCA Fund
Supplies and Expenses 51,833 178,139 86,268 116,472 116,472
Subtotal 51,833 178,139 86,268 116,472 116,472
Vehicle Management Fund
Salaries and Wages (30,187) 6,292 57,956 27,161 28,519
Supplies and Expenses 60,833 63,311 58,960 4,690 4,874
Subtotal 30,646 69,603 116,916 31,851 33,393
7.A.a
Packet Pg. 790 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
153
Non-Dept
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Miscellaneous Grants Fund
Supplies and Expenses 17,156,546 15,710,876 157,144 162,743 162,743
Subtotal 17,156,546 15,710,876 157,144 162,743 162,743
Parking Authority Fund
Supplies and Expenses 10,998,895 - - - -
Subtotal 10,998,895 - - - -
Pier Fund
Salaries and Wages (12,165) (3,147) 73,603 9,445 9,917
Supplies and Expenses (2,066,985) (3,411,613) (2,814,738) (585,734) (3,570,382)
Subtotal (2,079,150) (3,414,760) (2,741,135) (576,289) (3,560,465)
Resource Recovery & Recycling Fund
Salaries and Wages (110,241) 9,688 250,693 89,704 94,189
Supplies and Expenses 231,217 272,312 1,141,235 1,185,175 1,207,273
Subtotal 120,976 282,000 1,391,928 1,274,879 1,301,462
SCAQMD AB 2766 Fund
Supplies and Expenses 7,317 7,463 - - -
Subtotal 7,317 7,463 - - -
Self-insurance, Bus Fund
Supplies and Expenses 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Subtotal 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Self-insurance, General Liability/Auto Fund
Supplies and Expenses 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Subtotal 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Self-insurance, Risk Management Administration Fund
Salaries and Wages (7,321) 14,033 41,851 23,697 24,882
Supplies and Expenses (1,992,253) (2,059,268) (2,053,007) (2,846,696) (2,987,662)
Subtotal (1,999,574) (2,045,235) (2,011,156) (2,822,999) (2,962,780)
Self-insurance, Workers' Compensation Fund
Supplies and Expenses 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Subtotal 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Special Revenue Source Fund
Supplies and Expenses (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Subtotal (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Stormwater Management Fund
Supplies and Expenses 749,292 1,372,377 1,321,749 1,338,092 1,431,365
Subtotal 749,292 1,372,377 1,321,749 1,338,092 1,431,365
TORCA Fund
Supplies and Expenses 51,833 178,139 86,268 116,472 116,472
Subtotal 51,833 178,139 86,268 116,472 116,472
Vehicle Management Fund
Salaries and Wages (30,187) 6,292 57,956 27,161 28,519
Supplies and Expenses 60,833 63,311 58,960 4,690 4,874
Subtotal 30,646 69,603 116,916 31,851 33,393
Non-DeptEXPENDITURES2020-21ACTUAL 2021-22ACTUAL 2022-23REVISEDBUDGET 2023-24 PROPOSEDBUDGET 2024-25BUDGETPLANMiscellaneous Grants FundSupplies and Expenses 17,156,546 15,710,876 157,144 162,743 162,743 Subtotal 17,156,546 15,710,876 157,144 162,743 162,743 Parking Authority FundSupplies and Expenses 10,998,895 - - - - Subtotal 10,998,895 - - - - Pier FundSalaries and Wages (12,165) (3,147) 73,603 9,445 9,917 Supplies and Expenses (2,066,985) (3,411,613) (2,814,738) (585,734) (3,570,382)
Subtotal (2,079,150) (3,414,760) (2,741,135) (576,289) (3,560,465)
Resource Recovery & Recycling Fund
Salaries and Wages (110,241) 9,688 250,693 89,704 94,189
Supplies and Expenses 231,217 272,312 1,141,235 1,185,175 1,207,273
Subtotal 120,976 282,000 1,391,928 1,274,879 1,301,462
SCAQMD AB 2766 Fund
Supplies and Expenses 7,317 7,463 - - -
Subtotal 7,317 7,463 - - -
Self-insurance, Bus Fund
Supplies and Expenses 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Subtotal 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090
Self-insurance, General Liability/Auto Fund
Supplies and Expenses 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Subtotal 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358
Self-insurance, Risk Management Administration Fund
Salaries and Wages (7,321) 14,033 41,851 23,697 24,882
Supplies and Expenses (1,992,253) (2,059,268) (2,053,007) (2,846,696) (2,987,662)
Subtotal (1,999,574) (2,045,235) (2,011,156) (2,822,999) (2,962,780)
Self-insurance, Workers' Compensation Fund
Supplies and Expenses 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Subtotal 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548
Special Revenue Source Fund
Supplies and Expenses (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Subtotal (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887)
Stormwater Management Fund
Supplies and Expenses 749,292 1,372,377 1,321,749 1,338,092 1,431,365
Subtotal 749,292 1,372,377 1,321,749 1,338,092 1,431,365
TORCA Fund
Supplies and Expenses 51,833 178,139 86,268 116,472 116,472
Subtotal 51,833 178,139 86,268 116,472 116,472
Vehicle Management Fund
Salaries and Wages (30,187) 6,292 57,956 27,161 28,519
Supplies and Expenses 60,833 63,311 58,960 4,690 4,874
Subtotal 30,646 69,603 116,916 31,851 33,393
Non-Dept
EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23
REVISED
BUDGET
2023-24
PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Wastewater Fund
Salaries and Wages (5,592) 24,083 65,667 17,978 18,877
Supplies and Expenses 14,947,487 (552,236) (1,333,692) (3,686,619) (2,763,211)
Subtotal 14,941,895 (528,153) (1,268,025) (3,668,641) (2,744,334)
Water Fund
Salaries and Wages (15,225) 65,500 104,078 46,827 49,169
Supplies and Expenses 1,221,097 428,007 1,246,822 1,307,071 1,344,126
Subtotal 1,205,872 493,507 1,350,900 1,353,898 1,393,295
Total All Funds
Salaries and Wages (2,049,476) 1,334,376 7,997,730 6,322,594 4,969,773
Supplies and Expenses 132,828,000 135,720,570 74,496,515 77,020,233 81,938,448
Total Non-Departmental 130,778,524$ 137,054,946$ 82,494,245$ 83,342,827$ 86,908,221$
FY 2023-25 PROPOSED BiENNiAL BUDGET
DEPARTMENTAL SUMMARiES - NON-DEPARTMENTAL
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Packet Pg. 791 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
FY 2023-25 PROPOSED BiENNiAL BUDGET
PERSONNEL AND STAFFiNG
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Packet Pg. 792 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
154
FY 2023-25 PROPOSED BiENNiAL BUDGET
PERSONNEL AND STAFFiNG - ORGANiZATiONAL CHART
CITY COUNCIL
MAYOR Gleam Davis / MAYOR PRO TEM Lana Negrete
COUNCILMEMBER Phil Brock / COUNCILMEMBER Oscar de la Torre
COUNCILMEMBER Christine Parra / COUNCILMEMBER Caroline Torosis
COUNCILMEMBER Jesse Zwick
RECORDS & ELECTION
SERVICES (CITY CLERK)
Denise Anderson-Warren
TRANSPORTATION
Edward F. King
FINANCE
Gigi Decavalles-Hughes
INFORMATION SERVICES
Joseph Cevetello
COMMUNITY
DEVELOPMENT
David Martin
HOUSING AND HUMAN
SERVICES
Danielle Noble, Acting Director
FIRE
Danny Alvarez
LIBRARY
Erica Cuyugan
POLICE
Ramon Batista
RECREATION AND ARTS
vacant
HUMAN RESOURCES
Lori Gentles
CITY ATTORNEY
Douglas Sloan
CITY MANAGER
David White
PUBLIC WORKS
Rick valte
DEPUTY
CITY MANAGER
Anuj Gupta
ASSISTANT
CITY MANAGER
Susan Cline
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Packet Pg. 793 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
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PERSONNEL AND STAFFiNG - PERSONNEL BY DEPARTMENT AND DiviSiON
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PERSONNEL AND STAFFiNG - PERSONNEL BY DEPARTMENT AND DiviSiON
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193
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PERSONNEL AND STAFFiNG - PERSONNEL BY DEPARTMENT AND DiviSiON
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194
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PERSONNEL AND STAFFiNG - PERSONNEL BY DEPARTMENT AND DiviSiON
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195
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PERSONNEL AND STAFFiNG - PERSONNEL BY DEPARTMENT AND DiviSiON
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM
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196
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
FY 2023-24 THROUGH FY 2026-27 CAPITAL IMPROVEMENT PROGRAM
The Capital improvement Program (CiP) budget process is a five-year planning cycle and is updated biennially. On
June 28, 2022, Council adopted the first year and approved the second year of the FY 2022-24 Biennial Capital
improvement Program Budget. in the face of the pandemic’s impact on capital project and construction program
resources, only a very limited number of projects were approved in the FY2022-24 Biennial CiP Budget cycle.
Those projects represented critical infrastructure needs, projects that could not be deferred without compromising
essential operations or public health and safety, and projects that would generate revenue. The changes outlined
in this Addendum are revisions to the second year of the approved Biennial Budget, FY 2022-24. These changes
are limited to priority needs that have arisen during the first year of the Biennial Budget and cannot be deferred
until the next biennial budget process. However, absent new General Fund resources, departments did identify
alternative funding options, such as grant resources, special revenue funds, Local Return Funds, BBB Enterprise
Funds and Community Development Block Grant resources to fund CiP projects.
FY 2024-27 budget plan amounts are included as a planning tool to demonstrate total anticipated capital funding
needs. However, project needs will be re-evaluated during each biennial budget cycle to ensure that budgets are
adjusted to fall within available funding limits and to best reflect updated City priorities.
DEFINITION OF CAPITAL PROJECTS
The Capital improvement Program is a five-year financial plan for the acquisition, expansion or rehabilitation of
land, buildings and other major infrastructure. Projects included in the CiP budget are those with costs exceeding
$50,000 and with useful lives of more than three years; most involve public infrastructure construction or major
equipment procurement.
FY 2023-24 EXCEPTION-BASED CIP BUDGET
The exception-based budget process occurs in the second year of the biennial budget period, and only projects that
are highly urgent are considered. Project requests are submitted to and evaluated by the CiP Team comprised of
the City Manager, Assistant City Manager, Director of Finance, and the Director of Public Works which recommends
funding or provides feedback for projects best reflecting current City priorities. CiP Project applications are also
evaluated within the context of available funding limits to ensure that extremely limited resources fund priority
projects while maintaining the City’s existing infrastructure and minimize future replacement costs. Capital budget
recommendations are presented to City Council and the community for consideration.
Changes to the FY 2023-24 CiP Budget as part of the CiP Exception-Based Budgeting process include:
•New allocation of Measure CS funds for two vehicles that require immediate funding;
•increases in allocations to existing projects based on revised estimates and available restricted funding;
•Allocation of local and grant resources; and
•Alternative funding from federal Big Blue Bus funds.
7.A.a
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197
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
REVISED BUDGET SUMMARY
The revised FY 2023-24 CiP Budget totals $104.1 million. This represents an increase of $8 million from the
originally approved FY 2023-24 CiP Budget. Of the total FY 2023-24 CiP budget, the General Fund portion
represents $13.5 million or 13 percent. Total budget amounts represent major project support to water projects
identified in the Sustainable Waster Master Plan, Water and Wastewater Main Replacement projects, and ongoing
maintenance projects.
CIP BUDGET SUMMARY BY FUND
GENERAL FUND BUDGET CHANGES
The CiP Team evaluated requests and approved $0.5 million in General Fund budget increases for the FY 2023-
24 Exception-Based CiP Budget for the Reed Park improvements project and the internal services transfer in the
vehicle Replacement Program outlined in the Project Details section and the CiP Budget Matrix. in light of the
impacts of COviD-19 on General Fund resources, funding additional new projects is not available and are included
in the Unfunded CiP List.
FUND BUDGET BUDGET PLAN
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
(01) General Fund $13,504,429 $14,989,229 $18,585,979 $15,371,629
(10) Special Revenue $2,631,300 $3,245,000 $1,176,000 $1,100,000
(11) Beach Recreation $771,720 $1,297,020 $797,020 $820,220
(12) Housing Authority $ 12,371 $12,371 $12,371 $12,371
(16) Clean Beaches & Ocean Parcel Tax - Measure V $3,260,000 $8,050,000 $50,000 $50,000
(18) SC AQMD $112,000 - - -
(19) Community Development Block Grant $1,050,000 - - -
(20) Miscellaneous Grants Fund $4,880,735 $350,000 $41,700,000 $5,540,000 -
(26) Gas Tax Fund $2,300,000 $2,000,000 $2,000,000 $2,000,000
(27) Local Return $8,585,200 $5,500,000 $5,500,000 $5,500,000
(50) Water $16,525,714 $18,693,414 $17,348,314 $12,634,314
(51) Wastewater $7,104,497 $7,645,797 $7,961,997 $8,092,597
(53) Pier $4,883,787 $5,333,787 $88,487 $3,888,487
(54) Resource Recovery & Recycling $4,113,227 $4,220,527 $4,487,627 $4,546,427
(57) Airport $8,213,889 $13,031,089 $9,734,689 $8,362,989
(59) Cemetery $249,093 $81,793 $81,793 $81,793
(60) Big Blue Bus $25,477,150 $5,341,550 $5,454,750 $5,500,950
(70) Vehicle Replacement $10,264,552 $5,960,302 $10,410,492 $8,083,752
(71) Computer Equipment Replacement $2,895,400 $2,956,300 $3,293,600 $3,293,600
(75) Risk Management Admin $ 34,188 $ 34,188 $ 34,188 $ 34,188
Total CIP Budget All Funds $116,869,252 $98,742,367 $ 128,717,307 $84,913,317
Less Internal Service Transfers ($12,789,547) ($12,865,947) ($13,618,447) ($13,961,247)
Net Total CIP Budget All Funds $104,079,705 $85,876,420 $115,098,860 $70,952,070
7.A.a
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198
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
NON-GENERAL FUND BUDGET CHANGES
The total net change proposed for Non-General Fund budgets is approximately $7.5 million. These budget
increases are outlined below in the Project Details section and the CiP Budget Matrix. All of the proposed budget
increases can be fully supported by an existing enterprise fund balance, grants, alternative funding or special
revenue source.
The FY 2023-24 CiP budget changes includes $4.3 million in net increased budget from enterprise Big Blue Bus
funding sources for projects necessary to implement the Administration Building seismic improvement project and
augmentation of the 7th Street Fencing Upgrade project. The remaining significant Non-General Fund increases are
from an appropriation of $1.25 million in Local Return revenues for the new Bus Terminal at PCH and Sunset Blvd
and Parking Structure Study, $1.05 million in the CDBG Funds toward the 19th Street Open Space Project, virginia
Avenue Park Commercial Kitchen and virginia Park Basketball Replacement project and $0.7 million in Special
Revenue Funds for the Marine Park Basketball Court Surface Reconstruction and Park improvement Program
projects. These major budget increases as well as smaller changes are outlined below in the Project Details section
and the CiP Budget Matrix.
IMPACTS ON ONGOING OPERATION
Projects that increase or expand City facilities can impact ongoing operating costs. The CiP Exception-Based
changes for FY 2023-24 do not add additional ongoing operational costs.
UNFUNDED CIP PROJECTS
Projects that were eliminated or reduced to help close the City’s funding gap resulting from the global COviD-19
crisis or did not receive funding due to extremely limited resources are listed in the Unfunded Projects table and
are tracked for consideration in future funding cycles. in many cases, these are still high priority projects, but they
remain unfunded given the limited resources. City staff will need to explore opportunities to leverage City funds
with external funding. Future project proposals will also need to acknowledge workload considerations where
existing staffing capacity is fully committed to other urgent projects or limited due to staffing levels. in some cases,
staff can continue preliminary or related work until it is possible to fully fund a broader effort.
While there are incremental increases in the amount dedicated to capital projects each year leading to FY 2026-
27, these increases will not be sufficient to address deferred infrastructure and equipment maintenance, price
escalation, 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 closure.
PROJECT DETAILS
This section outlines proposed project budget increases described in the revised budget summary and CiP Budget
Matrix. Budget increases include additional budget appropriations to projects that have revised estimates, as well
as new projects that have urgent budget needs or reflect a priority that cannot be deferred until the next biennial
CiP budget process. The following projects are organized by department and then by title.
7.A.a
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Project #
C0738
Target Completion Date
FY 2024-25
Total Project Budget
$1,777,789
Project Description
This project would provide additional funds for
new fencing along 7th Street, bus stop amenities
designed to improve the customer experience such
as the installation of trash receptacles, seating,
signage, real-time signs, automatic gates and lighting. This project will also include shared mobility parking
and a small off leash park for dogs. To further enhance the customer experience, the bus stop will also feature
outdoor dining spaces and a shared mobility space to pick-up or drop off e-bikes and e-scooters for downtown
residents, visitors, and employees . Funding in the amount of $640,700 was included in the FY 2018-20 CiP
budget and $837,089 was included in the FY 2021-22 CiP Budget. The additional $300,000 in federal funds will
augment the existing funding and will ensure the funding of the design and construction associated with this
project.
Project Justification
This unique and innovative project garnered visibility and support and earned SaMoDoT federal funding in
support of the project.
Department of Transportation
7TH STREET FENCING UPGRADE
Fund Account FY 2023-24
Big Blue Bus Fund C6007380.689000 $300,000
TOTAL PROJECT BUDGET $300,000
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
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200
Project #
C0740
Target Completion Date
FY 2025-26
Total Project Budget
$6,780,000
Project Description
The original scope of work for this project included
seismic retrofit work for addressing structural
deficiencies in BBB’s operations-administration
building identified in a comprehensive facility
structural analysis that was completed in FY 2019-120. The scope included an alternative analysis for
adding more space to the Motor Coach Operator Ready Room on the 1st floor, and modifications to BBB’s
Communication and Dispatch Center located on the first floor. The project was initially de-scoped due to
budgetary reasons as a result of staff restructuring and service reductions due to COviD 19. The new scope
of work includes all seismic retrofit work on the building and the subterranean parking structure sheer walls,
and minor modifications to the 2nd floor outdoor balcony (including purchase of outdoor furniture) to provide
Motor Coach Operators and staff an outdoor break and eating area to enhance wellbeing. Funding in the
amount of $2,780,000 was included in the FY 2020-22 CiP budget and the additional $4,000,000 increase will
address the scope of the project and escalation costs.
Project Justification
As a result of a comprehensive facility infrastructure assessment, it was determined that BBB’s Operations
– Administration Facility required seismic retrofit work to ensure the building was safe for staff. During the
assessment, staff scoped out a project option for the potential expansion of the MCO Ready Room on the 1st
floor and the Communication/Dispatch Office to address adequate healthy space for Motor Coach Operators
(MCO’s) to appropriately take breaks and to accommodate BBB’s new Radio/CAD/AvL equipment in the
Communication Center.
Department of Transportation
ADMINISTRATION BUILDING UPGRADES
Fund Account FY 2023-24
Big Blue Bus Fund C6007400.689000 $4,000,000
TOTAL PROJECT BUDGET $4,000,000
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
7.A.a
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201
Project #
C0884
Target Completion Date
FY 2024-25
Total Project Budget
$1,000,000
Project Description
This project would fund the construction of a
transit hub which would include bus shelters,
benches, real-time and wayfinding signage, trash
cans , bike racks, and lighting. in addition, a full turn around for bus drop-off and pick-up with any required
ramps would be created.
Project Justification
This project is needed to create a transit hub where Big Blue Bus Route 9 can provide direct access, enhance
connectivity with Metro's PCH service, and provide a place to terminate and turnaround. Currently, BBB Route 9
travels on Sunset but does not reach PCH because there is no place to terminate or turnaround, and a major gap
in transit service exists for people connecting from BBB Route 9 to the rest of the transit network along the coast.
The transit hub will provide direct access to the beach for transit riders, including those with disabilities. Besides
beach access, BBB Route 9 could also be used to connect Metro's PCH service.
Department of Transportation
BUS TERMINAL AT PCH AND SUNSET BLVD
Fund Account FY 2023-24
Local Return – Prop A C2708840.689140 $1,000,000
TOTAL PROJECT BUDGET $1,000,000
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
7.A.a
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202
Project #
C0885
Target Completion Date
FY 2023-24
Total Project Budget
$250,000
Project Description
This project would fund a parking garage study/
analysis on parking supply and demand that will
inform future decisions on parking lots.
Project Justification
To make informed decisions on the City's parking garage infrastructure and surface lots, a comprehensive study
is needed. The selected consultant will analyze the current parking operations and management practices within
the Downtown area, during both peak and non-peak conditions and make planning, financial, and operational
recommendations for the project area.
Department of Transportation
PARKING STRUCTURE STUDY
Fund Account FY 2023-24
Local Return -Meas. M C2708850.689110 $250,000
TOTAL PROJECT BUDGET $250,000
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
7.A.a
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203
Project #
C0818
Target Completion Date
FY 2024-25
Total Project Budget
$1,204,115
Project Description
The Wilshire Transportation Safety Project will
install transportation safety improvements at
seven high crash intersection locations on Wilshire
Blvd. The Wilshire Blvd Safety Study identified
these locations based on community input, adjacency to schools and parks, and amount of crash incidents.
The project would reduce crashes, significantly enhance crossing conditions for people walking, and improve
connections to bus service. The additional available grant funding will ensure project scope is completed.
Project Justification
This project is key in advancing Santa Monica’s vision Zero Action Plan and Pedestrian Action Plan goal of
reducing the occurrence of fatal and severe traffic related injuries. The City’s vision Zero Traffic Safety Analysis
identified Wilshire Blvd as a priority corridor for road safety improvements as multiple intersections rank in the
top ten citywide for the amount of fatal and severe injuries. The recently conducted Wilshire Blvd Safety Study
gathered extensive community input and evaluated crash data and identified seven priority locations for safety
improvements.
Department of Transportation
WILSHIRE ACTIVE TRANSPORTATION SAFETY PROJECT
Fund Account FY 2023-24
Misc. Grant C2008180.689260 $108,115
TOTAL PROJECT BUDGET $108,115
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
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204
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0882
Target Completion Date
FY 2023-24
Total Project Budget
$500,000
Project Description
This project would fund Phase i development of the
2018 19th Street parcel and would involve grading
and preparing the land for general accessibility
before installing a community garden aspect in a
future Phase ii.
Project Justification
The City purchased the 2018 19th Street parcel from the Housing Fund in FY 2019-20, using a mix of CDBG
and General Funds. The use of CDBG funds obligates the City to follow through on its commitment to develop
the space into a neighborhood serving amenity. Once developed, this 19th street space will provide a valuable
amenity to this Pico Neighborhood community. Currently the lot remains unused and fenced. Preliminary
community engagement, which began prior to the pandemic, paused when the City lost park planning staff. The
Recreation and Parks Commission has indicated a desire to develop an open space and community garden. Staff
are now poised begin phased development of the land for this purpose, first opening the space for public access
in Phase i before developing and integrating the community garden aspect in Phase ii.
Public Works
19TH STREET OPEN SPACE PROJECT - PHASE 1
Fund Account FY 2023-24
CDBG Fund C1908820.689000 $500,000
TOTAL PROJECT BUDGET $500,000
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0886
Target Completion Date
FY 2023-24
Total Project Budget
$170,000
Project Description
This project would install double bottom cylinders
that are required by elevator code, ASME A17.1
for safety purposes. Due to the age of the elevator,
re-occurring repair costs, and single jack cylinder
being used the elevator needs to be retrofitted.
Project Justification
The existing underground hydraulic cylinder, piston, and cylinder head will need to be removed and replaced
with a new double bottom design cylinder with sealed PvC encasement. The completion of the repairs will
comply with current building codes.
Public Works
CEMETERY ELEVATOR RETROFIT
Fund Account FY 2023-24
Cemetery Fund C5908860.689000 $170,000
TOTAL PROJECT BUDGET $170,000
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0880
Target Completion Date
FY 2023-24
Total Project Budget
$414,700
Project Description
This project funds the reconstruction of the two
asphalt basketball courts by grinding down the
existing asphalt and resurfacing the court. A new
layer of asphalt will be then added to the courts
along with the appropriate painted markings.
Project Justification
Marine Park basketball courts are the oldest courts in the city (built before 1986) and require repair. if this project
is not completed the basketball courts will need to remain fenced off and closed for the foreseeable future. The
cracks were patched in 2022, however, the patches did not work, and the cracks have returned requiring a full
reconstruction is needed.
Public Works
MARINE PARK BASKETBALL COURT SURFACE RECONSTRUCTION
Fund Account FY 2023-24
Special Revenue Fund C1008800.689000 $414,700
TOTAL PROJECT BUDGET $414,700
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0881
Target Completion Date
Ongoing
Total Project Budget
Ongoing
Project Description
This project would address emergency repairs
and deferred maintenance in parks, identified
by the priorities identified in the Park Condition
Assessment, in order to ensure park assets remain
clean, safe and open. improvements could include park lighting, sport courts, field and playground equipment,
dog parks, exercise equipment, pathways and trails.
Project Justification
Due to budget reductions and deferred maintenance, combined with high use during the pandemic, park
assets are beginning to wear out, becoming unsafe for use, or even require closure. This CiP would address
emergency repair and deferred maintenance projects in parks. This work would ensure parks remain clean and
safe for all citizens and visitors. The projects will be prioritized using the Park Condition Assessment.
Public Works
PARK IMPROVEMENT PROGRAM
Fund Account FY 2023-24
Special Revenue Fund C1008280.689000 $250,000
TOTAL PROJECT BUDGET $250,000
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0597
Target Completion Date
FY 2023-24
Total Project Budget
$200,000
Project Description
This project would fund the installation of
additional lighting, address deferred maintenance,
and replace amenities that have exceeded their
useful life at Reed Park. Priority will be given to
repairs identified in the upcoming Park Condition Assessment and those that provide a Clean and Safe Santa
Monica.
Project Justification
This project would enhance park amenities and public safety which would help provide residents with a feeling of
security and comfort and encourage use of Santa Monica parks by all park patrons.
Public Works
REED PARK IMPROVEMENT
Fund Account FY 2023-24
General Fund C0105970.689000 $200,000
TOTAL PROJECT BUDGET $200,000
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0883
Target Completion Date
FY 2023-24
Total Project Budget
$400,000
Project Description
This project funds the reconstruction of the
basketball court at virginia Avenue Park. A new
layer of asphalt will be added to the court along
with the appropriate painted markings.
Project Justification
The virginia Avenue Park basketball court is in increasing disrepair and will soon result in safety hazards for
basketball players. if the court is not resurfaced and repaired, it may need to be temporarily closed until funds
can be identified.
Public Works
VIRGINIA AVENUE PARK BASKETBALL COURT REPLACEMENT
Fund Account FY 2023-24
CDBG Fund C1908830.689000 $400,000
TOTAL PROJECT BUDGET $400,000
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0813
Target Completion Date
FY 2023-24
Total Project Budget
$750,000
Project Description
This project funds the conversion of the current
virginia Avenue Park Kitchen into a licensed
commercial kitchen that will generate economic
growth in local neighborhoods through small
business incubation, entrepreneur development, and job-training. The vAP Kitchen will function as an economic
driver in the Pico Neighborhood by 1) Giving residents access to a licensed commercial kitchen where they can
prepare food for public sale and become official food vendors to cater small and larger City-sponsored events as
well as other public and private events; 2) Generating economic growth in local neighborhoods in the form of
small business incubation and development, and job-training sites; and 3) Promoting community connectedness,
partnership, culture and entrepreneurship. The FY 2020-21 budget included $100,000 from the Economic
Recovery Fund and federal Community Development Block Grant funds in the amount of $500,000 were
awarded in the 2021-22 for design, construction, and other eligible costs. An additional $150,000 is now required
to complete the project due to increasing costs of construction and the unanticipated loss of expected funding
from a previously identified external funding source.
Project Justification
Converting the virginia Avenue Park Kitchen into a commercial kitchen has been one of the key suggestions
brought to light by Familias Latinas Unidas and other residents for several years. Santa Monica City Council
proposed a comprehensive economic development program declaring "incubating small businesses and
entrepreneurs" as one of the plan's five priorities.
Public Works
VIRGINIA AVENUE PARK COMMERCIAL KITCHEN
Fund Account FY 2023-24
CDBG Fund C1908130.689000 $150,000
TOTAL PROJECT BUDGET $150,000
7.A.a
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FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
Project #
C0001
Target Completion Date
Ongoing
Total Project Budget
Ongoing
Project Description
The Fleet vehicle Replacement Program funds
the ongoing replacement of City fleet vehicles
according to an established vehicle replacement
schedule. The program is funded through internal
service contributions from other funds that use City fleet vehicles. Depreciation is charged on each vehicle
every year so that the Fund has sufficient balance to purchase a new vehicle at the end of the prior vehicle's
useful life. The enhancement would fund two trucks for the Homeless Operations Services Team (HoST). The
staff will use the stakebed dump truck to transport all material that is collected from various encampments
to the landfill. vehicles will include 4-wheel drive so they can service the beach area as needed and remove
encampments located on the sand.
Project Justification
These funds are essential for purchase of two vehicles and implementation of the HoST team. Fleet vehicles
allow all staff to effectively complete daily operations and support all City strategic goals. The Program
supports revenue generating enterprise Funds such as the Resource Recovery and Recycling, Water,
Wastewater, and Airport Funds.
Public Works
VEHICLE REPLACEMENT PROGRAM
Fund Account FY 2023-24
Vehicle Repl. Fund-
Approved Budget C7000010.689000 $9,985,170
Vehicle Repl. Fund- CS
Enhancement C7000010.689000 $254,000
TOTAL PROJECT BUDGET $10,239,170
7.A.a
Packet Pg. 851 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
212
Annual internal service contributions from CS funds to vehicle Replacement Fund to account for enhancement
vehicle purchase for HoST team:
Fund Account FY 2023-24
General Fund –
Enhancement Internal
Service Contribution
I0100010.689000 $254,000
TOTAL PROJECT BUDGET $254,000
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - ADDENDUM TO FY 2022-24 CiP BUDGET
7.A.a
Packet Pg. 852 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
213
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 BUDGET BY FUND
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
GGeenneerraall FFuunndd ((0011))
C0828 C0108280.689000 Airport Conversion Planning 1,000,000 -1,000,000 250,000 3,000,000 -
C0829 C0108290.689000 Airport Park Parking Lot and Pathway Replacement - -- 268,400 - -
C0461 C0104610.689000 Alley Renewal Program - -- 350,000 350,000 350,000
C0460 C0104600.689000 Annual Paving and Sidewalk Repair Program - -- 1,000,000 1,500,000 2,000,000
C0458 C0104580.689000 Citywide Facilities Renewal Program 1,500,000 -1,500,000 2,000,000 2,000,000 2,500,000
C0804 C0108040.689000 Construction Management Software 55,000 -55,000 60,500 66,550 73,200
C0830 C0108300.689000 CCTV Security Camera Program 250,000 -250,000 250,000 250,000 250,000
C0456 C0104560.689000 Fire Apparatus Replacement - -- 1,655,000 515,000 600,000
BP Budget Plan Fire Station 5 Upgrades - -- - 351,000 -
C0822 C0108220.689000 Lobby Mural Recontextualization 250,000 -250,000 - -
C0489 C0104890.689000 Maintenance for Parking Structures and Lots 350,000 -350,000 400,000 400,000 400,000
C0707 C0107070.689000 Palisades Park Road and Drainage Improvements 340,000 -340,000 300,000 - -
C0597 C0105970.689000 Reed Park Improvements - 200,000 200,000 - - -
BP Budget Plan Self-contained Breathing Apparatus - -- - 1,200,000 -
C0836 C0108360.689000 SMFD Portable Radio Replacement 1,500,000 -1,500,000 - - -
C0466 C0104660.689000 Surface Lot Paving Program - -- 150,000 150,000 150,000
C0467 C0104670.689000 Swim Facilities Planned Maintenance 100,000 -100,000 100,000 100,000 100,000
C0837 C0108370.689000 Traffic Signal Maintenance - -- 300,000 300,000 300,000
C0465 C0104650.689000 Urban Forest Renewal 450,000 -450,000 450,000 450,000 450,000
I0003 I0100030.689000 Computer Equipment Replacement Program 1,668,030 -1,668,030 1,668,030 2,018,030 2,038,030
I0002 I0100020.689000 Telecommunications Services 352,899 -352,899 352,899 352,899 352,899
I0001 I0100010.689000 Vehicle Replacement Program 5,234,500 254,000 5,488,500 5,434,400 5,582,500 5,807,500
1133,,005500,,442299 445544,,000000 1133,,550044,,442299 1144,,998899,,222299 1188,,558855,,997799 1155,,337711,,662299
FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPP PPrroojjeeccttss
General Fund CIP Allotment 14,000,000 -14,000,000 21,000,000 21,000,000 21,000,000
Adjustment to Allotment (Prior Year CIP Savings)510,261 200,000 710,261
Measure CS Funding (Clean and Safe)-254,000 254,000
SSuubbttoottaall 1144,,551100,,226611 445544,,000000 1144,,996644,,226611
City Hall East Debt Service Contribution (1,459,832) -(1,459,832) (1,325,228) (1,163,449) (999,448)
TToottaall FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPPss 1133,,005500,,442299$$ 445544,,000000$$ 1133,,550044,,442299$$ 1199,,667744,,777722$$ 1199,,883366,,555511$$ 2200,,000000,,555522$$
RReemmaaiinniinngg BBaallaannccee -- -- --
SSppeecciiaall RReevveennuuee ((1100))
C0814 C1008140.689000 Broadway Protected Bikeway: 5th Street ‐ 26th Street 1,331,000 -1,331,000 - -
BP Budget Plan Central Core Protected Bike Network - -- 2,342,000 - -
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements - -- - - 1,000,000
C0880 C1008800.689000 Marine Park Basketball Court Surface Reconstruction -PIF - 414,700 414,700 - - -
BP Budget Plan Ocean Avenue and Pico Boulevard Protected Bike Lanes - -- 500,000 1,016,000 -
BP Budget Plan Ocean View Basketball Court - - - 53,000 - -
C0840 C1008400.689000 Olympic Boulevard Improvements 553,000 -553,000 - - -
C0881 C1008810.689000 Park Improvement Program -PIF - 250,000 250,000 250,000 100,000 100,000
BP Budget Plan Priority Signalized Intersections - - - 100,000 60,000 -
C0818 C1008180.689000 Wilshire Active Transportation Safety Project 82,600 - 82,600 - --
11,,996666,,660000$$ 666644,,770000$$ 22,,663311,,330000$$ 33,,224455,,000000$$ 11,,117766,,000000$$ 11,,110000,,000000$$
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeecctt TTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
BBeeaacchh RReeccrreeaattiioonn ((1111))
C0841 C1108410.689000 ACBH Facilities Maintenance 185,000 -185,000 700,000 200,000 200,000
C0467 C1104670.689000 Swim Facilities Planned Maintenance 65,000 -65,000 65,000 65,000 65,000
I0003 I1100030.689000 Computer Equipment Replacement Program 18,098 -18,098 18,098 18,098 18,098
I0002 I1100020.689000 Telecommunications Services 6,922 -6,922 6,922 6,922 6,922
I0001 I1100010.689000 Vehicle Replacement Program 496,700 -496,700 507,000 507,000 530,200
777711,,772200$$ --$$ 777711,,772200$$ 11,,229977,,002200$$ 779977,,002200$$ 882200,,222200$$
HHoouussiinngg AAuutthhoorriittyy ((1122))
I0003 I1200030.689000 Computer Equipment Replacement Program 8,220 -8,220 8,220 8,220 8,220
I0002 I1200020.689000 Telecommunications Services 4,151 -4,151 4,151 4,151 4,151
1122,,337711$$ --$$ 1122,,337711$$ 1122,,337711$$ 1122,,337711$$ 1122,,337711$$
CClleeaann BBeeaacchheess && OOcceeaann PPaarrcceell TTaaxx --MMeeaassuurree VV ((1166))
C0845 C1608450.689000 Pico‐Kenter Outfall and MS4 Compliance Projects ---8,000,000 --
C0462 C1604620.689000 Permeable Surface Alleys 50,000 -50,000 50,000 50,000 50,000
C0499 C1604990.689000 Surface Drainage Improvements 2,710,000 -2,710,000 ---
C0846 C1608460.689000 Watershed Facility Upgrades 500,000 - 500,000 - - -
33,,226600,,000000$$--$$33,,226600,,000000$$88,,005500,,000000$$5500,,000000$$5500,,000000$$
SSCC AAQQMMDD ((1188))
C0749 C1807490.689000 EV Action Plan Implementation 112,000 - 112,000 ---
111122,,000000$$--$$111122,,000000$$--$$--$$--$$
CCDDBBGG ((1199))
C0882 C1908820.689000 19th Street Open Space Project -Phase 1 -500,000 500,000 ---
C0883 C1908830.689000 Virginia Avenue Park Basketball Court Replacement -400,000 400,000 ---
C0813 C1908130.689000 Virginia Avenue Park Commercial Kitchen - 150,000 150,000 ---
--$$11,,005500,,000000$$11,,005500,,000000$$--$$--$$--$$
MMiisscceellllaanneeoouuss GGrraannttss ((2200))
C0672 C2006720.689000 Beach Bike Path Ramp Connection to Santa Monica Pier 911,674 911,674 ---
C0814 C2008140.689290 Broadway Protected Bikeway: 5th Street ‐ 26th Street 161,471 161,471 ---
C0815 C2008150.689290 Colorado Avenue Protected Bikelane 350,000 350,000 ---
C0852 C2008520.689000 East Pico Blvd. Safety Project 478,475 478,475 ---
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements ----5,000,000
C0840 C2008400.689000 Olympic Boulevard Improvements 1,903,000 1,903,000 ---
C0527 C2005270.689000 Pier Bridge Replacement Project (Highway Bridge Program)---41,700,000 -
BP Budget Plan Priority Signalized Intersections ----540,000
BP Budget Plan Santa Monica Boulevard Safety Study --350,000 --
C0818 C2008180.689290 Wilshire Active Transportation Safety Project-MSP 968,000 968,000 ---
C0818 C2008180.689260 Wilshire Active Transportation Safety Project-TDA -108,115 108,115 ---
44,,777722,,662200$$110088,,111155$$44,,888800,,773355$$335500,,000000$$4411,,770000,,000000$$55,,554400,,000000$$
GGaass TTaaxx ((2266))
C0460 C2604600.689610 Annual Paving and Sidewalk Repair Program 2,300,000 - 2,300,000 2,000,000 2,000,000 2,000,000
22,,330000,,000000$$--$$22 ,,330000,,000000$$22,,000000,,000000$$22,,000000,,000000$$22,,000000,,000000$$
7.A.a
Packet Pg. 853 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
214
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
GGeenneerraall FFuunndd ((0011))
C0828 C0108280.689000 Airport Conversion Planning 1,000,000 -1,000,000 250,000 3,000,000 -
C0829 C0108290.689000 Airport Park Parking Lot and Pathway Replacement ---268,400 --
C0461 C0104610.689000 Alley Renewal Program ---350,000 350,000 350,000
C0460 C0104600.689000 Annual Paving and Sidewalk Repair Program ---1,000,000 1,500,000 2,000,000
C0458 C0104580.689000 Citywide Facilities Renewal Program 1,500,000 -1,500,000 2,000,000 2,000,000 2,500,000
C0804 C0108040.689000 Construction Management Software 55,000 -55,000 60,500 66,550 73,200
C0830 C0108300.689000 CCTV Security Camera Program 250,000 -250,000 250,000 250,000 250,000
C0456 C0104560.689000 Fire Apparatus Replacement ---1,655,000 515,000 600,000
BP Budget Plan Fire Station 5 Upgrades ----351,000 -
C0822 C0108220.689000 Lobby Mural Recontextualization 250,000 -250,000 --
C0489 C0104890.689000 Maintenance for Parking Structures and Lots 350,000 -350,000 400,000 400,000 400,000
C0707 C0107070.689000 Palisades Park Road and Drainage Improvements 340,000 -340,000 300,000 --
C0597 C0105970.689000 Reed Park Improvements -200,000 200,000 ---
BP Budget Plan Self-contained Breathing Apparatus ----1,200,000 -
C0836 C0108360.689000 SMFD Portable Radio Replacement 1,500,000 -1,500,000 ---
C0466 C0104660.689000 Surface Lot Paving Program ---150,000 150,000 150,000
C0467 C0104670.689000 Swim Facilities Planned Maintenance 100,000 -100,000 100,000 100,000 100,000
C0837 C0108370.689000 Traffic Signal Maintenance ---300,000 300,000 300,000
C0465 C0104650.689000 Urban Forest Renewal 450,000 -450,000 450,000 450,000 450,000
I0003 I0100030.689000 Computer Equipment Replacement Program 1,668,030 -1,668,030 1,668,030 2,018,030 2,038,030
I0002 I0100020.689000 Telecommunications Services 352,899 -352,899 352,899 352,899 352,899
I0001 I0100010.689000 Vehicle Replacement Program 5,234,500 254,000 5,488,500 5,434,400 5,582,500 5,807,500
1133,,005500,,442299 445544,,000000 1133,,550044,,442299 1144,,998899,,222299 1188,,558855,,997799 1155,,337711,,662299
FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPP PPrroojjeeccttss
General Fund CIP Allotment 14,000,000 -14,000,000 21,000,000 21,000,000 21,000,000
Adjustment to Allotment (Prior Year CIP Savings)510,261 200,000 710,261
Measure CS Funding (Clean and Safe)- 254,000 254,000
SSuubbttoottaall 1144,,551100,,226611 445544,,000000 1144,,996644,,226611
City Hall East Debt Service Contribution (1,459,832)-(1,459,832) (1,325,228) (1,163,449) (999,448)
TToottaall FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPPss 1133,,005500,,442299$$445544,,000000$$1133,,550044,,442299$$1199,,667744,,777722$$1199,,883366,,555511$$2200,,000000,,555522$$
RReemmaaiinniinngg BBaallaannccee ------
SSppeecciiaall RReevveennuuee ((1100))
C0814 C1008140.689000 Broadway Protected Bikeway: 5th Street ‐ 26th Street 1,331,000 -1,331,000 --
BP Budget Plan Central Core Protected Bike Network ---2,342,000 --
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements -----1,000,000
C0880 C1008800.689000 Marine Park Basketball Court Surface Reconstruction -PIF -414,700 414,700 ---
BP Budget Plan Ocean Avenue and Pico Boulevard Protected Bike Lanes ---500,000 1,016,000 -
BP Budget Plan Ocean View Basketball Court ---53,000 --
C0840 C1008400.689000 Olympic Boulevard Improvements 553,000 -553,000 ---
C0881 C1008810.689000 Park Improvement Program -PIF -250,000 250,000 250,000 100,000 100,000
BP Budget Plan Priority Signalized Intersections ---100,000 60,000 -
C0818 C1008180.689000 Wilshire Active Transportation Safety Project 82,600 - 82,600 - - -
11,,996666,,660000$$666644,,770000$$22,,663311,,330000$$33,,224455,,000000$$11,,117766,,000000$$11,,110000,,000000$$
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeecctt TTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
BBeeaacchh RReeccrreeaattiioonn ((1111))
C0841 C1108410.689000 ACBH Facilities Maintenance 185,000 -185,000 700,000 200,000 200,000
C0467 C1104670.689000 Swim Facilities Planned Maintenance 65,000 -65,000 65,000 65,000 65,000
I0003 I1100030.689000 Computer Equipment Replacement Program 18,098 -18,098 18,098 18,098 18,098
I0002 I1100020.689000 Telecommunications Services 6,922 -6,922 6,922 6,922 6,922
I0001 I1100010.689000 Vehicle Replacement Program 496,700 - 496,700 507,000 507,000 530,200
777711,,772200$$--$$777711,,772200$$11,,229977,,002200$$779977,,002200$$882200,,222200$$
HHoouussiinngg AAuutthhoorriittyy ((1122))
I0003 I1200030.689000 Computer Equipment Replacement Program 8,220 -8,220 8,220 8,220 8,220
I0002 I1200020.689000 Telecommunications Services 4,151 -4,151 4,151 4,151 4,151
1122,,337711$$ --$$ 1122,,337711$$ 1122,,337711$$1122,,337711$$1122,,337711$$
CClleeaann BBeeaacchheess && OOcceeaann PPaarrcceell TTaaxx --MMeeaassuurree VV ((1166))
C0845 C1608450.689000 Pico‐Kenter Outfall and MS4 Compliance Projects - -- 8,000,000 - -
C0462 C1604620.689000 Permeable Surface Alleys 50,000 -50,000 50,000 50,000 50,000
C0499 C1604990.689000 Surface Drainage Improvements 2,710,000 -2,710,000 - - -
C0846 C1608460.689000 Watershed Facility Upgrades 500,000 -500,000 - - -
33,,226600,,000000$$ --$$ 33,,226600,,000000$$ 88,,005500,,000000$$ 5500,,000000$$ 5500,,000000$$
SSCC AAQQMMDD ((1188))
C0749 C1807490.689000 EV Action Plan Implementation 112,000 -112,000 - - -
111122,,000000$$ --$$ 111122,,000000$$ --$$ --$$ --$$
CCDDBBGG ((1199))
C0882 C1908820.689000 19th Street Open Space Project -Phase 1 - 500,000 500,000 - --
C0883 C1908830.689000 Virginia Avenue Park Basketball Court Replacement - 400,000 400,000 - - -
C0813 C1908130.689000 Virginia Avenue Park Commercial Kitchen - 150,000 150,000 - --
--$$ 11,,005500,,000000$$ 11,,005500,,000000$$ --$$ --$$ --$$
MMiisscceellllaanneeoouuss GGrraannttss ((2200))
C0672 C2006720.689000 Beach Bike Path Ramp Connection to Santa Monica Pier 911,674 911,674 - - -
C0814 C2008140.689290 Broadway Protected Bikeway: 5th Street ‐ 26th Street 161,471 161,471 - - -
C0815 C2008150.689290 Colorado Avenue Protected Bikelane 350,000 350,000 - - -
C0852 C2008520.689000 East Pico Blvd. Safety Project 478,475 478,475 - - -
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements - - - - 5,000,000
C0840 C2008400.689000 Olympic Boulevard Improvements 1,903,000 1,903,000 - - -
C0527 C2005270.689000 Pier Bridge Replacement Project (Highway Bridge Program)- - - 41,700,000 -
BP Budget Plan Priority Signalized Intersections - - - - 540,000
BP Budget Plan Santa Monica Boulevard Safety Study - - 350,000 - -
C0818 C2008180.689290 Wilshire Active Transportation Safety Project-MSP 968,000 968,000 - - -
C0818 C2008180.689260 Wilshire Active Transportation Safety Project-TDA - 108,115 108,115 - - -
44,,777722,,662200$$ 110088,,111155$$ 44,,888800,,773355$$ 335500,,000000$$ 4411,,770000,,000000$$ 55,,554400,,000000$$
GGaass TTaaxx ((2266))
C0460 C2604600.689610 Annual Paving and Sidewalk Repair Program 2,300,000 - 2,300,000 2,000,000 2,000,000 2,000,000
22,,330000,,000000$$ --$$ 22,,330000,,000000$$ 22,,000000,,000000$$ 22,,000000,,000000$$ 22,,000000,,000000$$
AAPPPPRROOVVEEDD
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((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
LLooccaall RReettuurrnn ((2277))
C0460 C2704600.689110 Annual Paving and Sidewalk Repair Program-Measure M - -- 1,000,000 1,000,000 1,000,000
C0460 C2704600.689120 Annual Paving and Sidewalk Repair Program-Measure R 1,400,000 -1,400,000 1,500,000 1,500,000 1,500,000
C0460 C2704600.689130 Annual Paving and Sidewalk Repair Program-Prop C 2,000,000 -2,000,000 1,000,000 1,000,000 1,000,000
C0672 C2706720.689110 Beach Bike Path Ramp Connection to Santa Monica Pier-Measure M 1,888,300 -1,888,300 - - -
C0884 C2708840.689140 Bus Terminal at PCH and Sunset Blvd-Prop A - 1,000,000 1,000,000 - - -
C0815 C2708150.689130 Colorado Avenue Protected Bikelane- Prop C 46,900 - 46,900 - - -
C0885 C2708850.689110 Parking Structure Study - Measure M - 250,000 250,000
C0459 C2704590.689110 Streetlight Modernization Program-Measure M 1,000,000 - 1,000,000 1,000,000 1,000,000 1,000,000
C0459 C2704590.689130 Streetlight Modernization Program-Prop C 1,000,000 -1,000,000 1,000,000 1,000,000 1,000,000
77,,333355,,220000$$ 11,,225500,,000000$$ 88,,558855,,220000$$ 55,,550000,,000000$$ 55,,550000,,000000$$ 55,,550000,,000000$$
WWaatteerr ((5500))
C0460 C5004600.689000 Annual Paving and Sidewalk Repair Program 250,000 -250,000 250,000 250,000 250,000
C0853 C5008530.689000 Arcadia Water Treatment Plant Fencing Improvements 1,000,000 - 1,000,000 - - -
C0804 C5008040.689000 Construction Management Software 11,000 -11,000 12,000 13,200 14,500
C0856 C5008560.689000 Groundwater Recharge Well SM‐11i 2,238,900 -2,238,900 - - -
C0857 C5008570.689000 Groundwater Recharge Well SM‐12i 1,500,000 -1,500,000 3,200,000 - -
C0858 C5008580.689000 Groundwater Sustainability Plan Implementation 150,000 -150,000 150,000 150,000 150,000
C0487 C5004870.689000 Non-Potable Water Main Expansion 380,300 -380,300 1,163,400 806,300 -
C0588 C5005880 689410 Olympic Wellfield Management 558,400 -558,400 665,000 665,000 665,000
C0762 C5007620.689000 Upgrades and Improvements for the City's Water Reservoirs 2,500,000 -2,500,000 4,500,000 4,000,000 -
C0485 C5004850.689000 Water Main Improvements - City Forces 289,800 -289,800 298,500 307,500 307,500
C0484 C5004840.689000 Water Main Replacement 6,955,600 -6,955,600 7,737,500 10,429,300 10,500,000
I0003 I5000030.689000 Computer Equipment Replacement Program 52,857 -52,857 52,857 52,857 52,857
I0002 I5000020.689000 Telecommunications Services 41,757 -41,757 41,757 41,757 41,757
I0001 I5000010.689000 Vehicle Replacement Program 597,100 -597,100 622,400 632,400 652,700
1166,,552255,,771144$$ --$$ 1166,,552255,,771144$$ 1188,,669933,,441144$$ 1177,,334488,,331144$$ 1122,,663344,,331144$$
WWaasstteewwaatteerr ((5511))
C0460 C5104600.689000 Annual Paving and Sidewalk Repair Program 250,000 -250,000 250,000 250,000 250,000
C0457 C5104570.689000 Hyperion Capital Payment 3,040,500 -3,040,500 3,477,800 3,582,200 3,689,600
C0486 C5104860.689000 Wastewater Main Replacement 3,376,500 -3,376,500 3,477,800 3,689,600 3,689,600
I0003 I5100030.689000 Computer Equipment Replacement Program 43,229 -43,229 43,229 43,229 43,229
I0002 I5100020.689000 Telecommunications Services 13,968 -13,968 13,968 13,968 13,968
I0001 I5100010.689000 Vehicle Replacement Program 380,300 - 380,300 383,000 383,000 406,200
77,,110044,,449977$$--$$77,,110044,,449977$$77,,664455,,779977$$77,,996611,,999977$$88,,009922,,559977$$
PPiieerr ((5533))
C0615 C5306150.689000 Pier Below Deck Fire Sprinkler ---3,400,000 -3,300,000
C0675 C5306750.689000 Pier Deck Upgrade 4,700,000 -4,700,000 ---
C0674 C5306740.689000 Pier Railing & Light Pole Replacement Program ---500,000 -500,000
C0864 C5308640.689000 Pier Trash Compactor Relocation 100,000 -100,000 850,000 --
C0719 C5307190.689000 Pier West End Substructure Upgrade ---500,000 --
I0003 I5300030.689000 Computer Equipment Replacement Program 2,419 -2,419 2,419 2,419 2,419
I0002 I5300020.689000 Telecommunications Services 10,168 -10,168 10,168 10,168 10,168
I0001 I5300010.689000 Vehicle Replacement Program 71,200 - 71,200 71,200 75,900 75,900
44,,888833,,778877$$--$$44,,888833,,778877$$55,,333333,,778877$$8888,,448877$$33,,888888,,448877$$
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 BUDGET BY FUND
7.A.a
Packet Pg. 854 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
215
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 BUDGET BY FUND
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
GGeenneerraall FFuunndd ((0011))
C0828 C0108280.689000 Airport Conversion Planning 1,000,000 -1,000,000 250,000 3,000,000 -
C0829 C0108290.689000 Airport Park Parking Lot and Pathway Replacement ---268,400 --
C0461 C0104610.689000 Alley Renewal Program ---350,000 350,000 350,000
C0460 C0104600.689000 Annual Paving and Sidewalk Repair Program ---1,000,000 1,500,000 2,000,000
C0458 C0104580.689000 Citywide Facilities Renewal Program 1,500,000 -1,500,000 2,000,000 2,000,000 2,500,000
C0804 C0108040.689000 Construction Management Software 55,000 -55,000 60,500 66,550 73,200
C0830 C0108300.689000 CCTV Security Camera Program 250,000 -250,000 250,000 250,000 250,000
C0456 C0104560.689000 Fire Apparatus Replacement ---1,655,000 515,000 600,000
BP Budget Plan Fire Station 5 Upgrades ----351,000 -
C0822 C0108220.689000 Lobby Mural Recontextualization 250,000 -250,000 --
C0489 C0104890.689000 Maintenance for Parking Structures and Lots 350,000 -350,000 400,000 400,000 400,000
C0707 C0107070.689000 Palisades Park Road and Drainage Improvements 340,000 -340,000 300,000 --
C0597 C0105970.689000 Reed Park Improvements -200,000 200,000 ---
BP Budget Plan Self-contained Breathing Apparatus ----1,200,000 -
C0836 C0108360.689000 SMFD Portable Radio Replacement 1,500,000 -1,500,000 ---
C0466 C0104660.689000 Surface Lot Paving Program ---150,000 150,000 150,000
C0467 C0104670.689000 Swim Facilities Planned Maintenance 100,000 -100,000 100,000 100,000 100,000
C0837 C0108370.689000 Traffic Signal Maintenance ---300,000 300,000 300,000
C0465 C0104650.689000 Urban Forest Renewal 450,000 -450,000 450,000 450,000 450,000
I0003 I0100030.689000 Computer Equipment Replacement Program 1,668,030 -1,668,030 1,668,030 2,018,030 2,038,030
I0002 I0100020.689000 Telecommunications Services 352,899 -352,899 352,899 352,899 352,899
I0001 I0100010.689000 Vehicle Replacement Program 5,234,500 254,000 5,488,500 5,434,400 5,582,500 5,807,500
1133,,005500,,442299 445544,,000000 1133,,550044,,442299 1144,,998899,,222299 1188,,558855,,997799 1155,,337711,,662299
FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPP PPrroojjeeccttss
General Fund CIP Allotment 14,000,000 -14,000,000 21,000,000 21,000,000 21,000,000
Adjustment to Allotment (Prior Year CIP Savings)510,261 200,000 710,261
Measure CS Funding (Clean and Safe)- 254,000 254,000
SSuubbttoottaall 1144,,551100,,226611 445544,,000000 1144,,996644,,226611
City Hall East Debt Service Contribution (1,459,832)-(1,459,832) (1,325,228) (1,163,449) (999,448)
TToottaall FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPPss 1133,,005500,,442299$$445544,,000000$$1133,,550044,,442299$$1199,,667744,,777722$$1199,,883366,,555511$$2200,,000000,,555522$$
RReemmaaiinniinngg BBaallaannccee ------
SSppeecciiaall RReevveennuuee ((1100 ))
C0814 C1008140.689000 Broadway Protected Bikeway: 5th Street ‐ 26th Street 1,331,000 -1,331,000 --
BP Budget Plan Central Core Protected Bike Network ---2,342,000 --
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements -----1,000,000
C0880 C1008800.689000 Marine Park Basketball Court Surface Reconstruction -PIF -414,700 414,700 ---
BP Budget Plan Ocean Avenue and Pico Boulevard Protected Bike Lanes ---500,000 1,016,000 -
BP Budget Plan Ocean View Basketball Court ---53,000 --
C0840 C1008400.689000 Olympic Boulevard Improvements 553,000 -553,000 ---
C0881 C1008810.689000 Park Improvement Program -PIF -250,000 250,000 250,000 100,000 100,000
BP Budget Plan Priority Signalized Intersections ---100,000 60,000 -
C0818 C1008180.689000 Wilshire Active Transportation Safety Project 82,600 - 82,600 - - -
11,,996666,,660000$$666644,,770000$$22,,663311,,330000$$33,,224455,,000000$$11,,117766,,000000$$11,,110000,,000000$$
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeecctt TTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
AAPPPPRROOVVEEDDBBUUDDGGEETTFFYY22002233--2244 IINNCCRREEAASSEE//((DDEECCRREEAASSEE))FFYY 22002233--2244 PPRROOPPOOSSEEDDBBUUDDGGEETTFFYY22002233--2244 FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277CCIIPPPPrroojjeeccttNNuummbbeerrBBUUDDGGEETTPPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunnttNNuummbbeerrBBUUDDGGEETTLLooccaallRReettuurrnn((2277))C0460 C2704600.689110 Annual Paving and Sidewalk Repair Program-Measure M ---1,000,000 1,000,000 1,000,000C0460 C2704600.689120 Annual Paving and Sidewalk Repair Program-Measure R 1,400,000 -1,400,000 1,500,000 1,500,000 1,500,000C0460 C2704600.689130 Annual Paving and Sidewalk Repair Program-Prop C 2,000,000 -2,000,000 1,000,000 1,000,000 1,000,000C0672 C2706720.689110 Beach Bike Path Ramp Connection to Santa Monica Pier-Measure M 1,888,300 -1,888,300 ---C0884 C2708840.689140 Bus Terminal at PCH and Sunset Blvd-Prop A -1,000,000 1,000,000 ---C0815 C2708150.689130 Colorado Avenue Protected Bikelane- Prop C 46,900 -46,900 ---C0885 C2708850.689110 Parking Structure Study - Measure M -250,000 250,000
C0459 C2704590.689110 Streetlight Modernization Program-Measure M 1,000,000 -1,000,000 1,000,000 1,000,000 1,000,000
C0459 C2704590.689130 Streetlight Modernization Program-Prop C 1,000,000 - 1,000,000 1,000,000 1,000,000 1,000,000
77,,333355,,220000$$11,,225500,,000000$$88,,558855,,220000$$55,,550000,,000000$$55,,550000,,000000$$55,,550000,,000000$$
WWaatteerr ((5500))
C0460 C5004600.689000 Annual Paving and Sidewalk Repair Program 250,000 -250,000 250,000 250,000 250,000
C0853 C5008530.689000 Arcadia Water Treatment Plant Fencing Improvements 1,000,000 -1,000,000 ---
C0804 C5008040.689000 Construction Management Software 11,000 -11,000 12,000 13,200 14,500
C0856 C5008560.689000 Groundwater Recharge Well SM‐11i 2,238,900 -2,238,900 ---
C0857 C5008570.689000 Groundwater Recharge Well SM‐12i 1,500,000 -1,500,000 3,200,000 --
C0858 C5008580.689000 Groundwater Sustainability Plan Implementation 150,000 -150,000 150,000 150,000 150,000
C0487 C5004870.689000 Non-Potable Water Main Expansion 380,300 -380,300 1,163,400 806,300 -
C0588 C5005880 689410 Olympic Wellfield Management 558,400 -558,400 665,000 665,000 665,000
C0762 C5007620.689000 Upgrades and Improvements for the City's Water Reservoirs 2,500,000 -2,500,000 4,500,000 4,000,000 -
C0485 C5004850.689000 Water Main Improvements - City Forces 289,800 -289,800 298,500 307,500 307,500
C0484 C5004840.689000 Water Main Replacement 6,955,600 -6,955,600 7,737,500 10,429,300 10,500,000
I0003 I5000030.689000 Computer Equipment Replacement Program 52,857 -52,857 52,857 52,857 52,857
I0002 I5000020.689000 Telecommunications Services 41,757 -41,757 41,757 41,757 41,757
I0001 I5000010.689000 Vehicle Replacement Program 597,100 -597,100 622,400 632,400 652,700
1166,,552255,,771144$$ --$$ 1166,,552255,,771144$$ 1188,,669933,,441144$$ 1177,,334488,,331144$$ 1122,,663344,,331144$$
WWaasstteewwaatteerr ((5511))
C0460 C5104600.689000 Annual Paving and Sidewalk Repair Program 250,000 -250,000 250,000 250,000 250,000
C0457 C5104570.689000 Hyperion Capital Payment 3,040,500 -3,040,500 3,477,800 3,582,200 3,689,600
C0486 C5104860.689000 Wastewater Main Replacement 3,376,500 -3,376,500 3,477,800 3,689,600 3,689,600
I0003 I5100030.689000 Computer Equipment Replacement Program 43,229 -43,229 43,229 43,229 43,229
I0002 I5100020.689000 Telecommunications Services 13,968 -13,968 13,968 13,968 13,968
I0001 I5100010.689000 Vehicle Replacement Program 380,300 -380,300 383,000 383,000 406,200
77,,110044,,449977$$ --$$ 77,,110044,,449977$$ 77,,664455,,779977$$ 77,,996611,,999977$$ 88,,009922,,559977$$
PPiieerr ((5533))
C0615 C5306150.689000 Pier Below Deck Fire Sprinkler - -- 3,400,000 - 3,300,000
C0675 C5306750.689000 Pier Deck Upgrade 4,700,000 -4,700,000 - --
C0674 C5306740.689000 Pier Railing & Light Pole Replacement Program - -- 500,000 - 500,000
C0864 C5308640.689000 Pier Trash Compactor Relocation 100,000 - 100,000 850,000 - -
C0719 C5307190.689000 Pier West End Substructure Upgrade - - - 500,000 - -
I0003 I5300030.689000 Computer Equipment Replacement Program 2,419 - 2,419 2,419 2,419 2,419
I0002 I5300020.689000 Telecommunications Services 10,168 - 10,168 10,168 10,168 10,168
I0001 I5300010.689000 Vehicle Replacement Program 71,200 - 71,200 71,200 75,900 75,900
44,,888833,,778877$$ --$$ 44,,888833,,778877$$ 55,,333333,,778877$$ 8888,,448877$$ 33,,888888,,448877$$
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
RReessoouurrccee RReeccoovveerryy && RReeccyycclliinngg ((5544))
C0454 C5404540.689000 Refuse & Recycling Container Replacement Program 900,000 -900,000 920,000 950,000 980,000
I0003 I5400030.689000 Computer Equipment Replacement Program 35,971 -35,971 35,971 35,971 35,971
I0002 I5400020.689000 Telecommunications Services 7,256 -7,256 7,256 7,256 7,256
I0001 I5400010.689000 Vehicle Replacement Program 3,170,000 - 3,170,000 3,257,300 3,494,400 3,523,200
44,,111133,,222277$$ --$$ 44,,111133,,222277$$ 44,,222200,,552277$$ 44,,448877,,662277$$ 44,,554466,,442277$$
AAiirrppoorrtt ((5577))
C0471 C5704710.689000 Airfield Pavement Maintenance 700,000 -700,000 700,000 700,000 700,000
C0469 C5704690.689000 Airport Building / Facilities Refurbishments 6,556,000 - 6,556,000 11,574,000 8,081,000 6,998,000
C0470 C5704700.689000 Airport Parking Lot Maintenance 523,000 - 523,000 520,000 714,000 423,000
C0561 C5705610.689000 Airport Avenue Sidewalk, Street and Slope Improvements 200,000 - 200,000 - - -
C0468 C5704680.689000 Airport Reconfiguration 105,000 -105,000 105,000 105,000 105,000
I0003 I5700030.689000 Computer Equipment Replacement Program 19,502 - 19,502 19,502 19,502 19,502
I0002 I5700020.689000 Telecommunications Services 16,387 -16,387 16,387 16,387 16,387
I0001 I5700010.689000 Vehicle Replacement Program 94,000 -94,000 96,200 98,800 101,100
88,,221133,,888899$$ --$$ 88,,221133,,888899$$ 1133,,003311,,008899$$ 99,,773344,,668899$$ 88,,336622,,998899$$
CCeemmeetteerryy ((5599))
C0886 C5908860.689000 Cemetery Elevator Retrofit - 170,000 170,000 - --
I0003 I5900030.689000 Computer Equipment Replacement Program 5,500 - 5,500 5,500 5,500 5,500
I0002 I5900020.689000 Telecommunications Services 3,093 - 3,093 3,093 3,093 3,093
I0001 I5900010.689000 Vehicle Replacement Program 70,500 - 70,500 73,200 73,200 73,200
7799,,009933$$ 117700,,000000$$ 224499,,009933$$ 8811,,779933$$ 8811,,779933$$ 8811,,779933$$
BBiigg BBlluuee BBuuss ((6600))
C0738 C6007380.689000 7th Street Fencing Upgrade - 300,000 300,000 - - -
C0740 C6007400.689000 Administration Building Upgrade - 4,000,000 4,000,000 - - -
C0475 C6004750.689000 Bus Components - BBB 3,188,800 - 3,188,800 3,198,400 3,198,400 3,198,400
C0478 C6004780.689000 Bus Stop Amenities 80,000 -80,000 80,000 80,000 80,000
C0866 C6008660.689000 Bus Stop Improvements 1,058,600 -1,058,600 - - -
C0747 C6007470.689000 Customer Experience Technology Enhancements 621,900 -621,900 636,700 682,300 731,100
C0867 C6008670.689000 Customer Service Live Chat Platform 65,000 -65,000 65,000 65,000 65,000
C0483 C6004830.689000 Facilities Upgrades & Renovations 770,900 -770,900 350,000 350,000 350,000
C0868 C6008680.689000 Fleet Asset Management System 140,000 -140,000 - - -
C0869 C6008690.689000 HVAC Replacement 198,000 -198,000 - - -
C0477 C6004770.689000 BBB Information Technology Program 747,100 -747,100 608,100 608,100 608,100
C0724 C6007240.689000 Propulsion Infrastructure Feasibility 13,822,800 -13,822,800 - - -
C0474 C6004740.689000 Radio Tower Equipment 129,400 -129,400 127,100 127,100 127,100
C0479 C6004790.689000 Service Vehicles - BBB 185,000 -185,000 - 67,600 65,000
C0482 C6004820.689000 Shop Equipment 43,400 -43,400 200,000 200,000 200,000
C0476 C6004760.689000 Yard Improvements 75,000 -75,000 25,000 25,000 25,000
I0002 I6000020.689000 Telecommunications Services 51,250 -51,250 51,250 51,250 51,250
2211,,117777,,115500$$ 44,,330000,,000000$$ 2255,,447777,,115500$$ 55,,334411,,555500$$ 55,,445544,,775500$$ 55,,550000,,995500$$
7.A.a
Packet Pg. 855 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
216
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 BUDGET BY FUND
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
GGeenneerraall FFuunndd ((0011))
C0828 C0108280.689000 Airport Conversion Planning 1,000,000 -1,000,000 250,000 3,000,000 -
C0829 C0108290.689000 Airport Park Parking Lot and Pathway Replacement ---268,400 --
C0461 C0104610.689000 Alley Renewal Program ---350,000 350,000 350,000
C0460 C0104600.689000 Annual Paving and Sidewalk Repair Program ---1,000,000 1,500,000 2,000,000
C0458 C0104580.689000 Citywide Facilities Renewal Program 1,500,000 -1,500,000 2,000,000 2,000,000 2,500,000
C0804 C0108040.689000 Construction Management Software 55,000 -55,000 60,500 66,550 73,200
C0830 C0108300.689000 CCTV Security Camera Program 250,000 -250,000 250,000 250,000 250,000
C0456 C0104560.689000 Fire Apparatus Replacement ---1,655,000 515,000 600,000
BP Budget Plan Fire Station 5 Upgrades ----351,000 -
C0822 C0108220.689000 Lobby Mural Recontextualization 250,000 -250,000 --
C0489 C0104890.689000 Maintenance for Parking Structures and Lots 350,000 -350,000 400,000 400,000 400,000
C0707 C0107070.689000 Palisades Park Road and Drainage Improvements 340,000 -340,000 300,000 --
C0597 C0105970.689000 Reed Park Improvements -200,000 200,000 ---
BP Budget Plan Self-contained Breathing Apparatus ----1,200,000 -
C0836 C0108360.689000 SMFD Portable Radio Replacement 1,500,000 -1,500,000 ---
C0466 C0104660.689000 Surface Lot Paving Program ---150,000 150,000 150,000
C0467 C0104670.689000 Swim Facilities Planned Maintenance 100,000 -100,000 100,000 100,000 100,000
C0837 C0108370.689000 Traffic Signal Maintenance ---300,000 300,000 300,000
C0465 C0104650.689000 Urban Forest Renewal 450,000 -450,000 450,000 450,000 450,000
I0003 I0100030.689000 Computer Equipment Replacement Program 1,668,030 -1,668,030 1,668,030 2,018,030 2,038,030
I0002 I0100020.689000 Telecommunications Services 352,899 -352,899 352,899 352,899 352,899
I0001 I0100010.689000 Vehicle Replacement Program 5,234,500 254,000 5,488,500 5,434,400 5,582,500 5,807,500
1133,,005500,,442299 445544,,000000 1133,,550044,,442299 1144,,998899,,222299 1188,,558855,,997799 1155,,337711,,662299
FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPP PPrroojjeeccttss
General Fund CIP Allotment 14,000,000 -14,000,000 21,000,000 21,000,000 21,000,000
Adjustment to Allotment (Prior Year CIP Savings)510,261 200,000 710,261
Measure CS Funding (Clean and Safe)- 254,000 254,000
SSuubbttoottaall 1144,,551100,,226611 445544,,000000 1144,,996644,,226611
City Hall East Debt Service Contribution (1,459,832)-(1,459,832) (1,325,228) (1,163,449) (999,448)
TToottaall FFuunnddss AAvvaaiillaabbllee ffoorr GGeenneerraall FFuunndd CCIIPPss 1133,,005500,,442299$$445544,,000000$$1133,,550044,,442299$$1199,,667744,,777722$$1199,,883366,,555511$$2200,,000000,,555522$$
RReemmaaiinniinngg BBaallaannccee ------
SSppeecciiaall RReevveennuuee ((1100 ))
C0814 C1008140.689000 Broadway Protected Bikeway: 5th Street ‐ 26th Street 1,331,000 -1,331,000 --
BP Budget Plan Central Core Protected Bike Network ---2,342,000 --
BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements -----1,000,000
C0880 C1008800.689000 Marine Park Basketball Court Surface Reconstruction -PIF -414,700 414,700 ---
BP Budget Plan Ocean Avenue and Pico Boulevard Protected Bike Lanes ---500,000 1,016,000 -
BP Budget Plan Ocean View Basketball Court ---53,000 --
C0840 C1008400.689000 Olympic Boulevard Improvements 553,000 -553,000 ---
C0881 C1008810.689000 Park Improvement Program -PIF -250,000 250,000 250,000 100,000 100,000
BP Budget Plan Priority Signalized Intersections ---100,000 60,000 -
C0818 C1008180.689000 Wilshire Active Transportation Safety Project 82,600 - 82,600 - - -
11,,996666,,660000$$666644,,770000$$22,,663311,,330000$$33,,224455,,000000$$11,,117766,,000000$$11,,110000,,000000$$
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeecctt TTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
AAPPPPRROOVVEEDD
BBUUDDGGEETT
FFYY22002233--2244
IINNCCRREEAASSEE//
((DDEECCRREEAASSEE))
FFYY 22002233--2244
PPRROOPPOOSSEEDD
BBUUDDGGEETT
FFYY 22002233--2244
FFYY22002244--2255 FFYY22002255--2266 FFYY22002266--2277
CCIIPP PPrroojjeecctt
NNuummbbeerr
BBUUDDGGEETT PPLLAANNPPrroojjeeccttTTiittlleeAAccccoouunntt
NNuummbbeerr
BBUUDDGGEETT
VVeehhiiccllee MMaannaaggeemmeenntt ((7700))
C0001 C7000010.689000 Vehicle Replacement Program 9,985,170 254,000 10,239,170 5,934,920 10,385,110 8,058,370
I0003 I7000030.689000 Computer Equipment Replacement Program 15,742 -15,742 15,742 15,742 15,742
I0002 I7000020.689000 Telecommunications Services 9,640 -9,640 9,640 9,640 9,640
1100,,001100,,555522$$ 225544,,000000$$ 1100,,226644,,555522$$ 55,,996600,,330022$$ 1100,,441100,,449922$$ 88,,008833,,775522$$
CCoommppuutteerr EEqquuiippmmeenntt RReeppllaacceemmeenntt ((7711))
C0003 C7100030.689000 Computer Equipment Replacement Program 2,109,900 -2,109,900 2,152,000 2,470,000 2,470,000
C0002 C7100020.689000 Telecommunication Services 785,500 -785,500 804,300 823,600 823,600
22,,889955,,440000$$ --$$ 22,,889955,,440000$$ 22,,995566,,330000$$ 33,,229933,,660000$$ 33,,229933,,660000$$
RRiisskk MMaannaaggeemmeenntt ((7755))
I0003 I7500030.689000 Computer Equipment Replacement Program 22,971 -22,971 22,971 22,971 22,971
I0002 I7500020.689000 Telecommunications Services 6,417 -6,417 6,417 6,417 6,417
I0001 I7500010.689000 Vehicle Replacement Program 4,800 -4,800 4,800 4,800 4,800
3344,,118888$$ --$$ 3344,,118888$$ 3344,,118888$$ 3344,,118888$$ 3344,,118888$$
TTOOTTAALL CCIIPP BBUUDDGGEETT AALLLL FFUUNNDDSS 110088,,661188,,443377$$ 88,,225500,,881155$$ 111166,,886699,,225522$$ 9988,,774422,,336677$$ 112288,,771177,,330077$$ 8844,,991133,,331177$$
Less Internal Service Transfers (12,535,547) (254,000) (12,789,547) (12,865,947) (13,618,447) (13,961,247)
NNEETT GGRRAANNDD TTOOTTAALL CCIIPP BBUUDDGGEETT AALLLL FFUUNNDDSS 9966,,008822,,889900$$ 77,,999966,,881155$$ 110044,,007799,,770055$$ 8855,,887766,,442200$$ 111155,,009988,,886600$$ 7700,,995522,,007700$$
7.A.a
Packet Pg. 856 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
217
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 UNFUNDED PROJECTS
.
PPrroojjeecctt TTiittllee EEssttiimmaatteedd PPrroojjeecctt CCoossttss
IInnffrraassttrruuccttuurree MMaaiinntteennaannccee
Camera Obscura/Art Lab Facility Maintenance 1,486,100$
City Yards Modernization - Michigan Ave Improvements 11,000,000$
Computer Replacement Contributions - General Fund Deferral 3,400,000$
Downtown Parking Structures Guardrail and Waterproofing Upgrades 6,380,000$
Fire Station 2 HVAC Replacement 1,000,000$
Historic City Hall North Wing Building System Upgrades 7,700,000$
Main Library Auditorium Upgrades 300,300$
Main Library Security Camera Replacement 102,000$
Parking Facilities Renewal Program (Annual Amount)2,200,000$
Parking Structure #1 Complete Remodel 13,370,100$
Property Room Solutions, Improvements, and Updates 1,025,200$
Public Safety Facility Security and Tenant Improvements 220,000$
Replacement Program For Parking Access & Revenue Control Systems and Equipment (Annual) 26,623,300$
Safety Upgrades for Santa Monica Public Library 880,000$
Surface Parking Lot Repaving Program (General Fund and Beach Fund) Annual Amount 11,000,000$
Vehicle Replacement Contributions - General Fund Deferral 8,060,000$
SSuubbttoottaall 9944,,774477,,000000$$
NNeeww IInnffrraassttrruuccttuurree oorr TTeecchhnnoollooggyy
EV Action Plan Implementation - EV Charging 3,300,000$
Fire Station 3 Facility Design/Build Assessment, Demo, and New Facility 28,600,000$
Fire Station 7 (Permanent Solution)4,400,000$
Fire Station 7 Tenant Improvements and Training Trailer Move 1,880,000$
License Plate Camera Recognition Program 1,200,000$
Permitting System 4,000,000$
Public Landscape Division Relocation 2,800,000$
Training Center Facility - Training Yard 5,126,220$
SSuubbttoottaall 5511,,330066,,222200$$
1
.
PPrroojjeecctt TTiittllee EEssttiimmaatteedd PPrroojjeecctt CCoossttss
PPaarrkkss
19th Street Open Space Project - Design & Construction 1,320,000$
Airport Park Expansion Phase 1 49,500,000$
Clover Park Playground Reconstruction 2,882,000$
Crescent Bay Park Improvements 3,633,000$
Gandara Park Restoration (CalTrans Clean California Local Grant)5,500,000$
Memorial Park Expansion Phase 1 (add $25M from SMC and SMMUSD)11,000,000$
Memorial Park Expansion Phase 2-3 83,600,000$
Memorial Park Playground 330,000$
Pickleball Courts 5,400,000$
SSuubbttoottaall 116633,,116655,,000000$$
PPiieerr aanndd BBeeaacchh
Beach and Pier Master Plan (Phase 2)1,320,000$
Pier Carousel Park Gazebos 616,000$
Pier Deck Upgrade 11,990,000$
Pier Railing and Light Poles 2,343,000$
Pier Restroom Repairs 172,700$
Pier Safety Enhancements ( PA System and Bollards)2,610,520$
Pier West End Substructure Upgrade 5,830,000$
SSuubbttoottaall 2244,,888822,,222200$$
PPllaannnniinngg
Library Facilities Master Plan 682,000$
668822,,000000$$
SSttrreeeettssccaappee aanndd LLiigghhttiinngg
Bergamot Station Connectivity- Phase 2 3,850,000$
Lincoln Corridor Streetscape 7,920,000$
Promenade Lighting Project 10,890,000$
Street Light Modernization Program 4,950,000$
SSuubbttoottaall 2277,,661100,,000000$$
TToottaall UUnnffuunnddeedd 336622,,339922,,444400$$
2
7.A.a
Packet Pg. 857 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
218
.
PPrroojjeecctt TTiittllee EEssttiimmaatteedd PPrroojjeecctt CCoossttss
PPaarrkkss
19th Street Open Space Project - Design & Construction 1,320,000$
Airport Park Expansion Phase 1 49,500,000$
Clover Park Playground Reconstruction 2,882,000$
Crescent Bay Park Improvements 3,633,000$
Gandara Park Restoration (CalTrans Clean California Local Grant)5,500,000$
Memorial Park Expansion Phase 1 (add $25M from SMC and SMMUSD)11,000,000$
Memorial Park Expansion Phase 2-3 83,600,000$
Memorial Park Playground 330,000$
Pickleball Courts 5,400,000$
SSuubbttoottaall 116633,,116655,,000000$$
PPiieerr aanndd BBeeaacchh
Beach and Pier Master Plan (Phase 2)1,320,000$
Pier Carousel Park Gazebos 616,000$
Pier Deck Upgrade 11,990,000$
Pier Railing and Light Poles 2,343,000$
Pier Restroom Repairs 172,700$
Pier Safety Enhancements ( PA System and Bollards)2,610,520$
Pier West End Substructure Upgrade 5,830,000$
SSuubbttoottaall 2244,,888822,,222200$$
PPllaannnniinngg
Library Facilities Master Plan 682,000$
668822,,000000$$
SSttrreeeettssccaappee aanndd LLiigghhttiinngg
Bergamot Station Connectivity- Phase 2 3,850,000$
Lincoln Corridor Streetscape 7,920,000$
Promenade Lighting Project 10,890,000$
Street Light Modernization Program 4,950,000$
SSuubbttoottaall 2277,,661100,,000000$$
TToottaall UUnnffuunnddeedd 336622,,339922,,444400$$
2
.PPrroojjeecctt TTiittllee EEssttiimmaatteedd PPrroojjeecctt CCoossttssPPaarrkkss
19th Street Open Space Project - Design & Construction 1,320,000$
Airport Park Expansion Phase 1 49,500,000$
Clover Park Playground Reconstruction 2,882,000$
Crescent Bay Park Improvements 3,633,000$
Gandara Park Restoration (CalTrans Clean California Local Grant)5,500,000$
Memorial Park Expansion Phase 1 (add $25M from SMC and SMMUSD)11,000,000$
Memorial Park Expansion Phase 2-3 83,600,000$
Memorial Park Playground 330,000$
Pickleball Courts 5,400,000$
SSuubbttoottaall 116633,,116655,,000000$$
PPiieerr aanndd BBeeaacchh
Beach and Pier Master Plan (Phase 2)1,320,000$
Pier Carousel Park Gazebos 616,000$
Pier Deck Upgrade 11,990,000$
Pier Railing and Light Poles 2,343,000$
Pier Restroom Repairs 172,700$
Pier Safety Enhancements ( PA System and Bollards)2,610,520$
Pier West End Substructure Upgrade 5,830,000$
SSuubbttoottaall 2244,,888822,,222200$$
PPllaannnniinngg
Library Facilities Master Plan 682,000$
668822,,000000$$
SSttrreeeettssccaappee aanndd LLiigghhttiinngg
Bergamot Station Connectivity- Phase 2 3,850,000$
Lincoln Corridor Streetscape 7,920,000$
Promenade Lighting Project 10,890,000$
Street Light Modernization Program 4,950,000$
SSuubbttoottaall 2277,,661100,,000000$$
TToottaall UUnnffuunnddeedd 336622,,339922,,444400$$
2
FY 2023-25 PROPOSED BiENNiAL BUDGET
CAPiTAL iMPROvEMENT PROGRAM - FY 2023-24 UNFUNDED PROJECTS
7.A.a
Packet Pg. 858 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX
7.A.a
Packet Pg. 859 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
219
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description
Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
General Fund City Manager Restoration of ongoing funding for the Neighborhood
Grant program
- 49,000 49,000
General Fund City Manager Resources to support Community Partnerships
Program, including the We Are Santa Monica Fund,
the digital kiosks, LA28 Olympics, film and event
permits, and other public-private partnership
opportunities
1.0 411,913 415,249
General Fund Community
Development
Establishment of ongoing funding for security services
program at the Pier (Measure CS)
- 604,804 616,900
General Fund Community
Development
Restoration of key positions to enhance economic
recovery work
2.0 360,299 375,171
General Fund and
CDBG
Community
Development
Establishment of a Small Business Assistance and
Tenant Improvement Fund
- 150,000 100,000
General Fund Community
Development
Funding to enhance monitoring and enforcement of
the City’s home-sharing ordinance (Measure CS)
- 130,000 130,000
General and All
Enterprise Funds
Finance Position to support payroll operations, partially funded
by enterprise funds
1.0 122,225 126,604
Risk Mgmt, Admin Finance Temporary employee hours to support the Workers'
Compensation program, funded by reallocation of
funds
0.5 - -
General Fund Fire Dept Changes in the Fire Department to strengthen to
improve Emergency Medical Services (EMS) delivery.
With the completion of the CRU pilot program,
resources are reallocated to a new EMS Battalion
Chief/Homeless Liaison, 3 new Captains serving in
the Emergency Incident Technician role (offset by the
deletion of 3 Firefighter positions), a part-time
Logistics position, a contracted case manager for high
users of 9-1-1, and restoration of a longer Recruit
Academy program that increases the ability to hire a
more diverse workforce. The enhancement is partially
funded by increased inspection revenues. (ongoing
and one-time).
(1.0)0.4 235,414 143,713
Housing and Human
Services
Positions are added to support the new Housing and
Human Services Department as the organizational
point for homelessness services and programs and to
manage a larger voucher program in the Housing
Authority. Positions include the restoration of a
Housing Manager, Housing Authority Administrator,
Staff Assistant III, and a 0.5 Housing Inspector, and a
new Sr Housing Specialist and Housing Specialist.
5.5 See below See below
Recreation and Arts Creation of Recreation and Arts Department to
enhance leadership around recreational partnership
opportunities. Positions added include a Director,
Administrative Services Officer and an Executive
Administrative Assistant.
3.0 See below See below
30,152 49,317
452,147 690,512
555,897 698,707
General Fund Housing and Human
Services
Ongoing funding for partial restoration of the direct
service programs of CREST, PAL, and VAP
- 167,750 171,105
General and All
Enterprise Funds
Housing and Human
Services
ADA Coordinator position to oversee compliance
program, partially funded by enterprise funds
1.0 161,420 166,980
Operating ExpensesStaffing Changesa
General Fund,
Housing Authority
Fund and Housing
Trust Fund
Funding (FY 2023-24 reflects prorated costs):
General Fund
Housing Authority Fund
Housing Trust Fund
7.A.a
Packet Pg. 860 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
220
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description
Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Operating ExpensesStaffing Changesa
General Fund Housing and Human
Services
Expansion of homeless multidisciplinary outreach
teams (Measure CS)
- 460,000 460,000
General Fund Housing and Human
Services
One-time funding for preparation of a Homelessness
Strategic Plan (HSP) (Measure CS)
- 400,000 -
General Fund Housing and Human
Services
Redesign of the SAMOSHEL interim housing program
to accommodate 24/7 intakes (Measure CS) (ongoing
and one-time)
- 800,000 600,000
General Fund Human Resources Funding for services to administer
selection/examination processes to establish eligibility
lists for employee recruitment
- 260,000 260,000
General Fund Human Resources Funding for classification and compensation studies - 140,000 140,000
General Fund Information Services Ongoing funding to maintain for previously one-time
funded technology related items
- 55,999 97,918
General Fund Information Services Conversion of limited term position to permanent 1.0 179,870 196,261
General Fund Library and Public
Works
Restoration of additional service hours at the Main
Library on Saturdays, extending evening hours at all
open locations (M-TH) to 8 pm, and opening the Main
Library one hour earlier (M-TH) at 10 am. This is in
addition to maintaining services funded with one-time
funds in the prior budget cycle.
3.0 1.9 510,492 527,008
General Fund Non-Departmental Ongoing funding to support the School District’s
Playground Club program
- 500,000 500,000
General Fund Non-Departmental Funding for program to offer reduced RRR rates for
qualifying low-income households
- 150,000 150,000
General Fund Police Dept Funding to expand security services program at
Downtown parking structures (Measure CS)
- 280,000 280,000
General Fund Police Dept Realignment of administrative positions in the Police
Department
- (11,830)(12,184)
General Fund Police Dept Increase Police Department staffing levels to expand
Homeless Liaison Program (HLP) and to augment
staffing in other areas of need such as the Downtown
Services Unit (Measure CS)b
7.0 2,017,804 2,084,391
General Fund Public Works Ongoing funding for maintenance of the water
features at Ken Genser and Tongva Parks (Measure
CS)
- 84,756 86,451
Water Fund Public Works Staffing changes to align positions with operational
responsibilities in the Water Division
- 12,406 12,777
General Fund Public Works Funding to increase tree pruning frequencies in high-
traffic areas to improve safety and aesthetics of our
public spaces (Measure CS)
- 120,000 120,000
General Fund and
Vehicle Mgmt.
Public Works Funding to establish specialized public space
maintenance team focusing on waste and debris
generated by people experiencing homelessness
(Measure CS)
3.0 440,355 571,385
Wastewater Fund Public Works Staffing to help advance water conservation projects
(Water Resources Protection Specialist and Sr.
Water Resources Protection Specialist)
2.0 307,847 320,696
Resource
Recovery &
Recycling
Public Works Staffing to enhance alley clearing, illegal dumping and
bulky item pickup services, bike lane sweeping,
comply with State mandatory organics recycling, and
work towards Zero Waste goal, funded by new rate
adjustments.
18.0 (2.9)1,722,502 1,790,110
7.A.a
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221
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description
Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Operating ExpensesStaffing Changesa
Airport Fund Public Works Funding to repair and replace aging equipment at
airport hangars
- 40,000 40,000
Cemetery Fund Public Works Staffing changes to align position with operational
responsibilities
- 0.4 - -
BBB, Water,
Wastewater and
Airport
Public Works and
Transporation
Funding to continue the Trades Intern Program (TIP),
which focuses on supporting and empowering
vulnerable Santa Monica youth and adults
5.0 373,430 388,130
General Fund Records & Election
Services
Restoration of passport services, almost entirely
funded by new revenues
1.0 103,373 107,132
General Fund Records & Election
Services
Upgrade of Enterprise Content Management system
(ongoing and one-time funds)
- 84,810 41,070
General Fund Recreation and Arts Funding for continuation of the Art of Recovery
program
- 250,000 250,000
General Fund Recreation and Arts Re-introduction of cost covering Swim Center
conference room rental
0.1 5,777 5,893
General Fund Recreation and Arts Positions to increase public access to Community
Recreation Facilities funded by reallocation of funds
8.8 - (7,042)
Beach Fund Recreation and Arts Restoration of cost covering position to address
demand for event rentals at the Annenberg
Community Beach House
0.5 80,224 83,350
General Fund Recreation and Arts Restoration of cost covering access hours at
Memorial Park Gym and Fitness Room and field
rentals
1.5 80,952 81,936
General Fund Recreation and Arts Creation of a new cost covering Pickleball Program,
with dedicated staff provide overall program oversight
1.0 0.6 136,720 140,655
General Fund Recreation and Arts Expand cost covering classes at new SaMoHi aquatic
facility
0.1 4,817 4,876
General Fund
Airport
RES, Library, CMO,
PW, CDD
Funding to support hybrid public meetings - public
comment
- 62,655 35,152
Big Blue Bus Transportation Staffing changes to support the BBB’s recruitment
and training efforts, maintenance needs and security
services to restore bus service to pre-pandemic levels
4.0 1,574,579 1,626,599
Total 58.0 11.5 14,658,559 14,715,822
General Fund 9,351,250 8,921,992
All Other Funds 5,307,309 5,793,830
14,658,559 14,715,822
Notes:
a. Position changes are listed here, as all changes to position counts require Council approval.
Note that the change of the total Permanent FTE count listed here (58.0) and the total in the Personnel and Staffing section (46.5) of this document is 11.5 FTEs. The
difference is as follows: 8.5 limited-term positions that are being extended or converted to permanent status. Those positions do not appear as changes in the Personnel and
Staffing section because they were already budgeted limited-term positions in FY 2022-23; therefore, continuing those FTEs in FY 2023-24 does not change the count of
FTEs year over year. Additionally, 3.0 FTE reduction for limited-term positions that expire as of June 30, 2023 are also reflected in the Personnel and Staffing section.
b. On a one-time basis until positions are filled, resources will support the Directed Action Response Team (DaRT) and be saved to invest in Police technology initiatives.
7.A.a
Packet Pg. 862 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
222
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - BUDGET CALENDAR
March - April 2023
• Presentation of the five-year financial forecast (FY 2023-24 through FY 2027-28)
• City Council receives public input and confirms budget priorities for
Fiscal Year (FY) 2023-25
• Staff develops Proposed Biennial Budget
May 2023 • Publication of Proposed Biennial Budget document for FY 2023-25
• Council Budget Study Session
June 2023 • Public hearing to adopt the Budget (adoption of first year of biennial budget and
approval of second year budget plan)
July 1, 2023 • Start of new fiscal year - FY 2023-24
January - February 2024 • Presentation of five-year financial forecast (FY 2024-25 through FY 2028-29)
• Presentation of the FY 2023-24 mid-cycle budget review
May 2024 • Proposed adjustments to the FY 2024-25 approved budget plan presented to Council
(exception-based budget adjustments)
June 2024 • Public hearing and budget adoption (adoption of second year approved budget plan for
FY 2024-25)
July 1, 2024 • Start of new fiscal year - FY 2024-25
October 2024 • Presentation of the FY 2023-24 year-end budget review
7.A.a
Packet Pg. 863 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
223
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
GENERAL POLICIES
The City will maintain sound financial practices in accordance with all Federal, State and local laws and direct its
financial resources towards meeting the City’s long-term goals.
The City will maintain and further develop programs to assure its long-term ability to pay the costs necessary to
provide the level and quality of service required by its citizens.
The City of Santa Monica annually adopts a budget for the upcoming fiscal year. Through this budget, City Council
establishes public policy by setting funding levels for departments and exercises control over City spending. The
budget further serves as a financial planning tool to ensure that the inflow of resources (revenues) is adequate to
meet both anticipated and unanticipated needs (expenditures).
FISCAL SUSTAINABILITY PHILOSOPHY
Santa Monica is committed to fiscal sustainability.
Fiscal sustainability means maintaining a long-term view of financial planning that anticipates and proactively
addresses risks to preserve and enhance quality of life and service provision as identified and prioritized through
community input.
The City commits to:
1. Informed decision-making
City staff will identify and evaluate immediate and long-term economic, social, and environmental impacts
of all issues provided for Council consideration.
2. Transparency
The City will conduct all business with transparency pursuant to applicable laws and regulations. Santa
Monica will proactively pursue ways to make financial information publicly available, accessible, and easy
to understand.
3. Aligned investments
Santa Monica pursues opportunities within the legal framework to align investments with the City’s values
and priorities as adopted by the City Council.
4. Pursuing diversified revenue sources
The City will pursue diversified revenue sources that align with community priorities and support
expenditures.
5. Managing long-term liabilities
The City will proactively identify and monitor long-term financial liabilities, including unfunded pension
obligations, and commits to taking actions to manage these commitments that prioritize the City’s long-
term financial sustainability.
7.A.a
Packet Pg. 864 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
224
THE BIENNIAL BUDGET
The City will follow a Biennial budget process, emphasizing long-range planning and effective program
management. A biennial budget process allows staff to plan ahead, to take advantage of the efficiencies when not
recreating the budget document each year to focus on strategic projects and capital budgeting, and has the added
benefit of decreasing requested budget increases from one year to the next.
The Biennial Budget will comply with the Charter of the City of Santa Monica, specifically Article Xv—Fiscal
Administration, which provides the framework for the preparation and adoption of an annual budget for each
fiscal year. This includes:
• Fiscal Year definition — July 1 through June 30.
• Proposed budget preparation by the City Manager, in consultation with each department head.
• Proposed budget submission to City Council at least 35 days prior to the beginning of each fiscal year.
• Budget adoption by City Council on or before June 30 following a public hearing where stakeholders are
given an opportunity to comment on the proposed budget.
Before the beginning of the second year of the two-year cycle, the Council will consider and approve the
exception-based budget for the second year.
The mid-year budget review analyzes the budget status at the mid-point of the year and provides an opportunity
to adjust revenue projections and make expenditure appropriation changes.
The year-end budget review makes budget transfers and additional appropriations, as necessary, to ensure that
expenditures are within budget authority.
Budget modifications may occur as necessary at any City Council meeting through staff report proposals that
receive five affirmative votes from the members of the Council.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
6. Shared responsibility
The City recognizes a shared responsibility between the employee and employer to appropriately fund
employee benefits to attract and retain employees while maintaining a long-term sustainable and
balanced budget.
7. Seeking efficiency and effectiveness
Staff will continuously explore ways to operate more efficiently while preserving effectiveness.
7.A.a
Packet Pg. 865 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
225
OPERATING BUDGET POLICIES
• The City will adopt a balanced budget annually by June 30.
• The City will make all current, ongoing expenditures with current, ongoing revenues, avoiding procedures
that balance current budgets by postponing needed expenditures or accruing future revenues.
• The City will estimate revenues using an objective and analytical process; in the case of assumption
uncertainty, conservative projections will be used.
• The City will maintain a level of expenditures that support essential services and promote quality-of-life to
its citizens.
• The City will forecast its General Fund and other major fund expenditures and revenues for a five-year
period and will update the forecast semi-annually. The forecast will be taken into consideration when
preparing budget recommendations.
• The City will endeavor to maintain a diversified and stable revenue system to minimize the impact of short-
term fluctuations in any one revenue source.
• The City will avoid targeting revenues for specific purposes whenever possible, allowing maximum flexibility
in funding decisions on an annual basis.
• One-time revenues will be used for one-time expenditures only.
• The City will investigate potential new revenue sources, particularly those that will not add to the tax
burden of residents and local businesses.
• The City will follow an accelerated pay down of its unfunded pension liability. The acceleration will be for a
period as further detailed in the section below titled, "Principles for Pension Funding". These payments will
be in addition to the Annual Required Contribution.
• Additionally, on April 11, 2023, City Council authorized staff to suspend the accelerated pay down
of its unfunded pension liability from FY 2022-23 to FY 2027-28 or later, pending restoration of City
services and maintenance budgets and reserves.
• The City will prefund other post-employment benefit obligations (OPEB) each year, setting aside the
equivalent of the actuarially-determined annual required contribution (ARC) in an irrevocable trust.
• The City will work proactively with the League of California Cities and local communities to monitor and
impact legislation that may impact the City financially.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
7.A.a
Packet Pg. 866 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
226
CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET POLICIES
• The City will biennially plan for capital improvements for a five-year period. The CiP budget will incorporate
Council priorities, community objectives, and projects that will improve operational efficiency. The CiP
Biennial Budget will be presented to Council in the second year of the Operating Biennial Budget.
• Future operating costs associated with new capital improvements will be projected and included in the
Operating Budget forecasts.
• An inventory of the City’s physical assets, their condition, and remaining useful life will be maintained.
• The City will maintain all assets at a sufficient level to protect the City’s capital investment and to minimize
future maintenance and replacement costs.
BUDGETARY CONTROL
The City Council is required to adopt an annual budget for all City departments and funds with the exception of
the Rent Control Fund. The City Council also serves as the governing body for the Santa Monica Redevelopment
Successor Agency, the Housing Authority, the Parking Authority, and the Public Financing Authority, which adopt
budgets for the Redevelopment Successor Agency, the Housing Authority and the Parking Authority Funds.
Adoption of the budget requires a majority Council vote (4 of 7 councilmembers).
The City Council approves any revisions that increase the total budgeted expenditures or revenues of any
department and fund, and any changes to staffing levels, including budgeted permanent and as-needed full-
time equivalent positions. The City Manager is authorized by the City Council to allocate the budget to more
detailed levels of control for administrative purposes. This includes changes between major object or program
categories (i.e., Salaries & Wages, Supplies & Expenses including Capital Outlay, or Capital improvements) within a
department. Budget changes to capital improvement program accounts that change or increase project scope must
be approved by Council.
Changes to the budget due to emergency work, additional project costs exceeding the budget authority, or receipt
of a grant, take place throughout the year through semi-monthly Council meetings. Citywide comprehensive
budget review takes place twice a year.
To change the budget after it is adopted requires a supermajority Council vote (5 of 7 councilmembers).
COMMUNITY INVOLVEMENT
Essential to the development of Santa Monica’s annual budget is feedback from individuals and organizations
regarding issues or programs that they believe need to be addressed with additional resources. input from the
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
7.A.a
Packet Pg. 867 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session)
227
community is received through Santa Monica’s 311 Program, and through the various forums presented by City
boards, commissions and community groups. Additional opportunity for public comments occurs at City Council
meetings when various budget updates and priority setting reports are presented and during the formal public
hearing on the proposed budget each June.
CITY OF SANTA MONICA PERFORMANCE MANAGEMENT POLICY
The City of Santa Monica supports the use of data to drive and inform decision making processes and deliver
reliable results to create a model 21st Century government and will strive to develop a comprehensive system of
performance measures.
PRINCIPLES FOR PENSION FUNDING
(in response to the severe economic downturn resulting from the COviD-19 pandemic, on May 5, 2020, the City
Council authorized suspension of the FY 2020-21 and FY 2021-22 accelerated payments and a shift from a 13-year
to a 15-year schedule. Additionally, on April 11, 2023, City Council authorized staff to suspend the accelerated pay
down of its unfunded pension liability from FY 2022-23 to FY 2027-28 or later, pending restoration of City services
and maintenance budgets and reserves.)
in view of continuing pension challenges, and following resident interest in the City’s plan to manage pensions,
in November 2018 the City Manager established an ad hoc advisory committee made up of residents and City
employees to discuss the City’s pension obligation. The Committee’s purpose was to study the issue, look at
alternatives, and develop sensible recommendations for the City Manager to consider in the development of
a proposed sustainable budget for community and City Council consideration. The Committee considered
scenarios from the independent actuary; information from City staff on the budget process, past actions, and City’s
financial status and resources; other cities’ practices and experiences; and research from group members. The
Committee unanimously voted to recommend principles for an approach to pension obligation management that
endorse a proactive approach to pension obligation management that minimizes total funds spent over time by
decreasing the interest accrued. Moreover, the Pension Advisory Committee recommended an accelerated plan to
pay down the City’s current pension unfunded liability over 13 years, to conclude in FY 2032-33. The following are
the Principles:
• The GFOA and the California Actuarial Advisory Panel (CAAP) believe it is financially advantageous to repay
or amortize unfunded pension liabilities. The Pension Advisory Committee believes the unfunded liability
represents a looming threat to Santa Monica’s safety and quality of life through erosion of vital services;
undermining workforce compensation and job security; and damaging the City’s long-term fiscal health.
• The Pension Advisory Committee believes the City should maintain prudent funded status levels and an
aggressive repayment plan to ensure that funds are available in the long run to meet City obligations and
preserve financial flexibility to meet or maintain City obligations consistent with values of the City.
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• The Pension Advisory Committee believes the City should formally commit to a repayment period of not-
to-exceed 13 years for the current unfunded pension liability, concluding in FY 2032-33. By following this
recommendation, the City is projected to save approximately $100 million.
• in the event of a fiscal emergency, the Council would have the option to reduce the annual payment for that
fiscal year to the amount required for a 15-year repayment schedule (as calculated in 2019), concluding in
FY 2034-35, only after holding a public hearing and making appropriate findings.
BASIS OF BUDGETING
Basis of budgeting for the City’s budget is consistent with the Annual Comprehensive Financial Report (ACFR) with
a few exceptions, primarily in non-cash adjustments.
Governmental funds, including general, special revenue, and capital project funds, are budgeted on a modified
accrual basis with a focus on near-term inflows and outflows of financial resources. Revenues are recognized when
they are measurable and available, while expenditures are recognized as soon as liabilities are incurred, except for
debt service, capital lease obligations, inventories, and prepaid items. Year-end encumbrances are included in the
fiscal year’s expenditures (actual, budgetary basis), as they represent financial resources committed for goods or
services to be delivered in the near future (usually within one or two months). However, many multi-year capital
projects are budgeted on a full cost basis. Year-end remaining capital budgets for active projects are continued to
the next fiscal year until the completion of the project.
Proprietary funds, including enterprise and internal service funds, are budgeted on an accrual basis similar to
private-sector businesses, with a focus on total economic resources. Revenues are recognized when they are
earned, while expenses are recognized when the liability is incurred. Year-end encumbrances are excluded from
the fiscal year’s expenses, for the transactions have not yet occurred. However, non-cash items, such as investment
adjustments to market value, depreciation, amortization and bad debt expense are not budgeted. Just as with the
governmental funds, multi-year capital projects are often budgeted on a full cost basis and the year-end active
project budgets are continued to the next year until the completion of the project.
General Fund
Special Revenue Funds
Capital Project Funds
Enterprise Funds
internal Service Funds
Basis of Accounting Modified Accrual Accrual
Exceptions:• Multi-year capital project budgets
are generally budgeted on a full cost
basis
• Multi-year capital project budgets
are generally budgeted on a full cost
basis
• Non-cash items, such as investment
adjustments to market value, are not
budgeted
• Non-cash items, such as investment
adjustments to market value,
depreciation, amortization, bad debt
expense, are not budgeted
APPROPRIATIONS LIMIT
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APPROPRIATIONS LIMIT
The Council will annually adopt a resolution establishing the City's appropriations limit (the Gann Limit) calculated
in accordance with Article Xiii-B of the Constitution of the State of California, Section 7900 et seq. of the State of
California Government Code, and any other voter approved amendments or state legislation that affect the City's
appropriations limit. Under the Gann Limit, a maximum amount is established for tax-funded government services.
That amount is to be adjusted each year depending on city population, changes in non-residential assessed value,
and the transfer of financial responsibility for various governmental activities from one level of government to
another. Any significant amount of state tax revenue received above that Gann Limit is to lead to future tax
rebates or tax cuts.
The supporting documentation used in calculating the City's appropriations limit and projected appropriations
subject to the limit will be available for public and Council review at least 15 days before Council consideration of
a resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with
final approval of the budget.
FUND POLICIES
GENERAL FUND
The City will maintain at the end of FY 2023-24 a General Fund Operating Contingency reserve at a level that
is equal to at least 13.5%, and at the end of FY 2024-25 a level that is equal to at least 14%, of the following
year’s General Fund annual operating and capital expenditure budget and subsidies to other funds covered by
ongoing revenues as originally adopted by Council. Strong reserves allowed the use of contingency and economic
uncertainty funds during the severe economic downturn that resulted from the pandemic, while the City retained
a stable Rainy Day Fund reserve level of 12.5% of ongoing expenditures in the event of a new emergency. As
revenues continue to recover, the City is committed to increase its Contingency reserve by 0.5 percentage point a
year until it once again reaches 15% in FY 2026-27.
Council approval will be required before expending funds from the Operating Contingency.
in addition to the General Fund Contingency, the City’s goal is to maintain an Economic Uncertainty reserve
balance with the level to be established as needed.
The City will maintain a balance in the General Fund for earned vacation benefits of General Fund employees.
Compensated absences for all employees are recorded in the respective funds.
The City will seek to maintain sufficient funds in its fund balance to act as potential capital contingency fund
balance. This balance is intended to be used for major capital repair where facility failure, unexpected hazards, or
destruction of City property has occurred and where repair or replacement is not planned within the established
capital, operations, or other replacement funds.
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EQUIPMENT REPLACEMENT FUNDS
The City will maintain a Fleet Replacement Fund to provide for the timely replacement of vehicles and related
equipment. To the extent possible, the City will maintain a minimum fund balance in the Fleet Replacement Fund
of at least 15% of the original purchase cost of the items accounted for in this fund. The annual contribution to this
fund will generally be based on the annual use allowance, which is determined based on the estimated life of the
vehicle or equipment and its original purchase cost. interest earnings and sales of surplus equipment as well as any
related damage and insurance recoveries will be credited to the Fleet Replacement Fund.
The City will maintain a Computer Equipment Replacement Fund to provide for the timely replacement of
information hardware technology. The annual contribution to this fund will generally be based on the annual use
allowance, which is determined based on the estimated life of the equipment and its original purchase cost. To the
extent possible, the City will maintain a minimum fund balance in the Computer Equipment Replacement Program
of at least 25% of the original purchase costs of the items accounted for in this fund.
WATER, WASTEWATER AND RESOURCE RECOVERY AND RECYCLING FUNDS
The City will maintain reserves for the purposes of offsetting unanticipated fluctuations in Water, Wastewater
or Resource Recovery and Recycling Fund revenues and expenditures to provide financial stability, including the
stability of revenues and the rates and charges related to each Enterprise. The reserves are based on the following:
Water Fund
• Operating and capital reserves based on industry and bond rating agency best practices.
• A rate stabilization reserve based on industry best practices.
Wastewater Fund
• Operating and capital reserves based on industry and bond rating agency best practices.
• A rate stabilization reserve based on industry best practices.
Resource Recovery and Recycling Fund
• Operating and capital reserves based on industry and bond rating agency best practices.
FUND BALANCE CLASSIFICATIONS
The City’s fund balance is made of the following components, or classifications:
• Non-spendable fund balance typically includes inventories, prepaid items and other items, that by definition
cannot be appropriated.
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• The restricted fund balance category includes amounts that can be used only for the specific purposes
stipulated by constitution, external resource providers, or through enabling legislations.
• The committed fund balance classification includes amounts that can be used only for the specific purposes
determined by a formal action of the City Council. The City Council has authority to establish, modify, or
rescind a fund balance commitment.
• Amounts in the assigned fund balance classification are intended to be used by the City for specific
purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or
designee has the authority to establish, modify or rescind a fund balance assignment.
• Unassigned fund balance is the residual classification for the City’s funds and includes all spendable
amounts not contained in the other classifications.
The City considers restricted or unrestricted amounts to have been spent when an expenditure is incurred for
purposes for which both restricted and unrestricted fund balance is available.
The City’s committed, assigned, or unassigned amounts are considered to have been spent when an expenditure is
incurred for purposes for which amounts in any of those unrestricted fund balance classification could be used.
INTERFUND TRANSFERS AND LOANS
in order to achieve important public policy goals, the City has established various special revenue, capital project,
debt service and enterprise funds to account for revenues whose use should be restricted to certain activities.
Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources,
expenditures and fund equity.
Any transfers between funds for operating purposes are clearly set forth in the Biennial Budget. From time to time,
interfund borrowing may be appropriate; however, this is subject to the following criteria in ensuring that the
fiduciary purpose for that fund is met: The Council must approve temporary interfund loans, while the Director of
Finance and the City Manager are authorized to negotiate and approve terms and conditions of those loans.
INDIRECT COST ALLOCATION FOR GENERAL FUND SERVICES
Proprietary and special revenue fund programs, which are financed by service user fees or grant funding, are
assessed administrative costs to reflect the true costs of doing business through the City’s indirect cost allocation
plan. This plan provides a reimbursement to the General Fund for central services costs such as custodial services,
personnel services, financial services, facilities maintenance, legal services, and administrative time, which is
directly applicable to enterprise and special revenue fund operations. Data used in determining cost allocation
is gathered from the last audited annual financials. Cost allocation plan updates will occur, at a minimum, every
five years. During years between updates, a factor reflecting a blended expenditure increase will be added to the
existing amount.
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USER FEE COST RECOVERY GOALS
City policy is to charge for the full costs of services provided by City Staff when such services benefit individual
users rather than members of the community as a whole. The City has calculated the cost of providing various
recreational services and opportunities to individuals and has discounted those costs to ensure that individuals
will be able to utilize these services and opportunities. Fees will be reviewed and updated on an ongoing basis to
ensure that they keep pace with cost of living and service delivery changes. A comprehensive analysis of City costs
and fees should be made at least every five years. in the interim, fees will be increased annually by a factor based
on the annual increase in total compensation costs, unless otherwise stated for specific fees. Fees may also be
adjusted during this interim period based on supplemental analysis whenever there have been significant changes
in the method, level or cost of service delivery.
ENTERPRISE FUND RATES
Water, Wastewater, Resource Recovery & Recycling
The City will set rates at levels that fully cover the total direct and indirect costs, including operations and
maintenance, capital outlay, and debt service of the Water, Wastewater, and Resource Recovery and Recycling
programs.
Parking
The City will set rates at levels that are needed to cover the costs to operate and maintain parking operations and
structures, taking into account market conditions and City policies to encourage use of alternate transportation
methods.
Big Blue Bus
Based on targets set under the Transportation Development Act, the City will strive to cover at least twenty percent
of transit operating costs with fare revenues.
REPORTING POLICIES
ANNUAL REPORTING
The City will prepare annual financial statements as follows:
• in accordance with Charter requirements, the City will contract for an annual audit by a qualified
independent certified public accountant. The City will strive for an unqualified auditors’ opinion.
• An Annual Comprehensive Financial Report (ACFR) will be prepared and audited by a qualified independent
public accounting firm.
• The City will strive to issue audited financial statements within 180 days after fiscal year end.
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• The City’s accounting and financial reporting systems will be maintained in conformance with generally
accepted accounting principles and standards of the Government Accounting Standards Board, and reports
will strive to meet the requirements of the GFOA’s Award for Excellence in Financing Reporting program.
INTERIM REPORTING
The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This
includes:
• Online access to the City’s financial management system by City staff
• Monthly online reports for City staff use
• Midyear and year end reviews to Council and staff
INVESTMENT POLICY
An investment policy will be submitted annually to the City Council for review and adoption.
The City will invest public funds in a manner that will provide a market rate of return after ensuring optimum
safety and meeting the daily cash flow demands of the City.
DEBT POLICY
BACKGROUND
The City maintains conservative financial policies to assure strong financial health both in the short- and
long-term. The City issues debt primarily to finance large capital investments such as construction of public
infrastructure or property acquisitions.
Maintaining the City’s bond rating is an important objective of the City’s financial policies. To this end, the City is
constantly working to improve its financial policies, budgets, forecasts, and financial health.
Effective January 1, 2017, and in accordance with Section 8855 of the Government Code, California public
agencies that issue public debt are required to certify prior to the issuance of debt that they have adopted debt
policies concerning the use of debt and that the contemplated debt issuance is consistent with those local policies.
The City’s Debt Policy set forth below complies with the requirements of Section 8855.
This debt policy shall apply to obligations issued by the City, the Santa Monica Public Financing Authority, the
Santa Monica Parking Authority, and the Successor Agency to the Santa Monica Redevelopment Agency.
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PURPOSE OF POLICY
This policy sets forth the criteria for issuance and repayment of debt. The primary objective of the Debt Policy is to
establish criteria that will protect the City’s financial integrity while providing a funding mechanism to meet the
City’s capital needs. The underlying approach of the City is, except in extraordinary circumstances, to borrow only
for capital improvements that cannot be funded on a pay-as-you-go basis. The City will not issue long-term debt to
finance current operations.
All debt issued will be in compliance with this policy, the debt limit noted in Article vi of the City Charter and with
all other relevant state and federal regulations.
A biennial review of the Debt Policy will be performed and any changes to the Debt Policy will be brought forward
for City Council consideration and approval. Further, in the event there are any recommended deviations or
exceptions from the Debt Policy when a certain bond issue is structured, those exceptions will be discussed in the
staff reports when the bond issue is presented for City Council’s consideration.
RESPONSIBILITY
Authority to issue debt is given by the City Council, exercising the powers reserved to the City under Section 6
of Article Xi of the Constitution of the State of California and Section 400 of the City Charter of the City of Santa
Monica. The Treasurer and designated staff, including the Assistant City Treasurer, assist in the duties of debt
issuance, interest payments, principal repayments and other debt-related activities.
The Director of Finance is responsible for assuring that the activities related to the issuance and payment of bonds
or other obligations will not jeopardize the bond rating.
PURPOSE OF FINANCING
Except in extraordinary circumstances, the City borrows money to fund long-term capital improvement projects
and to refinance existing debt. The issuance of debt to fund operating deficits is not permitted.
While the preferred means of financing projects is the “pay-as-you-go” method of using current revenues to pay
for capital projects because it avoids interest payments, the City would be able to undertake capital projects under
this method only if sufficient cash accumulates. Prudent use of debt financing rather than pay-as- you-go funding
of capital projects can distribute the cost of a project over its useful life, facilitate better allocation of resources
and increase financial flexibility. Debt can also be used in conjunction with pay-as-you-go financing to pay only a
portion of the project using debt if insufficient funds are available from non-debt sources.
The Treasurer, working with the Assistant Treasurer, will periodically evaluate the City’s existing debt and execute,
upon approval of the City Council, a refinancing when economically beneficial. A refinancing includes the issuance
of bonds to refund existing bonds.
See “Refunding Debt” for refunding considerations.
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BUDGETING AND CAPITAL PLANNING
The City shall develop and maintain a Five-Year capital planning process that includes a Biennial Capital
improvement Program budget and is approved and adopted by the City Council as part of the budget process. The
capital plan is informed by the City’s Five-Year forecasting process.
The decision to utilize debt to fund all or a portion of a capital project first requires an analysis by the Finance
Department of how the debt will be repaid. The source of revenues to repay the debt must be identified and the
impact of repayment of the debt on existing budget commitments must be assessed.
The Finance Department is responsible for coordinating and analyzing the debt requirements. This will include
timing of debt, calculation of outstanding debt, debt limitation calculations and compliance, impact on future debt
burdens, and current revenue requirements.
ASSET LIFE
Generally, no debt will be issued for periods exceeding the useful life or average useful lives of projects to be
financed.
TYPES OF DEBT
The following is a description of the types of long-term debt the City may issue:
General Obligation Bonds
General Obligation (GO) bonds are secured by a pledge of full faith and credit of an issuer and a promise to levy
taxes in an unlimited amount as necessary to pay debt service. GO bonds usually achieve lower rates of interest
than other financing instruments since they are considered to be a lower risk.
California State Constitution, Article 16 - Public Finance, Section 18, requires that the issuance of a GO bond by the
City must be approved by a two-thirds majority of those voting on the bond proposition. Uses of bond proceeds
are limited to the acquisition and improvement of real property.
Lease Obligations
Lease financings are long-term obligations that include Lease Revenue Bonds and Certificates of Participation.
Lease Revenue Bonds (LRBs) are lease obligations secured by an installment sale or by a lease-back arrangement
between the City and the City’s Public Financing Authority, a joint powers authority, where City revenues are
pledged to pay the lease payments, which are, in turn, used to pay debt service on the LRBs. Alternatively,
Certificates of Participation (COPs) are lease obligations secured by a financing lease between the lessee,
which would be the City, and a lessor, which may be the City’s Public Financing Authority, that undertakes the
construction of a project. These obligations do not constitute indebtedness under the state constitutional debt
limitation and, therefore, are not subject to voter approval.
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Payments to be made under valid leases are payable only in the year in which use and occupancy of the leased
property is available, and lease payments may not be accelerated. Lease financing requires the fair market rental
value of the leased property to be equal to or greater than the required debt service or lease payment schedule.
The governmental lessee is obligated to place in its Annual Budget the rental payments that are due and payable
during each fiscal year the lessee has use of the leased property.
Revenue Bonds
Revenue bonds are obligations payable from revenues generated by an enterprise as defined in Section 54300 et
seq. of the California Government Code. City issuance of revenue bonds is specifically authorized by Chapter 2.36
of the City’s Municipal Code. Since the debt service is directly paid by the enterprise, such debt is considered self-
liquidating and generally is not considered as part of the maximum debt capacity of the issuer.
The City’s utility Revenue Bonds are payable solely from the appropriate City Enterprise Fund and are not secured
by any pledge of ad valorem taxes or general fund revenues of the City. in accordance with the agreed upon bond
covenants, the revenues generated by these Enterprise Funds must be sufficient to maintain required coverage
levels, or the customer rates of the enterprise have to be raised to maintain the coverages. The issuance of revenue
bonds does not require voter approval.
Bank Loans
Under certain circumstances, it may be advantageous to obtain financing through a direct bank loan. Bank
loans can be in the form of fixed rate or variable rate loans with defined maturities or lines of credit that have
variable interest rates and flexible payment provisions. One potential advantage of bank loans is that the process
for execution is generally simpler and can be less expensive to issue than a public bond issue. Additionally, a
bank loan can often be structured in a manner that more closely conforms with specific project or repayment
considerations than a bond issue. However, since bank loans are issued in an environment less transparent than a
public debt issue, it is more difficult to assess how the proposed loan rates, fees, and terms compare to the market.
The City Treasurer will consult with the City’s Financial Advisor to determine when a bank loan is the appropriate
financing measure.
Assessment District Financing
The Municipal improvement Act of 1913 provides for a local agency to form an Assessment District to finance
certain infrastructure, including roadways, water and sewer facilities, storm drains, and other improvements often
required in connection with new development. An Assessment District must include all properties that will benefit
directly from the improvements to be constructed, and formation of the district requires an election in which at
least 50% of property owners vote in favor of the district. if an Assessment District is formed, the City may levy
assessments that can be utilized to directly finance the public improvements, or may be pledged to support debt
service on bonds, which may be issued under the improvement Bond Act of 1915. The assessments that are levied
upon each parcel must be based upon the direct and special benefit received by the property.
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LIMITATION OF INDEBTEDNESS
The City’s indebtedness is limited by Article vi of the City Charter, which states that the bonded indebtedness of
the City may not exceed the sum of 10% of the total assessed valuation of property within the City, exclusive of
any indebtedness that has been or may hereafter be incurred for the purpose of acquiring or establishing a system
of waterworks for the supplying of water, or for the purpose of constructing sewers or drains in the City, for which
purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the
State Constitution and of this Charter. The City will include all lease obligations when calculating its compliance
under this debt limit even though they may not constitute bonded indebtedness.
AFFORDABILITY TARGETS
General Obligation Debt
The decision on whether or not to assume new general obligation debt shall be based on costs and benefits,
current conditions of the municipal bond market, and the City’s ability to afford new debt and service it as
determined by an objective analytical approach. This process shall compare generally accepted measures of
affordability to the current values for the City. These measures shall include:
• Debt per capita: the outstanding principal as a percentage of population.
• Debt as a percent of assessed valuation: the outstanding principal as a percentage of assessed valuation.
General Fund-Supported Debt
The most important affordability ratio used in analyzing the City’s debt position with respect to General Fund
supported debt (e.g., lease obligations) is the Annual General Fund debt service/lease payment (e.g., payment
on lease revenue bonds) as a percentage of available revenue or expenditures. This ratio, which pertains to only
general fund backed debt, is often referred to as “lease burden.” This analysis excludes enterprise revenue bonds
and other obligations supported by dedicated revenue pledges. Additionally, this analysis may exclude other
General Fund liabilities such as loan obligations or the City’s annually required contribution to the pension system
or retiree health care costs. Liabilities of the City’s related agencies are also excluded from the debt affordability
ratios.
Credit rating agency guidelines recommend a lease burden ratio of no more than 12%; the City shall strive
to maintain its lease burden ratio below 10%. Affordability analysis as determined by this measure will be
undertaken before new General-Fund supported debt is issued.
in addition to the City’s direct debt burden, debt levels of underlying and overlapping entities such as counties,
school districts, and special districts add to a City’s overall debt burden. The City’s proportional share of the debt
of other local governmental units, which either overlap it or underlie it, is called the overlapping debt. Overlapping
debt is generally apportioned based upon relative assessed value. While the City does not control debt issuance by
other entities, it recognizes that its taxpayers share the overall debt burden. The City shall include a statement of
overlapping debt in its initial and continuing disclosure.
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Revenue Bonds
in determining the affordability of proposed revenue bonds, the City will perform an analysis comparing projected
annual net revenues (after payment of operating and maintenance expense) to estimated annual debt service.
Generally, legal covenants requiring a minimum coverage ratio are set forth in the bond documents, and are based
on the level of security provided to the bondholders. The City’s revenue bonds require a legal coverage ratio of
at least 120% for senior bonds and a coverage ratio of at least 100% for senior and subordinate debt combined.
Credit rating agencies point to a target coverage ratio of 200% for programs with large ongoing capital needs
and 150% for programs without such needs, using historical and/or projected net revenues to cover annual debt
service for bonds issued on a subordinate basis which have a 100% legal coverage ratio requirement. The City will
require a rate increase to cover both operations and debt service costs, and create debt service reserve funds to
maintain the required coverage ratios.
STRUCTURE OF DEBT
Term of Debt
Debt will be structured consistent with a fair allocation of costs to current and future beneficiaries or users.
Borrowings by the City should be of a duration that does not exceed the useful life of the improvement that it
finances and where feasible, should be shorter than the projected economic life. The standard term of long-term
borrowing is typically 15-30 years.
Debt Repayment
The City shall pay all interest and repay all debt in accordance with the terms of the bond ordinance and bond
covenants. To the extent possible, the City will seek level or declining debt service repayment schedules. However,
in some cases the City may seek an alternative debt service schedule to meet certain policy or operational
requirements.
Variable-Rate Securities
When appropriate, the City may choose to issue securities that pay a rate of interest that varies according to a pre-
determined formula or results from a periodic remarketing of the securities. Due to the potential volatility of such
instruments, the City will limit the use of variable-rate debt to the greater of $50 million or 20% of outstanding
principal.
Derivatives
The City will not use derivatives when structuring debt.
Capitalized Interest
Where appropriate, interest may be capitalized for the construction period of a revenue-producing project so that
debt service expense does not begin until the project is expected to be operational and producing revenues.
in addition, for lease back arrangements, such as those used for lease revenue bond transactions, interest may be
capitalized for the construction period, until the asset is operational. Only under extraordinary circumstances will
interest be capitalized for a period longer than the construction period. Capitalized interest is sometimes referred
to as “funded interest.”
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Call Options/Redemption Provisions
A call option, or optional redemption provision, gives the City the right to prepay or retire debt prior to its stated
maturity. This option may permit the City to achieve interest savings in the future through refunding, or in some
cases, full or partial redemption of the bonds. Generally, fixed rate tax-exempt municipal bonds are structured with
a 10-year call at par (no premium). Because the cost of call options can vary widely, depending largely on market
conditions, an evaluation of factors such as the following will be conducted in connection with each issuance:
• The time until the bonds may be called
• The price at which the bonds may be called
• The potential to generate future interest cost savings (or call option value)
• Any need for additional flexibility with respect to repayment
METHOD OF SALE
The City may issue its debt through a competitive or negotiated process. The negotiated process would be used
under the following conditions.
• The bond issue is, or contains, a refinancing that is dependent on market/interest rate timing.
• At the time of issuance, the interest rate environment or economic factors that affect the bond issue are
volatile.
• The nature of the debt is unique and requires particular skills from the underwriter(s) involved.
• The debt issued is bound by a compressed time line due to extenuating circumstances such that time is of
the essence and a competitive process cannot be accomplished, or a competitive process might result in
selection of an underwriter or other situations inconsistent with City policies.
When determined appropriate by the City Treasurer, the City will negotiate financing terms with banks and
financial institutions for specific borrowings on a private offering basis. Typically, private placements are carried
out by the City when extraneous circumstances preclude public offerings, such as an interim financing, or to avoid
the costs of a public offering for smaller issuances.
The City Treasurer will consult with the City’s Financial Advisor on an issue by issue basis to determine the
appropriate method of sale to be used.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
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PROFESSIONAL SERVICES
The City’s Finance Department shall be responsible for the solicitation and selection of professional services
that are required to administer the City’s debt program, which will follow the City’s Procurement Policy. The City
Attorney’s Office will take the lead to solicit and select bond counsel. The financial advisor, bond and disclosure
counsel, and trustee costs associated with the bond issuance will be paid with bond proceeds. Eligible City staff
costs related to issuance of long term bonds may also be reimbursed from bond proceeds.
Financial Advisor
A Financial Advisor(s) will be used to assist in the issuance of the City’s debt. The Financial Advisor will provide
the City with objective advice and analysis on debt issuance. This includes, but is not limited to, monitoring market
opportunities, structuring and pricing debt, and preparing official statements of disclosure.
Bond Counsel
The City Attorney’s Office will take the lead in selecting and contracting with the Bond Counsel and Disclosure
Counsel. All debt issued by the City will include a written opinion by bond counsel affirming that the City is
authorized to issue the proposed debt. The opinion shall include confirmation that the City has met all City and
state constitutional and statutory requirements necessary for issuance, a determination of the proposed debt’s
federal income tax status and any other components necessary for the proposed debt. Bond counsel is also
responsible for preparing all financing documents including Trust indentures and Bond resolutions and assists in
preparation of Official Statements. Disclosure Counsel shall be required to deliver a customary 10(b)-5 opinion
on City offering documents. The Disclosure Counsel will work with City staff to draft all disclosure documents for
a bond financing. The City Attorney’s Office may engage separate firms in the capacity of Bond and Disclosure
Counsel or one single firm to perform bond and disclosure counsel functions.
Underwriters
An Underwriter(s) will be used for all debt issued in a negotiated or private placement sale method. The
Underwriter is responsible for purchasing negotiated or private placement debt and reselling the debt to investors.
Trustee/Fiscal Agent
A Fiscal Agent and/or Third Party Trustee will be used to provide accurate and timely payment to bondholders and
securities processing. if there are unspent bond proceeds, funds will be held by the third party trustee. The Finance
Department will monitor funds held by third party trustees and review trustee bank statements on a monthly basis
to ensure any expenditures from the trustee accounts are in accordance with the intended use of the bonds.
CREDIT RATINGS
The City will maintain good communication with bond rating agencies about its financial condition. This effort
will include providing periodic updates on the City’s general financial condition, coordinating meetings, and
presentations in conjunction with a new issuance. The City will continually strive to maintain its bond rating by
improving financial policies, budgets, forecasts and the financial health of the City.
Credit enhancements may be used to improve or establish a credit rating on a City debt obligation. Credit
enhancements should only be used if cost effective.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
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REFUNDING DEBT
A debt refunding is a refinance of debt typically done to take advantage of lower interest rates.
Current Refunding
A current refunding is one in which the refunding bonds are issued no more than 90 days before the date upon
which the refunded bonds will be redeemed.
Advance Refunding
An advance refunding is one in which the refunding bonds are issued more than 90 days prior to the date
upon which the refunded bonds will be redeemed. Advance refundings are used to refinance outstanding debt
before the date the outstanding debt becomes due or callable. internal Revenue Code §149(d)(3) provides that
governmental bonds issued after 1985 may only be advanced refunded once over the life of a bond issuance.
Changes to the Federal tax law enacted in 2017 prohibit the issuance of advance refunding bonds after December
31, 2017; however, it is possible this prohibition will be removed in the future.
Unless otherwise justified, such as a desire to remove or change a bond covenant, a debt refunding will require
a minimum present value savings of 3%. This savings requirement for a refunding may be waived by the City
Treasurer upon a finding that such a refunding is in the City’s overall best financial interest.
DEBT SERVICE RESERVE FUND/SURETY POLICY
in instances where there is no market or credit rating agency requirement to fund a debt service reserve, or where
there is an economic cost associated with borrowing to fund a reserve fund, the City will attempt to avoid their
use. if a debt service reserve funded by bond proceeds is determined to be necessary or in the City’s best interest,
the debt service reserve fund will be held by and available to the Trustee to make principal and interest payments
to bondholders in the event that pledged revenues are insufficient to do so. The maximum size of the reserve
fund is generally governed by tax law, which permits the lesser of: 1) 10% of par; 2) 125% of average annual
debt service; and 3) 100% of maximum annual debt service. Reserve funds are typically equal to approximately
one year’s maximum debt service on the bonds. On a case-by-case basis, assuming there is no economic or credit
disadvantage, the City may issue bonds with a debt service reserve fund that is sized at a lower level.
The reserve fund requirement may also be satisfied by a surety policy, a form of insurance provided by a bond
insurer to satisfy a reserve fund requirement for a bond issuance. Under this arrangement, instead of depositing
cash in a reserve fund, the issuer buys a surety policy by paying a one-time premium equal to a percentage
of the face amount of the policy. The City may use a surety policy instead of a debt service reserve fund when
economically feasible.
The City will not rely on any uncollateralized credit instruments for any reserve requirement unless justified by
significant financial advantage.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
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ARBITRAGE REBATE MONITORING AND REPORTING
The City will, unless otherwise justified, use bond proceeds within the established time frame pursuant to the
bond ordinance, contract or other documents to avoid arbitrage rebate. Arbitrage is the interest earned on the
investment of the bond proceeds at a rate above the interest rate paid on the debt. if arbitrage occurs, the City
may be required to pay the amount of the arbitrage to the Federal Government as required by internal Revenue
Service Regulation 1.148-11. The City will maintain a system of recordkeeping and reporting to meet the arbitrage
rebate compliance requirement of the iRS regulation. For each bond issue not used within the established
time frame, the recordkeeping shall include tracking investment earnings on bond proceeds, calculating rebate
payments, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve
the tax-exempt status of the outstanding debt.
TAX CERTIFICATE COMPLIANCE
The City will comply with requirements imposed in any tax certificate to maintain the tax-exempt status of the
City’s bonds.
COVENANT COMPLIANCE
The City will comply with all covenants stated in the bond ordinance, contract, etc.
DEBT ISSUANCE REPORTING
The City will comply with all state reporting requirements for issuance of debt, including a report to the California
Debt and investment Advisory Commission (CDiAC) of any proposed debt issuance no later than 30 days prior
to the sale of any debt issue. The report shall include a certification by the issuer that it has adopted local debt
policies concerning the use of debt and that the contemplated debt issuance is consistent with these policies.
The City shall also submit a report to CDiAC of final sale no later than 21 days after sale of debt, by any method
approved by the CDiAC. The report on final sale shall include a copy of the official statement for the issue or, if
there is no official statement, the other disclosure documents and indenture.
ONGOING DISCLOSURE
The City will meet secondary disclosure requirements in a timely and comprehensive manner, as stipulated by
the SEC Rule 15c2-12. The City Treasurer shall be responsible for providing ongoing disclosure information to the
Municipal Securities Rulemaking Board’s (MSRB’s) Electronic Municipal Market Access (EMMA) system, the central
depository designated by the SEC for ongoing disclosures by municipal issuers. The City Treasurer is responsible for
maintaining compliance with disclosure standards promulgated by state and national regulatory bodies, including
the Government Accounting Standards Board (GASB), the National Federation of Municipal Analysts, the Securities
and Exchange Commission (SEC), and Generally Accepted Accounting Principles (GAAP). The City may also employ
the services of firms that improve the availability of or supplement the City’s EMMA filings. The City will also
complete and file an annual Debt Transparency Report with the California Debt investment Advisory Commission
(CDiAC) in compliance with Section 8855 of the Government Code.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
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INVESTMENT OF BOND PROCEEDS
The proceeds of the bond sales will be invested until used for the intended project in order to maximize utilization
of the public funds. The investments will be made to obtain the highest level of safety. The City of Santa Monica
investment Policy and the bond indentures govern objectives and criteria for investment of bond proceeds. The City
Treasurer and Assistant City Treasurer, or the bond trustees under the direction of the City Treasurer or Assistant
City Treasurer, will invest the bond proceeds in a manner to avoid, if possible, and minimize any potential negative
arbitrage over the life of the bond issuance, while complying with arbitrage and tax provisions.
in certain cases, particularly for bond reserve funds, it may be fiscally prudent to invest funds using a forward
delivery agreement or some other type of guaranteed investment contract. Such agreements should be obtained
under a competitive bid process under consultation with the Financial Advisor.
State and Local Government Securities (SLGS) are the preferred investment option rather than open market
securities for escrows for refunded bonds to allow for better matching of settlement dates and fewer arbitrage
regulation compliance issues.
INTERNAL CONTROL PROCEDURES
The City Treasurer is responsible for ensuring compliance with the Debt Policy.
The Finance Department will monitor the expenditure of bond proceeds in a manner consistent with its monitoring
of other City funds and will ensure that bond proceeds are expended exclusively for their authorized purpose.
Specifically, the City’s Capital improvement Project budget will include appropriations specifically for the
authorized purpose. Disbursement of bond proceeds from the trustee may be made either to reimburse the City for
expenditures the City has made to project contractors or directly from the trustee to the contractor. in either case,
the Finance Department will prepare the certificate or other required document requesting disbursement of funds
by the trustee. internal control procedures will be reviewed and amended as necessary to ensure compliance.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - FiSCAL POLiCiES
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FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - DEBT FiNANCiNG SUMMARY
The City of Santa Monica annually adopts a budget for the upcoming fiscal year. Through this
budget, City Council establishes public policy by setting funding levels for departments and
exercises control over City spending. The budget further serves as a financial planning tool
to ensure that the inflow of resources (revenues) is adequate to meet both anticipated and
unanticipated needs (expenditures).
LEGAL DEBT LIMIT AND MARGIN (JUNE 30, 2022)
Total Gross Assessed Value.........................................................................................................$45,497,990,000
Debt limit: 10% of total assessed value (1)..............................................................................$4,549,799,000
Amount of debt applicable to debt limit:
Total bonded debt.................................................................................$207,515,000
Less: Assets in debt service funds available for payment bonds................$8,508,208
Total amount of debt applicable to debt limit...........................................................................$199,006,792
Legal debt margin (2)....................................................................................................................$4,350,792,208
(1) Section 607 of the City Charter limits the bonded indebtedness of the City to 10% of the total assessed
valuation of taxable properties within the City, exclusive of any indebtedness incurred for the purpose of
constructing water supply, sewer or storm drain systems
Source: County of Los Angeles and City of Santa Monica Finance Department
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FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - SUMMARY OF LONG-TERM iNDEBTEDNESS (JUNE 30, 2022)
Date of Issue Original Issue Final Maturity
Date Interest Rates Balance
June 30, 2022
BONDS SUBJECT TO DEBT LIMIT:
Lease Revenue bonds:
Santa Monica Public Financing Authority Lease Revenue Bonds,
Series 2021 (City Yards Modernization project)
Aug 4, 2021 $64,780,000 July 1, 2051 2.125 - 5.00% $64,780,000
Santa Monica Public Financing Authority Lease Revenue Bonds,
Series 2021A
May 5, 2021 $17,860,000 July 1, 2031 4.00% $17,860,000
Santa Monica Public Financing Authority Lease Revenue Bonds,
Series 2021B
May 5, 2021 $1,840,000 July 1, 2023 0.30% $1,840,000
Santa Monica Public Finance Authority Lease Revenue Bonds,
Series 2018 (Downtown Fire Station Project)
Jun 6, 2018 $34,220,000 July 1, 2048 3.625 - 5.000% $33,625,000
Santa Monica Public Finance Authority Lease Revenue Bonds,
Series 2017 (City Services Building Project)(Green Bonds)
Sep 14, 2017 $68,565,000 July 1, 2047 3.00 - 5.00% $68,565,000
Santa Monica Public Financing Authority Lease Revenue Bonds,
Series 2015 (Civic Center Parking Project)July 9, 2015 $26,360,000 July 1, 2033 3.00 - 5.00% $19,785,000
Subtotal - Revenue bonds, governmental activities $206,455,000
General obligation bonds:
City of Santa Monica General Obligation Refunding Bonds,
Series 2012 (Library improvement Project) May 30, 2012 $11,325,000 July 1, 2022 0.20 - 4.00% $1,060,000
Subtotal - General obligation bonds, governmental activities $1,060,000
Subtotal - Bonds Subject to Debt Limit: $207,515,000
Other Debt:
Revenue bonds:
City of Santa Monica Water enterprise revenue bonds, Series
2021 August 25, 2021 $70,525,000 August 1, 2051 2.25 - 5.00% $70,525,000
Subtotal - Revenue bonds: $70,525,000
Loans:
State Water Res Control Bd installment Sale Agreement Sep 21, 2017 $75,885,903 Dec 31, 2052 1.80% $53,330,029
Subtotal - Loans: $53,330,029
Subtotal - Other Debts: $123,855,029
Total $331,370,029
Management believes it is in compliance with all debt covenants.
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FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - DEBT SERviCE SCHEDULE
FY 2023-24 FY 2024-25
Bond Descriptions Principal Interest Total Principal Interest Total
Santa Monica Public Financing Authority
Lease Revenue Bonds, Series 2021 (City Yards
Modernization project)
$1,240,000 $1,097,625 $2,337,625 $1,305,000 $2,133,250 $3,438,250
Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2021A&B $1,940,000 $675,600 $2,615,600 $2,015,000 $596,500 $2,611,500
Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2018 (Downtown Fire
Station Project)
$685,000 $1,460,888 $2,145,888 $720,000 $1,426,638 $2,146,638
Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2017
(City Services Building Project) (Green Bonds)
$1,555,000 $2,845,850 $4,400,850 $1,620,000 $2,799,200 $4,419,200
Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2015
(Civic Center Parking Project)
$1,420,000 $629,944 $2,049,944 $1,490,000 $558,944 $2,048,944
Total - General Fund $6,840,000 $6,709,906 $13,549,906 $7,150,000 $7,514,531 $14,664,531
City of Santa Monica Water Enterprise Revenue
Bonds, Series 2021 $1,380,000 $2,174,488 $3,554,488 $1,435,000 $2,118,188 $3,553,188
State Water Resources Control Board installment
Sale Agreement1 $1,828,161 $1,293,946 $3,122,107 $1,861,068 $1,261,039 $3,122,107
Total - Water Fund $3,208,161 $3,468,434 $6,676,595 $3,296,068 $3,379,227 $6,675,295
1 start date for repayment is subject to change based on completion date of the project
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FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - BOND RATiNGS
The City’s long-term financial strength is reflected in these ratings. The ratings from all three agencies were
reaffirmed. Santa Monica’s consistently high ratings reflect both a strong local economy and the City’s history of
strong and proactive financial management. Among the elements of the City’s financial management that credit
agencies have highlighted are the following:
• Historically, a very strong and diverse economy;
• very strong management, with strong financial policies and practices
• very strong budgetary flexibility, with strong reserves
• A multi-year financial forecast that is reviewed and revised regularly
• in anticipation of anticipated pandemic-induced revenue reductions, the City proactively implemented
budget adjustments at the onset of the pandemic to limit the impact on reserves.
DESCRIPTION S&P FITCH MOODY’S
Lease Revenue Bonds
Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021
(City Yards Modernization project)AA+
AA+
N/A
Santa Monica Public Financing Authority Lease Revenue Bonds, Series
2021A&B AA+ AA+Aa2
Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2018
(Downtown Fire Station Project)AA+ AA+ Aa1
Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2017
(City Services Building Project) (Green Bonds)AA+ AA+ Aa1
Santa Monica Public Financing Authority Lease Revenue Bonds,
Series 2015 (Civic Center Parking Project)AA+AA+Aa2
Revenue Bonds
City of Santa Monica Wastewater Refunding Revenue Bonds, Series 2021 AAA N/A N/A
The City has issued various bonds, primarily to support construction of City capital projects.
Below is a summary of the current ratings on the City’s outstanding debt.
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FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
ACCOUNTS PAYABLE
A short-term liability account reflecting amounts owed to private persons or organizations for goods and services
received by a government.
ACCOUNTS RECEIVABLE
An asset account reflecting amounts due from private persons or organizations for goods and services furnished by
a government (but not including amounts due from other funds or other governments).
ACCRUAL BASIS OF ACCOUNTING
A basis of accounting that recognizes the financial effect of transactions, events, and interfund activities when they
occur, regardless of when cash transactions occur.
ADOPTED BUDGET
The City Council approved annual budget establishing the legal authority for the expenditure of funds as set forth
in the adopting Council budget resolution.
AMERICAN RESCUE PLAN ACT OF 2021 (ARPA)
On March 11, 2021, President Joseph R. Biden signed into law the American Rescue Plan Act of 2021, a $1.9
trillion federal aid package designed to help the American people and American economy recover from the
prolonged impacts felt from COviD-19. This legislation provides direct payments to eligible individuals, extends
federal supplemental unemployment benefits, increases funding for the Paycheck Protection Program, provides
funds for housing stabilization and to address homelessness, and provides funds to help schools reopen safely and
for COviD-19 testing, vaccination, and treatment, among a number of other provisions that assist local businesses
and individuals who have been impacted by the pandemic. The legislation also includes $350 billion in direct
financial relief for all state, local, tribal, and territorial governments, $29.3 million of which has been allocated to
the City of Santa Monica.
AMORTIZATION
The process of decreasing or allocating a lump sum amount over a period of time, particularly for loans and other
forms of finance, including related interest and other finance charges.
ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR)
The official annual report of the City’s financial condition at the conclusion of the fiscal year. The report is prepared
to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and presentation of the
financial data in conformity with the Adopted Budget.
APPROPRIATION
Legal authorization, as required by the City Charter, granted to the City Manager by the City Council to expend
monies, and/or to incur legal obligations for specific departmental purposes. An appropriation is usually limited in
amount, as well as to the time when it may be expended.
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ASSESSED VALUATION
A dollar value placed upon real estate or other property by Los Angeles County as a basis for levying property
taxes.
ASSETS
Property owned by a government, which has monetary value.
AUDIT
Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine
if the City’s financial statements fairly present the City’s financial position and results of operations in conformity
with generally accepted accounting principles.
AUTHORIZED POSITIONS
Permanent positions authorized in the budget to be employed during the fiscal year.
BASIS OF ACCOUNTING
The timing of recognition, that is, when the effects of transactions or events are recognized for financial reporting
or budgeting purposes. The three basis of accounting for governmental agencies are: (1) cash basis (when cash is
received or paid), (2) accrual basis (when the underlying transaction or event takes place), and (3) modified accrual
basis (revenues are recognized in the accounting period in which they become available and measurable and
expenditures are recognized in the accounting period in which the fund liability occurred).
BALANCE SHEET
A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities,
and equities as of a specific date.
BALANCED BUDGET
When the total of revenues and other financing sources is equal to or greater than the total of expenditures and
other financing uses, the budget is balanced.
BEGINNING FUND BALANCE
Fund balance available in a fund from the end of the prior year for use in the following year.
BOND
A city may raise capital by issuing a written promise to pay a specified sum of money, called the face value or
principal amount, at a specified date or dates in the future, together with periodic interest at a special rate.
BOND RATING
An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in
full.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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BUDGET
A plan of financial and program operation listing an estimate of proposed appropriations or expenses and the
proposed means of financing them, for a particular time period. The budget is proposed or preliminary until it has
been adopted by the City Council.
BUDGET ADOPTION
Formal action by the City Council, which sets the spending plan for the year.
BUDGET CALENDAR
The schedule of key dates or milestones that a government follows in preparation and adoption of a budget.
BUDGETARY CONTROL
The control or management of a government or enterprise in accordance with an approved budget for the purpose
of keeping expenditures within the limitations of available appropriations and revenues.
CALPERS
State of California Public Employees’ Retirement System.
CAPITAL ASSET
A tangible, fixed asset that is long-term in nature, of significant value, and obtained or controlled as a result of
past transactions, events or circumstances. Fixed assets include land, buildings, equipment, improvements to
buildings, and infrastructure (i.e., streets, highways, bridges, and other immovable assets). A capital asset is defined
as an asset with a useful life extending beyond a single accounting period.
CAPITAL BUDGET
A financial plan of proposed capital improvement projects and the means of financing them for a given period of
time.
CAPITAL IMPROVEMENT PROGRAM (CIP)
improvements that cost over $50,000 and have a useful life of 3 years or more, or involve public works
construction. The City may own completed projects, or the City may maintain a legal interest in the completed
project. Examples of projects owned by the City include a new park, street resurfacing, modifications to buildings,
and construction of water mains. An example of a project in which the City maintains a legal interest is a privately
owned housing project with an outstanding promissory note to the City.
CARES ACT
The Coronavirus Aid, Relief, and Economic Security Act is federal legislation signed into law on March 27, 2020, in
response to the COviD-19 emergency. Under the CARES Act, emergency assistance via one-time cash payments,
increased and expanded unemployment payments, loans, and grants was provided to individuals and families,
businesses, public health, local and state governments, and educational institutions.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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CASH BASIS OF ACCOUNTING
A basis of accounting that recognizes revenues and expenses when cash is received or disbursed.
CERTIFICATES OF PARTICIPATION (COPS)
This financing technique provides long-term financing through a lease, installment sale agreement or loan
agreement. Certificates of Participation (COPs) allow the public to purchase (in $5,000 increments) participation
in a stream of lease payments, installment payments or loan payments relating to the acquisition or construction
of specific equipment, land or facilities. An example would be COPs sold by the City to finance various Third Street
Promenade-related improvements.
CITY CHARTER
Legal authority approved in 1946 by the voters of Santa Monica under the State of California Constitution defining
the organization, powers, functions, and essential procedures of the city government. The charter established the
current "Council - Manager" form of government.
CITY MANAGER’S MESSAGE
A general discussion of the proposed budget as presented in writing by the City Manager to the City Council. The
message contains an explanation of the principal budget items and summarizes the proposed budget relative to
the current year adopted budget.
COMMUNITY PRIORITIES
Strategic work objectives that require collaborative action by several City departments and partnerships with other
elements of the community.
CONSUMER PRICE INDEX (CPI)
A statistical description of price levels provided by the U.S Department of Labor. The change in this index from year
to year is used to measure the cost of living and economic inflation.
CONTINGENCY
A budgetary reserve set aside for emergency or unanticipated expenditures, revenue shortfalls, and/or unknown
expenditures.
CERTIFIED UNIFIED PROGRAM AGENCY (CUPA)
Senate Bill 1082, passed in 1993, created the Unified Hazardous Waste and Hazardous Materials Management
Regulatory Program (Unified Program), which requires the administrative consolidation of six hazardous materials
and waste programs under one agency, a Certified Unified Program Agency (CUPA).
DEPARTMENT
An operational and budgetary unit designated by the City Council to define and organize City operations, or a
group of related operations within a functional area.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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DEBT
An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of
governments include bonds, time warrants, and notes.
DEBT FINANCING
issuance of bonds and other debt instruments to finance municipal improvements and services.
DEBT SERVICE
Debt service refers to the interest and principal payments on bond issues and Certificate of Participation, and
includes the issuance costs related to bond funding.
DEFICIT
The excess of an entity’s liabilities over its assets, or the excess of expenditures or expenses over revenue during a
single accounting period.
DEPRECIATION
(1) Expiration in the service life of capital outlay assets attributable to wear and tear, deterioration, action of the
physical elements, inadequacy or obsolescence. (2) The portion of the cost of a capital asset that is charged as an
expense during a particular period.
DIVISION
An organizational unit consisting of program(s) or activity(ies) within a department which furthers the objectives
of the City Council by providing services or a product.
ENCUMBRANCE
Financial commitments related to unperformed contracts for goods or services for which part of an appropriation is
reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.
ENTERPRISE FUND
A type of fund established to account for the total costs of those governmental facilities and services which are
operated in a manner similar to private enterprises. These funds are entirely or predominately self-supporting.
ENVIRONMENTAL IMPACT REPORT (EIR)
An analysis of the environmental implications related to a specific action. For example, the increase in traffic in an
area proposed for new development.
EXPENDITURE
The payment made for cost of services rendered, materials, equipment, and capital improvements.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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EXPENSE
Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.
EXPENSE CATEGORY
Two expense object categories: Salaries and Wages; and Supplies and Expenses.
FEE
The payment for direct receipt of a public service by the party who benefits from the service.
FIDUCIARY FUND
A fund type to report assets held in a trustee or agency capacity for others and which therefore cannot be used
to support the government’s own programs. The fiduciary fund category includes pension, trust funds, investment
trust funds, private-purpose trust funds, and agency funds.
FISCAL YEAR (FY)
A twelve-month accounting period of time to which the budget applies; for Santa Monica, it is July 1 through June
30.
FRINGE BENEFITS
Benefits including employee retirement, social security, health, dental, vision, life insurance, workers’
compensation, uniforms, and deferred compensation plans.
FTE
Full Time Equivalent Employee (FTE) Hours per year = 1.0 Full-Time Equivalent position.
FUND
An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose
for which the fund was created. There are three major types of fund: Governmental (general, special revenue, debt
service, capital projects, and permanent), Proprietary (enterprise and internal service), and Fiduciary (trust and
agency).
FUND BALANCE
The amount of financial resources immediately available for use. Generally, this represents the excess of
unrestricted current assets over current liabilities.
GANN APPROPRIATION LIMIT
Article XiiiB of the State constitution was amended by Proposition 4 (Gann initiative) in 1979. Article XiiiB limits
growth in the spending of tax proceeds to tax proceeds appropriated in the "base year" of 1978-79 times the
product of the allowable annual percentage change in a cost-of-living factor and the allowable annual percentage
change in a population change factor. The cost-of-living factor is the larger of the annual percentage change
in the State per capita personal income or the annual percentage change in the local non-residential assessed
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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254
valuation due to new construction. The population change factor is the larger of the annual percentage change of
the jurisdiction's population or the annual percentage population change of the county in which the jurisdiction is
located.
GENERAL FUND
The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as
to use. Examples of departments financed by the General Fund include City Council, Police and Fire Departments.
GENERAL OBLIGATION BOND
A type of bond that is backed by the full faith, credit, and taxing power of the City.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP)
Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and
content of the financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary
to define accepted accounting practice at a particular time. They include not only broad guidelines of general
application, but also detailed practices and procedures. GAAP provide a standard by which to measure financial
presentations. The primary authoritative body on the application of GAAP to state and local governments is the
GASB.
GOVERNMENTAL ACCOUNTING
The composite activity of analyzing, recording, summarizing, reporting, and interpreting the financial transactions
of governments.
GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB)
The authoritative accounting and financial reporting standard-setting body for government entities.
GOVERNMENTAL FUND
A fund type to account for tax-supported activities. There are five different types of governmental funds: the
general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.
GRANT
Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a
specific purpose, activity or facility. An example is the Community Development Block Grant awarded by the
Federal government.
INDIRECT COST ALLOCATION PLAN
The City uses an indirect cost allocation plan to ensure that enterprises and certain special revenue supported
operations pay for themselves and are not subsidized by City taxpayers. General fund supported central services
costs such as payroll, accounting, data processing, personnel, city management and facilities maintenance are
allocated to those funds benefiting from these services based on statistical data reflecting use of these support
services.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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INFRASTRUCTURE
Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers,
public buildings, parks and airports.
INTERFUND TRANSACTIONS
These budgetary transactions consist of quasi-external transactions which would be treated as revenues and
expenditures if they involved organizations external to the governmental unit, reimbursements of expenditures
initially made in one fund which are attributable to another fund, and operating transfers where monies are
appropriated from one fund to another fund to reimburse expenses which are of benefit to the first fund.
INTERNAL SERVICE FUND
Funds used to account for the financing of goods or services provided by one department or agency to other
departments or agencies of a government, on a cost-reimbursement basis.
LEED
The Leadership in Energy and Environmental Design (LEED) Green Building Rating System® is a voluntary,
consensus-based national standard for developing high-performance and sustainable buildings.
LEGAL DEBT LIMIT
Per section 6.07 of the City Charter, bonded indebtedness of the City may not exceed 10% of the total assessed
valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water supply or
sewers or storm drains.
LIABILITY
Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or
refunded at some future date. Note: This term does not include encumbrances.
LINE ITEM DETAIL
A budget that lists detailed expenditure categories (permanent salaries, utilities, travel, training, etc.) separately,
along with the amount budgeted for each specified category.
LONG-TERM DEBT
Debt with a maturity of more than one year after the date of issue.
MEASURE CS
On November 8, 2022, voters approved Measure CS, a ballot measure increasing the Transient Occupancy Tax, paid
by overnight visitors, by 1% for hotels and motels, and by 3% for homeshares. The tax increase became effective
March 1, 2023.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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256
MEASURES GS AND GSH (2016)
Measure GSH, approved by Santa Monica voters in November 2016, increased the City’s transaction and use tax
rate by half a percent point. Per the advisory Measure GS (2016), one-half of the proceeds from the increased
portion of the tax will be used for affordable housing with the other half paid to the Santa Monica/Malibu Unified
School District. The tax increase became effective April 1, 2017.
MEASURE HMP
Measure HMP, approved by Santa Monica voters on November 8, 2022, establishes the Cannabis Business Tax on
every licensed cannabis business and retailers of products containing psychoactive cannabinoids, operating within
the City. Non-medicinal cannabis retailers are taxed at 3% of gross receipts, medicinal cannabis retailers are taxed
at 2%, and other licensed cannabis retailers (involved in distribution, manufacturing, cultivation, or laboratory
testing) are taxed at 1%, with a maximum tax rate of 10% at the discretion of City Council. While this tax is
currently in effect, there are no recreational cannabis-related retail establishments in Santa Monica.
MEASURE R
Measure R increases the sales tax rate by half a percent point in Los Angeles County for 30 years to provide
funding for new transportation projects and programs and accelerate the ones already in the works. Aimed to
bring traffic relief and transportation upgrades throughout the County, the ballot measure was approved by voters
in November 2006 and went into effect July 1, 2009.
MEASURE SM (2020)/MEASURE GS (2022)
Measure SM, approved by Santa Monica voters in November 2020, added a second tier to the City’s one-time
general tax on real estate transfers paid on each sale of property of $5 million or more of $6.00 per $1,000 of
transfer value, with affordable housing projects exempt from the increase. Proceeds from the measure are used for
essential services including addressing homelessness, parks and beaches, maintenance, public safety, emergency
response, senior and tenant protections, libraries, small businesses, food for the hungry, and youth programs. The
tax increase became effective March 1, 2021. Measure GS, approved by voters in November 2022, added a third
tier to the tax of $56.00 per $1,000 on each sale of property with a transfer value of $8 million and over. This is
a special tax with funds from the incremental increase in the tax ($50.00 per $1,000) restricted to homelessness
prevention, affordable housing, and schools. The tax increase became effective March 1, 2023.
MEASURE V
The Clean Beaches and Ocean Parcel Tax was approved by Santa Monica voters in November 2006. The tax raises
revenue to be used solely for the purpose of implementing the City’s Watershed Management Plan for the health,
safety, and general welfare of the residents.
MEASURE Y
Measure Y is a one-half percent transaction and use tax approved by voters in November 2010 which is projected
to generate approximately $12 million in new revenue annually for the City.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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MEASURE YY
Measure YY was an advisory measure on the use of revenues from the transaction and use tax proposed under
Measure Y. Measure YY specifies that if a local transaction and use tax was enacted in the City of Santa Monica,
half of its revenue should be used to support school, educational and afterschool programs, and half of its revenue
should be used to fund general City services.
MISSION
A description of the basic purpose and responsibility of the division or department.
MODIFIED ACCRUAL BASIS OF ACCOUNTING
A basis of accounting. Revenues are recognized in the accounting period in which they become available and
measurable; expenditures are recognized in the accounting period in which the fund liability is incurred (if
measurable), except for unmatured interest on general long-term debt and certain similar accrued obligations,
which should be recognized when due.
MUNICIPAL CODE
A compilation of City Council approved ordinances currently in effect. The Code defines City policy in various
categories, for example, Civil Service rules, traffic regulations, sanitation and health standards, building regulations,
and planning and zoning regulations.
OPERATING BUDGET
A financial, programmatic and organizational plan for furthering the goals of the City Council through the
departments of the City, which does not include one-time capital improvements projects.
ORDINANCE
A formal legislative enactment by the City Council. it has the full force and effect of law within the City boundaries
unless it is in conflict with any higher form of law such as a State statute or constitutional provision. An ordinance
has higher legal standing than a resolution.
PATIENT PROTECTION AND AFFORDABLE CARE ACT
Patient Protection and Affordable Care Act was signed into law by President Barack Obama on March 23, 2010
and is aimed at increasing the rate of health insurance coverage for Americans and reducing the overall costs of
health care. The PPACA is commonly referred to as Obamacare.
PAY-AS-YOU-GO BASIS
A term used to describe a financial policy by which capital outlays are financed from current revenues rather than
through borrowing.
PROGRAM
An activity or division within a department which furthers the City’s objectives by providing services or a product.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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258
PROJECT
A temporary, unique action that has a defined beginning and end, with a defined scope and resources. Success is
measured by the completion of milestones.
PROPOSITION A AND PROPOSITION C (PROP A & PROP C)
Proposition A and Proposition C programs are two one-half cent sales tax measures approved by Los Angeles
County voters to finance a countywide transit development program.
PROPRIETARY FUND
Funds that focus on the determination of operating income, changes in net assets (cost recovery), financial
position, and cash flows. There are two types of proprietary funds: Enterprise and internal Service Funds.
PURCHASE ORDER
A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated
estimated price. Outstanding purchase orders are called encumbrances.
RE-APPROPRIATION
The amount of money that is budgeted for a project in a prior year but is not spent or encumbered and needs to be
appropriated again in the current year in order to continue the program originally intended.
REIMBURSEMENTS
Payments of amounts remitted on behalf of another party, department or fund. They are recorded as expenditures
or expenses in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed
(see interfund Transactions).
RESERVE
An account used to set aside a portion of the fund balance as legally segregated for a specific use.
RESOLUTION
A special order of the City Council which requires less legal formality than an ordinance in terms of public notice
and the number of public readings prior to approval. A resolution has lower legal standing than an ordinance.
The adopted City budget is approved by resolution and requires a majority vote of the councilmembers present
at budget adoption time. During the fiscal year other budget modifications made by the City Council require a
majority plus one vote.
REVENUE
Sources of income used to finance City governmental services.
SALARIES AND WAGES
A budget category which generally accounts for full-time, part-time, and temporary employees’ salaries, overtime
costs, and fringe benefits for a particular division or program.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
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259
SELF-INSURANCE
A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or
the activity of the agency.
SERVICES
A grouping of activities with common business goals organized by divisions.
SPECIAL REVENUE FUNDS
A Special Revenue Fund is separately administered because restrictions have been placed on how revenues may
be spent by the City Council, the State of California or the Federal government. Two examples are the State of
California Gas Tax Fund and Federal government Community Development Block Grant funds.
SUPPLIES AND EXPENSES
A budget category which accounts for all non-personnel expenses. Examples include office supplies, utility costs,
legal advertising, equipment maintenance, small tool purchases, building/structure maintenance, and contractual
services.
TAXES
Compulsory charges levied by a governmental unit for the purpose of financing services performed for the
common benefit. This term does not include charges for services rendered only to those paying such charges, for
example refuse collection.
TRUST FUNDS
Types of fiduciary funds which account for assets held by the City in a trustee capacity. The budget does not
appropriate fiduciary funds.
VEHICLE LICENSE FEE
vehicle License Fee (vLF) is an annual fee on the ownership of a registered vehicle in California. it has been
assessed on all privately owned registered vehicles in California in place of taxing vehicles as personal property
since 1935. The vLF is paid to the Department of Motor vehicles (DMv) at the time of annual vehicle registration.
A portion of vLF had traditionally been apportioned to cities on a per capita basis. However, effective July 1, 2011,
virtually all vLF revenues previously apportioned to cities were shifted to fund law enforcement grants as a part of
efforts to solve the State’s chronic budget problems.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GLOSSARY
7.A.a
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260
AB
Assembly Bill
ARPA
American Rescue Plan Act of 2021
ATMS
Advanced Traffic Management System
AVR
Average vehicle Ridership
B&S
Building and Safety
CAC
California Arts Council
CALPERS / PERS
California Public Employees’ Retirement System
CAM
Common Area Maintenance
CARES
Coronavirus, Aid, Relief, and Economic Security Act
of 2020
CBB
Community Broadband
CDBG
Community Development Block Grant
CIP
Capital improvement Program
COG
Council of Governments
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - ACRONYMS
COLA
Cost of Living Adjustment
COPS
Citizens’ Option for Public Safety
CPI
Consumer Price index
CRD
Community Recreation Division
CREST
Childcare Recreation Enrichment Sports Together
CUPA
Certified Unified Program Agency
EIR
Environmental impact Report
EOC
Emergency Operations Center
ERAF
Educational Revenue Augmentation Fund
FEMA
Federal Emergency Management Agency
FTE
Full Time Equivalent
GAP
Grant Acceleration Program
GAAP
Generally Accepted Accounting Principles
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261
GASB
Governmental Accounting Standards Board
GDP
Gross Domestic Product
GFOA
Government Finance Officers Association
GIS
Geographical information Systems
HHW
Household Hazardous Waste
HHSD
Housing and Human Services Division
HLP
Homeless Liaison Program
HMG
Hazardous Mitigation Grants
HMRRP
Haz-Mat Response and Reporting Program
HUD
Department of Housing and Urban Development
HOME
Federal Home investment Partnership Program
LACMTA
Los Angeles County Metropolitan Transportation
Authority
LAEDC
Los Angeles County Economic Development
Corporation
LEED
Leadership in Energy and Environmental Design
LLEBG
Local Law Enforcement Block Grants Program
MOE
Maintenance of Effort
MOU
Memorandum of Understanding
MTA
Metropolitan Transportation Authority
MWD
Metropolitan Water District
OEM
Office of Emergency Management
OSE
Office of Sustainability and the Environment
OTS
California Office of Traffic Safety
PAL
Police Activities League
PEG
Public, Educational, and Government
PNA
Pico Neighborhood Association
PPACA
Patient Protection and Affordable Care Act. Frequently
referred to as Obamacare.
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - ACRONYMS
7.A.a
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262
PROP A & PROP C
Proposition A and Proposition C.
RA
Recreation and Arts
RDA
Redevelopment Agency
SA
Successor Agency
SB
Senate Bill
SCAQMD
South Coast Air Quality Management District
SMMUSD
Santa Monica-Malibu Unified School District
SMURRF
Santa Monica Urban Runoff Recycling Facility
TEA
Transportation Equity Act
TDA
Transportation Development Act
TDM
Traffic Demand Management
TMP
Transportation Management Program
TORCA
Tenant Ownership Rights Charter Amendment
VLF
vehicle License Fee
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - ACRONYMS
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263
FY 2023-25 PROPOSED BiENNiAL BUDGET
APPENDiX - GFOA AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to City of Santa Monica, California for its biennial budget for the biennium beginning
July 1, 2021. in order to receive this award, a government unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of two years only. We believe our current budget continues to conform to program
requirements, and we are submitting it to GFOA to determine its eligibility for the biennium beginning July 1, 2023.
PRESENTED TO
City of Santa Monica
California
For the Biennium Beginning
July 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
7.A.a
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Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed
Fee FY 2023-24 Proposed Fee Unit Comments
Planning Fees Architectural Review Board – Administrative Design Approval (New
Construction)4,942.56$
Planning Fees SB 9 Conformance Review 1,360.00$
Pier Fees
Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: 1-99 Guests 250.00$ Per hour 300.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: 100-199 Guests 350.00$ Per hour 420.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: 200-299 Guests 400.00$ Per hour 480.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: 300-350 Guests 450.00$ Per hour 540.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: East Deck - Half 65.00$ Per hour 80.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After
Regular Operating Hours: East Deck - Full 100.00$ Per hour 120.00$ Per hour
20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only
nonprofit groups with documented tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During
Regular Operating Hours: 1-99 Guests 600.00$ Per hour 700.00$ Per hour
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During
Regular Operating Hours: 100-199 Guests 800.00$ Per hour 940.00$ Per hour
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During
Regular Operating Hours: 200-299 Guests 900.00$ Per hour 1,060.00$ Per hour
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During
Regular Operating Hours: 300-350 Guests 1,000.00$ Per hour 1,180.00$ Per hour
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 1-99
Guests 75.00$ Per hour 56.00$ Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with
documented tax-exempt status shall be eligible for discount
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 100-199
Guests 100.00$ Per hour 120.00$ Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with
documented tax-exempt status shall be eligible for discount
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 200-299
Guests 125.00$ Per hour 150.00$ Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with
documented tax-exempt status shall be eligible for discount
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (Semi-
Private - Flat Rate {3 hours}): Up to 30 Guests 250.00$ $5 per additional person 300.00$ $6 per additional person
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (Semi-
Private - Flat Rate {3 hours}): Up to 60 Guests 350.00$ $5 per additional person 425.00$ $6 per additional person
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (Semi-
Private - Flat Rate {3 hours}): Up to 90 Guests 550.00$ 675.00$
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (Semi-
Private - Flat Rate {3 hours}): Additional half-hour 25.00$ 30.00$
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Filming: Commercial Film (per
hour)400.00$ Per hour 475.00$ Per hour 35% Discount given to nonprofit and student groups. Only nonprofit groups with documented
tax-exempt status shall be eligible for discount.
Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Filming: Commercial Stills (per
hour)300.00$ Per hour 375.00$ Per hour 35% Discount given to nonprofit and student groups. Only nonprofit groups with documented
tax-exempt status shall be eligible for discount.
Community Services
Updated Hourly Rates Swim Instructor/Lifeguard 19.40$ 21.69$
Community Services
Updated Hourly Rates Chief Pool Lifeguard 25.23$ 26.37$
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Attachment C 7.A.c
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Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed
Fee FY 2023-24 Proposed Fee Unit Comments
Community Services
Updated Hourly Rates Guest Services Assistant 23.08$ 24.12$
Community Services
Updated Hourly Rates Aquatics Program Coordinator 31.56$ 32.98$
Beach House Volleyball - Youth (Series)120.00$ 4 Sessions
Beach House Volleyball - Adult (Series)120.00$ 4 Sessions
Beach House Yoga (Series)100.00$ 5 Sessions
Beach House Bounce (Series)320.00$ 8 Sessions
Beach House Volleyball - Youth 40.00$ Single Session/Drop-In-Rate
Beach House Volleyball - Adult 40.00$ Single Session/Drop-In-Rate
Beach House Elite Volleyball Camp 70.00$ Single Session/Drop-In-Rate
Beach House Yoga 20.00$ Single Session/Drop-In-Rate
Beach House Bounce 40.00$ Single Session/Drop-In-Rate
Beach House Semi-Private Swim Lessons 110.00$ 2 Weeks 110.00$ 4 Sessions
Beach House Elite Volleyball Camp (Series)350.00$ 5 Sessions
Department of
Transportation Traffic Engineer 297.76$ per hour 313.88$ per hour
Department of
Transportation Traffic Painter Crew Leader 186.65$ per hour
Department of
Transportation Traffic Painter 151.41$ per hour
Department of
Transportation Traffic Operations Supervisor 234.14$ per hour
Department of
Transportation Lead Traffic Signal Technician 212.79$ per hour
Department of
Transportation Traffic Signal Technician 193.46$ per hour
Department of
Transportation Principal Traffic Engineer 372.58$ per hour
Department of
Transportation Parking Meter Pole Removal and or Installation 662.24$
Department of
Transportation Parking Meter Head Removal and or Installation 399.76$
Pedicab Fee Pedicab Beach Bike Path Decal 18.29$ Per item
Library Rentals Martin Luther King, (MLK) Jr. Auditorium Rental (2 Hour Minimum)240.00$ 160.00$
Library Rentals Multipurpose Room Rental (2 Hour Minimum)180.00$ 120.00$
Library Rentals Rental (2 Hour Minimum)90.00$ 60.00$
Library Rentals Fairview Branch Comm Room Rental (2 Hour Minimum)90.00$ 60.00$
Library Rentals Montana Ave Branch Comm Room Rental (2 Hour Minimum)90.00$ 60.00$
Library Rentals Ocean Park Branch Comm Room Rental (2 Hour Minimum)90.00$ 60.00$
Cemetery Fees Arbor View - Outdoor Niches: Marble 2,219.02$
Cemetery Fees Hope: Marble 2,219.02$
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Attachment C 7.A.c
Packet Pg. 906 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial
Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed
Fee FY 2023-24 Proposed Fee Unit Comments
Cemetery Fees Library of Living Memories: Small Glass - 11"L x 11.5"W x 7"H 3,135.65$
Cemetery Fees Library of Living Memories: Medium Glass - 11"L x 11.5"W x 15"H 6,062.30$
Cemetery Fees Library of Living Memories: Medium-Large Glass - 17"L x 11.5"W x 15"H 7,177.21$
Cemetery Fees Library of Living Memories: Large Glass - 22.5"L x 11.5"W x 15"H 8,292.11$
Cemetery Fees Library of Living Memories: Extra Large Glass - 35"L x 11.5"W x 15"H 22,845.35$
Cemetery Fees Heavenly Gate: Marble 2,144.04$ 2,219.02$
Cemetery Fees Precious/Cherish: Small Glass - 14"L x 11.5"W x 7"H 3,135.65$
Cemetery Fees Precious/Cherish: Medium Glass - 12"L x 11.5"W x 14"H 6,062.30$
Cemetery Fees Precious/Cherish: Medium Glass - 14.5"L x 11.5"W x 14"H 6,271.30$
Cemetery Fees Precious/Cherish: Large Glass - 24.5"L x 11.5"W x 14"H 8,292.11$
Cemetery Fees Precious/Cherish: Extra Large Glass - 30"L x 11.5"W x 14"H 19,581.73$
Cemetery Fees (Mausoleum P Niches): Small Marble 1,672.36$
Cemetery Fees (Mausoleum P Niches): Marble 2,219.02$
Cemetery Fees (Mausoleum U Niches): Small Marble 1,672.36$
Cemetery Fees (Mausoleum U Niches): Marble 2,219.02$
Cemetery Fees (Mausoleum U Niches): Large Marble 4,438.04$
Cemetery Fees (Mausoleum U Niches): Small Glass - 11.25"L x 11.75"W x 6.25"H 3,135.65$
Cemetery Fees (Mausoleum U Niches): Medium Glass - 11.25"L x 11.75"W x 13.75"H 6,062.30$
Cemetery Fees (Mausoleum U Niches): Large Glass - 23.5"L x 11.75"W x 13.75"H 8,292.11$
Cemetery Fees (Mausoleum V Niches): Small Marble Niche 1,672.36$
Cemetery Fees (Mausoleum V Niches): Marble Niche 2,219.02$
Cemetery Fees (Mausoleum W Niches): Small Marble Niche 1,672.36$
Cemetery Fees (Mausoleum W Niches): Marble Niche 2,219.02$
Cemetery Fees (Mausoleum W Niches): Large Marble Niche 4,438.04$
Cemetery Fees (Mausoleum W Niches): Small Glass - 11.25"L x 11.75"W x 6.25"H 3,135.65$
Cemetery Fees (Mausoleum W Niches): Medium Glass - 11.25"L x 11.75"W x 13.75"H 6,062.30$
Cemetery Fees (Mausoleum W Niches): Large Glass - 23.5"L x 11.75"W x 13.75"H 8,292.11$
EV User Fees EV User Fee (Summer: June 1 - September 30)0.30$ per kWh 0.35$ per kWh
EV User Fees EV User Fee (Winter: October 1 - May 31)0.30$ per kWh 0.31$ per kWh
Election Fees Initiative Fee 200.00$
Election Fees Candidate Statement Fee: City Council and Rent Control Board 1,100.00$
3 of 4
Attachment C 7.A.c
Packet Pg. 907 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial
Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed
Fee FY 2023-24 Proposed Fee Unit Comments
Election Fees Candidate Statement Fee: College and School Board 1,200.00$
Development Fee Urban Runoff In Lieu Fee 7.61$ per gallon 12.27$ per gallon
4 of 4
Attachment C 7.A.c
Packet Pg. 908 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial
2023-25 ORGANIZATIONAL SUPPORT PROGRAM (OSP)
GRANTS FOR ARTS AND CULTURE NONPROFITS
Attachment D
The OSP Program
The City has a long history of investing in artists and cultural organizations with the goal of
ensuring that residents have an exciting and stimulating array of arts and heritage programs and
services in which to participate. Santa Monica residents share a vision for their community that
weaves the arts, cultural activities, education, and an understanding of history through their
daily lives, work, cityscape, and neighborhoods. This vision has been documented extensively in
the City’s cultural plan, Creative Capital, adopted by Council in 2007, and in subsequent
community assessments and marketing studies. Sustainable access to arts and heritage
programming has been shown to contribute to a sense of connectedness and to promote
mental health by broadly enriching a community’s emotional and intellectual capacities,
improving children’s school performance, facilitating the ability to acquire new skills, and
encouraging creativity in every aspect of life.
The Organizational Support Program (OSP) was created by City Council in 1997 to support
resident arts and heritage organizations with multi-year grants aimed at operational expenses.
Operational grants assist nonprofits in the achievement of their artistic and administrative goals.
The City of Santa Monica funds both large and small arts and heritage organizations, recognizing
the importance of diversity, equity, and inclusion in meeting the community’s cultural needs.
During the 2020 budget cuts, staff prioritized the retention of the OSP grant funding, keeping
the program whole while making some unfortunately necessary cuts to the Community Access
and Participation (CAP) and Artist Fellowship grant programs. The City’s ability to sustain OSP
funding during the challenges of two-and-a-half years of mandated closures due to the pandemic
– while real estate prices continued to heavily gentrify – has been central to the survival of the
City’s cultural sector.
Community Assessment Recommendations and Responses
In the fall of 2022, in preparation for the 2023-25 application process, a community assessment
was completed which is attached to the end of this document. The following recommendations
from the report were addressed by staff in the current OSP application process.
• Recommendation: Prioritize support for those who strategized and tried new
ways to reach audiences, fundraise and make an impact within their communities.
Response: Staff reversed the long-standing selection criteria order and made Community
Engagement the top consideration for jury review. Artistic Excellence is now second for review,
though it remains a key value. The intention was to ensure that organizations that can
7.A.d
Packet Pg. 909 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session)
demonstrate their community impact are recognized, including their responses to the paradigm
shifting dialogues that have occurred nationally in the wakes of both the George Floyd murder
and the pandemic.
• Recommendation: Broaden and loosen requirements around “serving Santa
Monica audiences.” Response: the OSP eligibility rules now allow performing arts groups
that are based in Santa Monica but spend a substantial portion of their seasons touring to
qualify for the program.
• Recommendation: to address key equity goals, the total OSP budget allocation
would need to increase by approximately 25-30 percent. If that is not a reality, the
City may find itself either delaying equitable funding to the smaller organizations
or notifying the historic grantees that they should expect to receive significantly
smaller grants. Response: Staff has worked to balance the mandates of equity with the needs
of the larger, more established institutions. OSP funding is intended to provide a stable level of
support for grantees year over year; the goal is to provide funding amounts that do not
fluctuate wildly. Due to an anticipated flat budget for the program, staff recommends that new
applicants begin with “starter grants,” while those who were new in the last cycle receive a
slight increase based on the panel scoring, which will step them up toward the more traditional
funding levels. Staff will also recommend flat funding for long-term organizations.
Grant Application Process
The OSP application process re-opened this year for the first time since 2019. Proposals were
solicited for the grant period FY2023-25. A request for applications was distributed widely on
December 16, 2022; the City received 27 eligible submittals by the January 31 deadline.
Applications were reviewed by a diverse jury of arts professionals, including regional experts in
each of the artistic/cultural disciplines represented in the applicant pool. The jury process was
designed to be rigorous and objective, with each application reviewed by the entire group.
Cultural Affairs staff reviewed applications for eligibility only; staff did not score applications.
Jurors included regional experts in the areas of music, theater, dance, visual arts, cultural
heritage, nonprofit management, and community arts organizations. Applications were scored
on a 100-point scale. 21 organizations are being recommended for funding in this cycle, one
more than in the previous cycle in 2019.
Jurors for 2023-25
o Olga Garay-English, former Cultural Affairs Manager for the City of Los Angeles
o Rick Noguchi, President and CEO of California Humanities, former Chief
Operations Officer for the Japanese American National Museum
o Artist Mark Steven Greenfield
o Elizabeth Kennedy, former official of the Music Center of Los Angeles County,
Vice President of the Autry National Center, and Vice President of Occidental
College
OSP Program Goals
• Increase and sustain world-class artistic production and exhibition in Santa Monica.
7.A.d
Packet Pg. 910 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session)
• Deliver opportunities for creativity, artistic participation and the understanding of cultural
heritage to diverse components of the community.
• Promote high standards of organizational management in Santa Monica’s arts and
• culture ecosystem.
• Highlight the City as an international creative center.
• Open avenues of discourse to broad topics of human creativity and learning among the
general public.
2023-24 Grant Recommendations
Guide to Grant Amounts
Grant amounts are determined by a combination of jury score, previous grant award, and the
City’s available resources. Organizational budget size is defined as very large ($10+ million),
large ($2+ million), midsize ($500,000-$1,999,999), and small ($1-$499,999). In addition, due to
limitations in City resources, a reduced scale of grant levels is being recommended for
applicants who are new to the program. This approach allows the City to bring a greater
number of organizations into the program.
Proposed Grant Amounts
The following grants are being recommended for approval. (New applicants recommended for
funding are noted with an asterisk.)
Very Large Organizations ($10 million+):
Applicant
Organizational
Budget Recommended Grant
KCRW Foundation, Inc.* $22,018,583.00 $6,000
Large Organizations ($2 mil - $9,999,999):
Applicant
Organizational
Budget Recommended Grant
Madison Project dba
BroadStage $2,121,096 $70,400
Midsize Organizations ($500,000 - $1,999,999):
Applicant
Organizational
Budget Recommended Grant
18th Street Arts Complex $1,203,684 $65,150
Jewish Women's Theatre $600,145 $23,690
Jacob Jonas The Company* $527,368 $5,350
Elemental Music $608,919 $28,055
7.A.d
Packet Pg. 911 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session)
Small Organizations ($1 - $499,999):
Applicant
Organizational
Budget
Recommended
Grant
Highways, Inc. $465,135 $26,000
Santa Monica Symphony Assoc $148,711 $15,700
SOL-LA Music Academy* $346,051 $5,350
Santa Monica Youth Orchestra $327,602 $8,920
Aresis Ensemble dba City Garage $193,690 $11,300
Dancessence, Inc. $50,690 $1,970
Santa Monica Conservancy $262,292 $13,300
Building Bridges Art Foundation $94,731 $4,060
California Heritage Museum $164,261 $15,950
Westside Ballet of Santa Monica $362,879 $12,970
Santa Monica Theatre Guild dba
Morgan-Wixson Theatre $334,720 $8,000
Santa Monica History Museum $429,371 $30,500
Jacaranda Music $320,998 $24,650
Orchestra Santa Monica Assoc $204,390 $5,040
Ruskin Group Theatre $161,200 $19,570
Verdi Chorus $101,690 $8,000
*New grantee recommended at a corresponding entry grant level.
Not recommended for funding:
Applicant Budget
ShareWell dba Cayton Children's Museum $3,876,607
Human Family Educational and Cultural Institute $574,416
Santa Monica Repertory Theater $18,254
Theatre for a Small Space $14,770
Santa Monica Playhouse $357,646
ATTACHED: COMMUNITY ASSESSMENT REPORT
7.A.d
Packet Pg. 912 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session)
2023
Organizational
Support Program
Community
Assessment &
Recommendations
Attachment D 7.A.e
Packet Pg. 913 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Table of Contents
01 Introduction
02 About the Assessment Process
03 Assessments &
Recommendations
04 Conclusion
Attachment D 7.A.e
Packet Pg. 914 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Introduction
The Cultural Affairs Division’s Organizational Support Program (OSP) has
cemented itself as a key source of funding and continued growth of Santa
Monica-based arts organizations. As detailed in the Creative Capital cultural plan
adopted by City Council in 2007, OSP grantees are eligible to receive up to
ten percent of their overall annual budget as unrestricted funds. In a funding
landscape where most grants are awarded for specific programs versus
operations, the OSP program is notable in that it understands and
responds to the very real and timely needs of the arts community.
Based on the 2021 grant guidelines, OSP grantees are expected to:
Increase and sustain world-class artistic productions and exhibitions in
Santa Monica.
Deliver opportunities for creativity, artistic participation, and the
understanding of cultural heritage to diverse components of the
community.
Promote high standards of organizational management in Santa
Monica’ arts and culture ecosystem.
Highlight the city as an international creative center.
Open avenues of discourse to broad topics of human creativity and
learning among the general public.
In addition, eligibility is based on compliance with all updated municipal
standards, keeping clear fiscal records that are updated in their DataArts
Cultural Data Project (CDP) profiles, and more. In the past, selection criteria
was based on:
Artistic achievement
Managerial, Governance and Fiscal Performance
Community, Engagement, Collaboration, Partnerships and Future
Aspirations.
In recent years, City staff has also been very responsive in ensuring that
diversity, equity, and inclusion are at the forefront of OSP’s evolution. The
last application was thoroughly updated and amended with DEI as a
priority, granting eight new arts organizations that otherwise would not
have met previous, often exclusionary, application requirements.
Attachment D 7.A.e
Packet Pg. 915 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
About the
Assessment Process
The assessment process began in early November,
kicking off with a review of past applications
(application structure, questions, and responses),
past DataArts reports, and the most recent
assessments provided by the Aspire Group in 2018
and Jerry Yoshitomi in 2014.
On Tuesday, November 22nd, a 90-minute virtual
feedback session was held with past grantees and
applicants. Local arts leaders discussed their
experiences and views on the OSP application
process and the state of local arts and funding
challenges in general. A total of 17 former grantees
participated, including representatives from the
Santa Monica Conservancy, Santa Monica Youth
Orchestra, Westside Ballet, Highways Performance
Space, and more.
A survey was crafted and sent to past grantees
who could not attend the virtual session, which
garnered an additional six responses. A copy of the
survey, which mirrored the questions asked during
our virtual feedback session, can be found as an
appendix to this report.
This assessment and recommendations document
has been prepared based on information gleaned
during the assessment process described above.
“Emergency
funding helped
us survive- but
what’s next?”
-Donna
Sternberg,
Dancessence
Attachment D 7.A.e
Packet Pg. 916 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Assessments &
Recommendations
01. The Pandemic Still Looms Large
The Pandemic has deeply damaged the strength and outlook of our arts
organizations, and many are still grappling with what to do next.
What we heard:
Not only have audiences not quite returned to pre-
pandemic levels but many organizations find that, with
almost three years of irregular business, it’s difficult to predict
tickets sales and participation levels.
Organizations are grateful for the one-time grants that they
received to keep them afloat during shutdowns. But most of
those emergency funding programs have come to an end.
Arts organizations are now returning to traditional forms of
fundraising: individual donors, ticket sales, etc., all of
which shrank during the pandemic.
Many arts organizations are now severely understaffed
after pandemic-era downsizing. F unding has not been
available to bring them back to capacity.
How OSP can help:
Artistic Excellence has always been a key criterion in juried
grant processes. A new lens may be applied this year that
pairs artistic excellence with an organization's ability to adapt,
innovate, and continue operation in whatever way they could
through and post pandemic. This granting cycle,
organizations should be rewarded for their resilience, tenacity,
and experimentation— even if at times, the end result was not
up to the organization’s regular scale or artistic standards.
The program should prioritize support for those who
strategized and tried new ways to reach audiences,
fundraise and make an impact within their communities.
The pandemic made planning ahead harder—many of
these arts organizations have not had the space and time
to think about what they want to achieve over the next 1-3
years. This application can help organizations explore and
reopen those questions for their organization. Example
question: “How do you hope your organization evolves and
rebuilds over the next 3 years?”
Attachment D 7.A.e
Packet Pg. 917 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Assessments &
Recommendations
02. There is More to Do, with Less
Arts organizations are struggling to keep up with new state and municipal
requirements.
What we heard:
California Assembly Bill 5 (AB5), which extends employee classification
status to some gig workers, continues to be a very challenging hurdle,
especially for the smaller arts organizations. Many have had to reduce
programming and services to afford compliance to AB5.
Arts organizations serving youth are now required to obtain
Harassment Insurance, which is prohibitively expensive.
Overall, small arts organizations have seen an approx. 30% - 40%
increase in fixed, non-negotiable operational costs since 2019. With
ticket sale uncertainty, fundraising strains, and dwindling affordable
spaces to rehearse and perform in, the challenges have pushed many
arts organizations to dramatically reduce or completely close their
operations.
The DataArts form is time consuming and sometimes misaligned with
how small organizations are able to gather data on their audiences.
Though the DataArts application is an important tool in helping
determine the readiness and eligibility of these organizations to take
on grants, it’s important to recognize the time-consuming process
and heavy lift for many of our smaller organizations to complete the
process. Staff should share any resources that could aid in this
process.
How OSP can help:
City Staff can help educate decision makers on the full breadth, cost,
and impact of these requirements.
We can broaden and loosen requirements around “serving Santa
Monica audiences.” Many of these organizations have had to tour their
productions around the region, increase their online presence and
offerings, and more in order to survive and grow their organizations.
They should be rewarded for representing Santa Monica outside of the
city as well as their service to locals within the city.
Attachment D 7.A.e
Packet Pg. 918 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Assessments &
Recommendations
03. These Organizations Need The OSP
We heard from nearly everyone surveyed that OSP is critical to the health
and, in some cases, survival, of the City’s arts organizations.
What we heard:
If the OSP were to be downsized, or worse, taken away, most would
have an extremely challenging time making up the funding.
Arts organizations feel that the city staff have been responsive to their
needs and care about their well-being. Most expressed deep gratitude
for the program.
The OSP is integral to a wide breadth of Santa Monica arts
organizations - the application, especially now through its reworked DEI
lens, has been able to serve organizations big and small, and serve a
variety of communities.
How OSP can help:
In 2019, eight new organizations were awarded grants due to much-needed
adjustments that made the selection process more just and equitable. It’s
important that this progress not be seen as a one-time initiative but as an
ongoing commitment to the community. If the overall budget for OSP is
restricted, these organizations should not be the first to feel it.
It’s clear that if all eligible OSP grantees were to receive funding at an equitable
level then the overall OSP budget allocation would need to increase by
approximately 25-30 percent. If that is not a reality, the City may find itself
either delaying. equitable funding to the smaller organizations for another
two years or notifying the historic grantees that they should expect to receive
significantly smaller grants. In either scenario, City staff and Council should
be prepared for community feedback
Attachment D 7.A.e
Packet Pg. 919 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
Conclusion
OSP serves as a symbol of the City of Santa
Monica’s commitment to maintaining a healthy arts
ecosystem that serves the community by providing
equitable access for Santa Monicans to experience
art and culture and lead expressive lives.
As we look back on the darkest moments of the
pandemic shutdowns, many of these organizations
showed up to bring light to our community through
their art, making space for residents and visitors
alike to experience joy, catharsis, and most
importantly, togetherness in times of isolation. It’s
important that we honor that work and continue
investing in one of Santa Monica’s greatest
resources: its artist community.
Attachment D 7.A.e
Packet Pg. 920 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
“We’re talking to organizations we’ve
never partnered with before.” Donna
Sternberg, Danceessence
“Visitors who take part in the culture
of the city contribute more to the
economy.” Carol Lemlein,
Santa Monica Conservancy
“[OSP is] one of the very few grants
that support Highways Performance
Space. Project support is much easier
to find, but operational support is
critical.” Leo Garcia,
Highways Performance Space
“Post pandemic, we have a more
engaged audience that wants to
heal-not the same audience/visitors
who wanted to just view. Now they
want to fully engage and come with
the entire family.” Marisa Caichiolo,
Building Bridges Art Exchange
Attachment D 7.A.e
Packet Pg. 921 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Carol Lemlein <carol@smconservancy.org>
Sent:Friday, May 19, 2023 4:00 PM
To:councilmtgitems
Subject:Re: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget….
Attachments:2023-05-23 Council Item 7 A 2023-2027 Budget.pdf
EXTERNAL
Mayor Davis, Mayor Pro Tem Negrete and Council Members,
Please see the attached letter regarding the FY 2023-2035 Biennial Budget from the Board of Directors of the Santa
Monica Conservancy.
Thank you,
Carol Lemlein
Vice President
Santa Monica Conservancy
carol@smconservancy.org
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 922 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
P.O. BOX 653
SANTA MONICA, CA 90406
310-496-3146
www.smconservancy.org
1
May 18, 2023
Via email to councilmtgitems@santamonica.gov
Re: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial
Budget….
Mayor Davis, Mayor Pro Tem Negrete and Council Members,
Our city’s once admirable Historic Preservation Program has been virtually shut down by budget cuts of the past
three years. In spite of laws and policies of our LUCE, Historic Preservation Element, and Zoning Ordinance, the
purview of the quasi-judicial Landmarks Commission has been stripped down causing months-long delays in
application processing, and astronomically high fees have discouraged new applications. We recognize that the
City’s financial resources are under great stress, but at the same time intense development pressures including
the state-mandated Housing Element threaten big changes in our built environment. Historic preservation can
provide a balance with new development in ways that ensures preservation of the authenticity that makes Santa
Monica such an attractive place to live, work and visit. When a historic resource is lost, it is lost forever.
Historic preservation activity has dropped to
ZERO due to:
• highest filing fees for historic designation
applications in California
• limitations on staff time due to workload
resulting in processing delays
• six or fewer Landmarks Commission meetings
per year resulting in loss of program
stewardship
• reduction of Landmarks Commission purview
eliminating review of demolition permits
A two-phase process could restore the effectiveness of our Landmarks Ordinance and Historic Preservation
program and offset the damage done by the budget cuts of the past three years.
Phase I: budget neutral optimization to reduce the cost burden on applicants.
The following adjustments to the program could be implemented in the coming fiscal year:
• Restore monthly meetings of the Landmarks Commission, resuming discussions that ensure city-wide
stewardship of historic resources.
• Reduce the cost of Landmark Applications by streamlining consultant and staff reports to focus exclusively
on the analysis necessary to meet the City’s criteria for designation.
• Reduce Certificate of Appropriateness analysis for proposed changes to a landmark to simply address
conformance to the standards.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 923 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
•Return Demolition Review to the Landmarks Commission using the process devised by the City Attorney to
pass legal scrutiny and defined in the November 2018 Interim Zoning Ordinance.
Phase II: restoration of the Preservation Planner position which was approved by City Council in 2019.
A Preservation Planner with professional credentials in planning and historic preservation can take the lead on
assessing applications, assisting property owners in understanding how preservation works, policy
recommendations, permit review and processing, and Mills Act applications, with less need for consultants, and
free other members of the overburdened planning Staff from interruptions to support the Historic Preservation
Program:
•Landmark Application Analysis would be conducted in house by the Preservation Planner just as all other
discretionary building permits are evaluated, reducing or eliminating the need to hire costly outside
consultants and streamlining the process.
•Further reduce Landmark Application Fees by the elimination of outside consultants in many cases.
•Restoring the fee waiver for applications from nonprofit organizations (application and consultant fees)
would have minimal impact on the City budget but would greatly advance access to landmarking for groups
reflecting our cultural diversity.
•Improve Applicant Awareness of Incentives during processing of Certificate of Appropriateness and
Architectural Review Board applications involving Historic Resource Inventory properties. The Preservation
Planner can encourage the use of the State Historic Building Code and Zoning Ordinance exceptions to help
achieve owners’ programmatic goals while preserving historic features.
The budget cuts have had unintended consequences. Historic Preservation is a tool for social justice education,
but recognition of important histories that honor all people remains out of reach to those who still struggle to be
seen. Cost increases have put participation in Historic Preservation out of reach for all but the wealthy - at a time
when preservation organizations from the National Trust to municipalities nationwide have broadened their
efforts to increase access to preservation to “tell all the stories” of their diverse communities.
A robust preservation program with a broad emphasis on our heritage can create jobs and business
opportunities. A recent publication by the National Advisory Council on Historic Preservation states “A high
percentage of domestic and international travelers participate in cultural and/or heritage activities wh ile
traveling, and those that do stay longer, spend more, and travel more often.” Tourism is a major
component of our local economy and the opportunities created by expanding heritage tourism are amplified
by the approaching 150th Anniversary of the city’s founding and the 2028 Olympics. The Conservancy looks
forward to being an active partner in this effort as we revitalize our tour programs.
Revitalization of our Historic Preservation Program will address the unintended inequities now
embedded in the program, contribute to the city’s economic recovery, and ensure that the significant
places that tell our city’s story are recognized and preserved .
We urge you to make these recommendations part of your direction to staff for the fiscal budget of
2023-2025.
Sincerely,
Carol Lemlein
Vice President, Santa Monica Conservancy Board of Directors
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 924 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Gloria Garvin <ggarvin46@gmail.com>
Sent:Friday, May 19, 2023 10:11 PM
To:councilmtgitems
Subject:May 23, 2023, Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-2025
Proposed Biennial Budget
EXTERNAL
Dear Mayor Davis, Mayor Pro Tem Negrete and Council Members,
In the past several years, the Santa Monica Landmarks Commission has been radically diminished and will require
Council action to restore it back to health.
Historic preservation activity has dropped to near zero in the past year due to:
(A) Extremely high filing fees for historic designation applications
(B) Processing delays due to limitations of staff time
(C) Six or fewer meetings per year of the Landmarks Commission
(D) Elimination of Landmarks Commission review of demolition permits
The Santa Monica Conservancy has recommended a two-phase process that could restore the effectiveness of our
Landmarks Ordinance and Historic Preservation program and offset the damage done by the budget cuts of the past
three years. I agree with their recommendations.
The following adjustments to the program could be implemented in the coming fiscal year:
Phase I:
(1) Restore monthly meetings of the Landmarks Commission, resuming discussions that ensure city-wide stewardship of
historic resources.
(2) Reduce the cost of Landmark Applications by streamlining consultant and staff reports to focus exclusively on the
analysis necessary to meet the City’s criteria for designation.
(3) Reduce Certificate of Appropriateness analysis for proposed changes to a landmark to simply address conformance
to the standards.
(4) Return Demolition Review to the Landmarks Commission using the process devised by the City Attorney to pass legal
scrutiny.
Phase II:
(1) Restoration of the Preservation Planner position which was approved by City Council in 2019. This would reduce or
eliminate the need to hire costly outside consultants and would streamline the process.
(2) Restore the fee waiver for applications from nonprofit organizations. This would have minimal impact on the City
budget, but would greatly advance access to landmarking for groups reflecting our cultural diversity.
Our city's budget cuts have had unintended consequences that we must now reverse. Historic Preservation is not only a
tool for social justice and education, but a way to recognize important histories that honor all people. Cost increases
have put participation in Historic Preservation out of reach for all but the wealthy. We urge you to make these
recommendations part of your direction to staff for the fiscal budget of 2023-2025.
Sincerely,
Gloria Garvin, PhD
Santa Monica resident
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 925 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Randall Klarin <rwklarin@yahoo.com>
Sent:Saturday, May 20, 2023 9:43 AM
To:councilmtgitems
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget
EXTERNAL
Landmark applications are in sharp decline and Santa Monica may already be losing significant historic resources that we
can never get back.
What’s Going Wrong?
Landmark applications cost $6,000-$7,000 to file, the most in California!
Timelines for landmark nominations see untenable delays of nine months or more.
Owners have little incentive to consider landmarking without reinstatement of planning division fee waivers and
reasonable timelines.
Relying on the public to review demolition permits is not sustainable; Landmarks Commission review of demolition
permits for buildings 40-years or older must be reinstated!
Without a timely and affordable process, we cannot seek out and recognize resources significant to historically
marginalized and underrepresented groups that will contribute to the city’s stated commitment to social justice.
RW Klarin
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 926 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Katharine Dreyfuss <kitdreyfuss@gmail.com>
Sent:Saturday, May 20, 2023 8:13 PM
To:councilmtgitems
Subject:Please restore the Santa Monica Historic Preservation Program
EXTERNAL
Dear Santa Monica City Council,
I strongly urge you to adopt the two-phased plan proposed by the Santa Monica Conservancy.
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
Restore monthly meetings of the Landmarks Commission to ensure city-wide historic
resources.
Return Demolition Review to the Landmarks Commission.
Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on conformance with the
standards.
Phase II: restoration of the Preservation Planner position in 2024
Landmark Application Analysis by Preservation Planner credentialed in preservation and
planning with skills in historical research and analysis, eliminating costly outside consultants, and
shortening processing time.
Applicant Awareness of Incentives by Preservation Planner who supports use of the State
Historic Building.
Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic
features.
Restore fee waivers for nonprofit organizations to ensure equitable access to the program.
Sincerely,
Katharine R. Dreyfuss
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 927 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Geoffry White <geoffry.white@gmail.com>
Sent:Saturday, May 20, 2023 8:51 PM
To:councilmtgitems
Cc:Anne Rimer
Subject:Preserve the Preservation Program
EXTERNAL
Dear Santa Monica City Council,
I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic
resources.
Return Demolition Review to the Landmarks Commission.
Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on conformance with the
standards.
Phase II: restoration of the Preservation Planner position in 2024
Landmark Application Analysis by Preservation Planner credentialed in preservation and
planning with skills in
historical research and analysis, eliminates costly outside consultants, and shortens processing
time.
Applicant Awareness of Incentives by Preservation Planner who supports use of the State
Historic Building
Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic
features.
Restore fee waivers for nonprofit organizations to ensure equitable access to the program.
Sincerely,
Geoffry D. White, Ph.D.
1425 Stanford St. #9
Santa Monica, CA 90404
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 928 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Geoffry White <geoffry.white@gmail.com>
Sent:Saturday, May 20, 2023 9:12 PM
To:councilmtgitems
Cc:Anne Rimer
Subject:Preservation Program Restoration (Follow up letter.)
EXTERNAL
Dear Santa Monica City Council,
My family and I have been residents of Santa Monica for 50 years. Our kids went through their entire K-12
education in our school system here. We walked them to school and took them to all sorts of activities
across and back over the beautiful and welcoming city. Part of what we enjoyed were the monuments,
historical homes and landmarks that are special and characterize our fair city.
I was shocked and dismayed when I learned what was gradually happening to those structures mentioned
above. This may seem like an extreme example, but hear me out. When I was doing humanitarian work in
the Balkans during the Bosnia war and genocide, it was pointed out to me that genocide is more than killing
people. It is also destroyed the cultural landscape that expresses and describes the identity of a people.
Thats what was done in Europe during the Holocaust, in Turkey during the Armenian genocide and in
Bosnia as I mentioned. It's not a luxury to preserve landmarks, architecture and monuments. It's protecting
culture from extinction.
I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic
resources.
Return Demolition Review to the Landmarks Commission.
Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on conformance with the
standards.
Phase II: restoration of the Preservation Planner position in 2024
Landmark Application Analysis by Preservation Planner credentialed in preservation and
planning with skills in
historical research and analysis, eliminates costly outside consultants, and shortens processing
time.
Applicant Awareness of Incentives by Preservation Planner who supports use of the State
Historic Building
Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic
features.
Restore fee waivers for nonprofit organizations to ensure equitable access to the program.
Sincerely,
Geoffry D. White, Ph.D.
1425 Stanford St. #9
Santa Monica, CA 90404
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 929 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Ruth Punt <ruth@artspacifica.net>
Sent:Sunday, May 21, 2023 4:19 AM
To:councilmtgitems
Subject:Preservation Program
EXTERNAL
Dear Santa Monica City Council,
I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic
resources.
Return Demolition Review to the Landmarks Commission.
Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on conformance with the
standards.
Phase II: restoration of the Preservation Planner position in 2024
Landmark Application Analysis by Preservation Planner credentialed in preservation and
planning with skills in
historical research and analysis, eliminates costly outside consultants, and shortens processing
time.
Applicant Awareness of Incentives by Preservation Planner who supports use of the State
Historic Building
Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic
features.
Restore fee waivers for nonprofit organizations to ensure equitable access to the program.
Sincerely,
Ruth Punt
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 930 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Isabelle Edwards <isabellezedwards@gmail.com>
Sent:Sunday, May 21, 2023 10:56 AM
To:councilmtgitems
Subject:Santa Monica Historic Preservation Program
EXTERNAL
Hello,
I am writing in support of City Council to restore Santa Monica’s Historic Preservation Program by,
among other things, re-establishing monthly Landmarks Commission meetings, returning demolition
review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the
Preservation Planner position to the Planning Department.
I have grown up in Santa Monica and am a current resident of the city, which cares about it
maintaining its integrity and history. Beautiful old historic buildings should continue to be landmarked
and that process is important to generations going forward. The great character of this city is bundled
into many of these beautiful buildings, please restore the Santa Monica Historic Preservation
Program.
Many thanks,
Isabelle Edwards
Santa Monica resident
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 931 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Billy Nistico <billynistico@gmail.com>
Sent:Sunday, May 21, 2023 11:05 AM
To:councilmtgitems
Subject:Restore the land marking process
EXTERNAL
Hello, I’m writing today to show my support in restoring Santa Monica’s Landmarking process. Re establishing monthly
Landmarks Commission meetings, returning demolition review to the Landmarks Commission,
reducing the cost of landmark applications, and restoring the Preservation Planner position to the
Planning Department is imperative in preserving the balance in our amazing city between being
responsible stewards of the past and embracing the future including development and planning.
Thank you. Billy Nistico
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 932 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Kara Fox <lunifox@aol.com>
Sent:Sunday, May 21, 2023 11:07 AM
To:councilmtgitems
Subject:Please restore our landmarking process...
EXTERNAL
It’s so sad that developers who don’t even live here are doing their best to ruin our besautiful city for their own personal
gain. Please try to stop this. Kara Fox 14 th st
kara fox
_________________________
Glamourproject.org
karafox@me.com
Instagram: @infinitelyolive
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 933 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Laurie Harmon <LaurieMH43@aol.com>
Sent:Sunday, May 21, 2023 11:18 AM
To:councilmtgitems
Subject:restore Santa Monica Preservation Program
EXTERNAL
Dear Santa Monica City Council,
I urge you to adopt the 2 phase plan proposed by the Santa Monica Conservancy.
Phase 1 - budget neutral optimization to reduce the cost burden on applicants right away.
restore monthly meetings of the Landmark Commission
return Demolition review of the Landmark Commission
reduce the cost of Landmark applications
streamline Certificate of Appropriateness anakysis
Phase 2 - restoration of theAnakysis Preservation Planner position in 2024.
Landmark Application Analysis
Applicant awareness of Incentive
Code and Zoning Ordinance exceptions
restore fee waivers for non profit organizations
Sincerely,
Laurie Harmon
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 934 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Joan Goldsmith Gurfield <joangoldsmithgurfield@gmail.com>
Sent:Sunday, May 21, 2023 12:01 PM
To:councilmtgitems
Subject:Preserving historic buildings
EXTERNAL
Dear City Council Members,
I urge you to reconsider the importance of preserving historical buildings in our city. They are part of the heritage we
should pass on to future generations. In our (understandable) haste to provide more housing, let's not neglect the
important and often beautiful structures that are signs of our past.
Thank you.
Sincerely,
Joan Gurfield
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 935 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Beth Greulich <beth.greulich@gmail.com>
Sent:Sunday, May 21, 2023 2:36 PM
To:councilmtgitems
Subject:Please restore landmarking process!
EXTERNAL
To whom it may concern, PLEASE restore the Santa Monica landmarking process. Preserving history is extremely
important!
Beth and Geoff Greulich
620 12th St
Santa Monica 90402
Sent from my iPhone
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 936 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:April Smith <april@aprilsmith.net>
Sent:Sunday, May 21, 2023 2:51 PM
To:councilmtgitems
Subject:Restore Santa Monia's Historica Preservation!
EXTERNAL
Nothing is more essential to the character of a city than its architectural history. Ours is eroded every day. Landmarking
homes and commercial structures is an enduring way of honoring the folks who built this town and those who are
farsighted and generous enough to pass that history on to future generations as well as a statement of our values as a
community. We own one of three houses on Seventh Street built in the 1920s, each in a different historical style. I am
also lucky to have an office in an historic medical building on Second Street that is once again in danger of
being destroyed by redevelopment. Priceless.
Thank you for your consideration.
Sincerely,
April Smith
427 7th Street
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 937 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Elizabeth Lerer <elerer@elizabethlerer.com>
Sent:Sunday, May 21, 2023 3:11 PM
To:councilmtgitems; Gleam Davis; Lana Negrete; Christine Parra; Oscar de la Torre; Phil
Brock; Caroline Torosis; Jesse Zwick
Subject:Budget to Protect Our History
EXTERNAL
Dear Mayor and Councilmembers,
We’re losing it. The city’s historic preservation process has been insanely deprioritized. Please protect our history:
- Return the Landmarks Commission to regular monthly meetings and restore their ability to review demolitions.
- Reduce the costs associated with attaining a historic designation.
- Resume efforts to hire an experienced preservation planner.
Thank you,
Elizabeth Lerer
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 938 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Karen Melick <klmelick@yahoo.com>
Sent:Sunday, May 21, 2023 3:59 PM
To:councilmtgitems
Cc:Clare Thomas; triguyla@yahoo.com; Joelle Simmons; Arati Desai Wagabaza; Jeanette
Gant; mimi_jonas@hotmail.com; mak@teamsantamonica.org; knorth@usc.edu;
lisa@onewiththewater.org; mikey@swimwithheart.org; shaun@leapsnboundz.com;
sydlovelace@gmail.com; Zina Josephs; Clay Evans; Kathryn Iannucci; Albin Gielicz;
Maryanne LaGuardia; Steven Johnson; Lori Brown; Andrew Gomez; John Smith; David
White
Subject:Item 7.A Input for 2023-25 Proposed Biennial Budget - Recreation and Arts Director
positions
EXTERNAL
Dear City Council members,
My name is Karen Melick and I have been a resident in Santa Monica for 41 years. I am the chairperson of the Santa
Monica Aquatics Advisory Committee, an advisory group to the Recreation and Parks Committee. My wife, Clare
Thomas, is the president of the Friends of Sunset Park neighborhood group. We raised our son here who attended the
SMMUSD schools and participated in a variety of City run youth programs including CREST, sports leagues and swim
lessons. We are writing this letter as individuals, not as the position of our groups as this topic has not been discussed
with those groups.
We whole-heartedly support elevating the importance of Recreation and Arts in our city, but adding 3 new permanent
executive positions of a Director of Recreation and Arts, an Executive Administrative Assistant and an Administrative
Services Officer, at a new cost of approximately $600,000 a year including benefits, is not the way to do it.
The previous directors of the Community Services department, Andy Agle and Karen Ginsberg, have come out against
this proposal. With my MBA and 42 years of work experience including at the director level, I agree with Andy and Karen
that adding these 3 high level positions is not necessary and a wasteful use of scarce budget resources. The resources
needed are for front-line workers, not more managers, assistants and administrators. Also, in this day and age, a director
should not need two full time assistants.
The existing Community Recreation manager is the person who is responsible for the direction and support of recreation
programs in the city. The new director of Recreation and Arts seems like they would have significant overlapping
responsibilities with this position. The Recreation department already has many management and administrator
positions. Of the current 24.6 FTE permanent employees, 10 employees are manager, supervisor or coordinator
positions. Another 4 are staff assistants or administrators. That leaves only 10.6 as front-line workers directly providing
services to the community. With 26.4 FTE temporary staff members in 2022-2023, this is already a very top-heavy
department.
While the permanent staffing level is what it was pre-COVID, the number of swim instructor/lifeguard temporary FTE has
not returned to the pre-COVID number. Because of that, the Swim Center hours and programming are less than pre-
COVID. There is no plan in the 2023-2024 budget to increase the Swim Center hours and programming.
Drowning is the #1 cause of unintentional injury-related deaths in children ages 1-4. Santa Monica, as a beach town,
should have an obligation to ensure our youth are water safe. Currently, youth swim classes fill up in about 2 minutes
after enrollment opens, so many children are unable to learn this critical life-saving skill. We need to do better.
As seniors, we know that swimming is one of the best exercises for seniors. More hours and programming at the Swim
Center are needed to service our city’s youth and seniors. The $600,000 for the new director and their two staff members
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 939 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
could instead be used to hire about 12 swim instructors/lifeguards to significantly expanded services to the citizens of
Santa Monica.
Recommendation
Instead of hiring these 3 new positions, elevate the Community Recreation manager’s position to be the Recreation and
Arts director. Have the Cultural Affairs (6.7 FTE) and Beach House (13.3 FTE) groups report into that upgraded position
along with the current groups, the Aquatics Programs (13 permanent FTE) and Community Services (10.6 permanent
FTE). Existing assistant and administrative support should be used. Or just don't split the current Community Services
department into two departments. Then the $600,000 can be spent on front-line workers to expand services.
Thank you for your time and consideration.
Karen Melick and Clare Thomas
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 940 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Barbara Wallace <bwalla3@yahoo.com>
Sent:Sunday, May 21, 2023 4:02 PM
To:councilmtgitems
Subject:Building preservatio
EXTERNAL
Dear Santa Monica City Council,
As a resident of this city, I urge you to re-establish the Preservation Council to protect historically significant buildings
from demolition. There needs to be a voice for protecting these structures. The pressure for obtaining space to build
high density housing will make it difficult to protect these older buildings. We need to have a voice that advocates for
their preservation.
Thank you,
Barbara Wallace
Ocean Park Neighborhood Resident
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 941 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Margaret Bach <mnlbach@gmail.com>
Sent:Sunday, May 21, 2023 4:37 PM
To:councilmtgitems
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget
EXTERNAL
To the honorable City Council,
Recognizing the current budget constraints of the city, I nonetheless urge you to restore Santa Monica's historic
preservation program in a manner that would optimize scarce budget resources while returning the City's preservation
program to a more robust and responsive initiative.
For priority action, I urge:
Return Landmarks Commission meetings to a monthly schedule, to ensure effective review and management of
historic resources and preservation opportunities.
Streamlining consultant and staff reports, thereby reducing the cost of Landmark application.
Streamlining Certificate of Appropriateness applications and review.
Demolition Review -- restoring that review function to the Landmarks Commission. This review process has
served the city well in the past, ensuring that potential resources up for demolition receive a timely review.
With the various pressures on our existing built environment, the City must strengthen its tools to protect and celebrate
the historic resources in our diverse neighborhoods.
Sincerely,
Margaret Bach
Former member, Landmarks Commission
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 942 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Libby Pachares <libby@nedelman.org>
Sent:Sunday, May 21, 2023 6:23 PM
To:councilmtgitems
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget
EXTERNAL
Honorable Council Members,
I am writing to urge you to implement those actions to revitalize the City’s Historic Preservation Program recommended by
The Santa Monica Conservancy in its May 16 letter to you As a long-time resident of Santa Monica, I appreciate all that the
City has done to preserve our diverse and amazing history, while I also am saddened that so much has been lost. While I do
acknowledge the many challenges posed by the recent budget crisis, I am hopeful that as we reemerge from the pandemic
(hopefully on more solid financial footing), Council will prioritize restoring funding for our Preservation Program.
Sincerely,
Libby Pachares
414 16th Street,
Santa Monica, CA. 90402
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 943 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Julie Cantor <jc@jcantorlaw.com>
Sent:Sunday, May 21, 2023 7:26 PM
To:councilmtgitems
Subject:Please Protect Santa Monica Landmarks
EXTERNAL
Hello —
I am a longtime Santa Monica resident and fan, and I write to urge the City Counsel to restore our city’s Historic
Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning
demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the
Preservation Planner position to the Planning Department.
Thank you!
Julie D. Cantor MD | JD
Attorney
J. Cantor Law
The information contained in this communication is confidential and should be considered to be attorney work product
and/or attorney-client privileged. This communication is the property of J. Cantor Law and is intended only for the use of
the addressee. If you are not the intended recipient, please notify the sender, delete the message, and note that any
distribution or copying of this message is prohibited. Any discussion of tax matters contained herein is not intended or
written to be used, and cannot be used, for the purpose of avoiding any penalties that may be imposed under federal
tax laws.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 944 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Julie Cantor <jc@jcantorlaw.com>
Sent:Monday, May 22, 2023 12:19 AM
To:councilmtgitems
Subject:Re: Please Protect Santa Monica Landmarks
EXTERNAL
Correcting an autocorrect error — City *Council*
Thank you!
On May 21, 2023, at 7:26 PM, Julie Cantor <jc@jcantorlaw.com> wrote:
Hello —
I am a longtime Santa Monica resident and fan, and I write to urge the City Counsel to restore our city’s
Historic Preservation Program by, among other things, re-establishing monthly Landmarks Commission
meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark
applications, and restoring the Preservation Planner position to the Planning Department.
Thank you!
Julie D. Cantor MD | JD
Attorney
J. Cantor Law
The information contained in this communication is confidential and should be considered to be
attorney work product and/or attorney-client privileged. This communication is the property of J. Cantor
Law and is intended only for the use of the addressee. If you are not the intended recipient, please
notify the sender, delete the message, and note that any distribution or copying of this message is
prohibited. Any discussion of tax matters contained herein is not intended or written to be used, and
cannot be used, for the purpose of avoiding any penalties that may be imposed under federal tax laws.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 945 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Susan hires <shhires@yahoo.com>
Sent:Sunday, May 21, 2023 8:06 PM
To:councilmtgitems
Subject:Restore Historic preservation program.
EXTERNAL
Thank you for all your hard work. Please please please restore Santa Monica’s Historic
Preservation Program. We are doing what we can to maintain and preserve our 60 year old
condo building, Oceanaire on Ocean Ave. Your future efforts toward preservation will pay big
dividends by restoring iconic structures of Santa Monica as an attractive place to live, work
and play. Thank you.
An appreciative resident owner, Susan Hires.
Sent from iPhone 812-343-5182
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 946 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Ryan Olson <ryan.t.olson@gmail.com>
Sent:Monday, May 22, 2023 8:37 AM
To:councilmtgitems
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget
EXTERNAL
I understand that this year's budget is considering funding for the Landmarks Commission. I would like to respectfully
request that council further reduce funding for the Landmarks Commission. In a time of fiscal cutbacks, this is absolutely
not where the city should be spending its dwindling finances. Further, in my opinion, the commission has shown
questionable judgement in what buildings they protect. I try not to be cynical, but it seems to me that the commission is
more concerned with their power to stop development than with any good faith effort to preserve truly historic
buildings.
I submit as evidence 1655 Appian Way:
This building was an absolute blight on our city, yet was designated historic by the Landmarks Commission. I am
heartened that City Council overturned this terrible decision on the part of the Landmarks Commission, but I think this
goes a long way to show how fundamentally unserious the commission is. Please do not restore their funding or take
any actions to make it easier for this process to be abused like this in the future.
Ryan Olson
1021 Pine St.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 947 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Noma Boardmember <nomaboard@gmail.com>
Sent:Monday, May 22, 2023 9:51 AM
To:jc@jcantorlaw.com
Cc:councilmtgitems
Subject:Re: Please Protect Santa Monica Landmarks
EXTERNAL
Thank you!
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
smnoma.org
NOMAboard@gmail.com
On Sun, May 21, 2023 at 7:26 PM Julie Cantor <jc@jcantorlaw.com> wrote:
Hello —
I am a longtime Santa Monica resident and fan, and I write to urge the City Counsel to restore our city’s Historic
Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning
demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the
Preservation Planner position to the Planning Department.
Thank you!
Julie D. Cantor MD | JD
Attorney
J. Cantor Law
The information contained in this communication is confidential and should be considered to be attorney work product
and/or attorney-client privileged. This communication is the property of J. Cantor Law and is intended only for the use
of the addressee. If you are not the intended recipient, please notify the sender, delete the message, and note that any
distribution or copying of this message is prohibited. Any discussion of tax matters contained herein is not intended or
written to be used, and cannot be used, for the purpose of avoiding any penalties that may be imposed under federal
tax laws.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 948 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Noma Boardmember <nomaboard@gmail.com>
Sent:Monday, May 22, 2023 10:25 AM
To:councilmtgitems; gleam.davis@santamonica.go; Lana Negrete; Phil Brock;
chistine.parra@santamonica.gov; Jesse Zwick; carolyn.torosis@santamonica.gov; Oscar
de la Torre
Cc:David Martin; David White; stephanie.reisch@santamonica.gov
Subject:Subject: Budget and Landmarks Commission items
EXTERNAL
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
Mayor Davis and Council Members,
Think of any great city in the world and the first thing that comes to mind are its historic landmarks: Paris’s Eiffel Tower,
London’s Big Ben, Rome’s Colosseum. Or closer to home, the Griffith Observatory, and our own Santa Monica Pier.
These landmarks exist because past generations ensured that they survived.
As previous generations have done for us, so too must we be responsible stewards of our past. In a rapidly changing city
like Santa Monica -- under constant development pressure -- preserving our diverse and historic architecture (from early
Craftsman homes, to historic bungalows, to sleek mid-century buildings) is vital to preserving the character of our city.
Unfortunately, at a time when the pipeline is about to be flooded with new housing projects, our preservation
program has been cut back so far as to be non-functional.
Our City has made landmarking increasingly difficult. The result has been the number of landmarked buildings in Santa
Monica have decreased from about 5.8 designations per year through 2020, to under two designations in 2022, to zero
designations so far this year. Zero.
The problem: processing times have increased from 60-days to months and months. The cost to applicants have
skyrocketed. Demolition review has been delegated to the Santa Monica Conservancy which struggles under the burden
of taking over so much of the Landmarks Commission work, while the Landmarks Commission barely meets (they have
only met twice this year, so far).
NOMA is joining with other groups to encourage our City Council to restore Santa Monica’s Historic Preservation
Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning demolition review
to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner
position to the Planning Department.
The NOMA Board
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 949 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
smnoma.org
NOMAboard@gmail.com
Nancy Coleman - Chair
Danilo Bach - Vice-Chair
Victor Fresco - Treasurer
Jeff Brecht
Phillis Dudick
Sue Edwards
Jeff Gordon
Ann Greenspun
Todd James
Evelyn Lauchenauer
Bruce Leddy
Elizabeth Lerer
Steve Lissik
Sonya Fox Sultan
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 950 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Ann Hoover <annkbowman@yahoo.com>
Sent:Monday, May 22, 2023 10:57 AM
To:David White; gigi.decavalles-hughes@santamonica.gov
Cc:councilmtgitems; Susan Cline; Anuj Gupta
Subject:05-23-23 Council Meeting - Item 7.A. - Proposed Biennial Budget Study Session -
Thank you!
EXTERNAL
Dear Mr. White, Ms. Decavalles-Hughes, & all other relevant City Staff members -
I just want to say thank you for all the work that's clearly gone into the financial forecasting and preparation of the
proposed budgets for Council consideration tomorrow night.
You've obviously worked incredibly hard to address both Council's priorities and community requests for restored
fundamental services like additional hours at the libraries and youth afterschool programs like Playground Club (formerly
the long-standing Playground Access afterschool free play).
These are the sorts of basic community services that dramatically enhance and support the lives and well-being of our
seniors, our working families, and our young people.
So, again, thank you!
Sincerely,
Ann Bowman
Resident, 26+ years
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 951 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Peter Altschuler <altschuler@wordsworthandco.com>
Sent:Monday, May 22, 2023 12:12 PM
To:Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis;
Oscar de la Torre; Council Mailbox
Cc:councilmtgitems; David White; Douglas Sloan; David Martin
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget
EXTERNAL
The character of Santa Monica has been eroding for years, but preserving its landmarks and architecturally notable
structures can ensure that the things that made the city desirable don’t vanish.
The National Trust for Historic Preservation recognizes the importance of the built environment that helped define cities
and towns across America. The Landmarks Preservation Commission in New York has protected countless irreplaceable
buildings that connect the present with the past. Our own Landmarks Commission was doing the same… and needs to
do so again.
Funding for the Santa Monica Landmarks Commission needs to be restored. Fees for designated structures as landmarks
need to be affordable for average homeowners and non-profit organizations. Oversight of demolition needs to be
reviewed by Landmarks to prevent the destruction of noteworthy buildings and structures.
It’s convenient to think, in the digital age, that nothing valuable occurred more than 20 minutes ago or that history
began on the birthday of a Millennial. Yet, just as people who don’t know history are doomed to repeat its mistakes,
people who do know history can help retain what worked so that others can apply its lessons today.
The City Council has a role to play in ensuring that the past has a future.
p
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 952 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Roxanne Tanemori
Sent:Monday, May 22, 2023 2:12 PM
To:Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis;
Oscar de la Torre
Cc:councilmtgitems; Jim Ries; Ellis Raskin
Subject:Planning Commission's Recommendation for Council Budget Study Session - Item 7A
Attachments:Planning Commission to Council 2023-05-23 Budget Recommendations-signed.pdf
Dear Council Members,
Please find the aƩached leƩer from the Planning Commission with their recommendaƟons for consideraƟon during your
May 23rd FY 2023-25 biennial budget study session.
Thank you,
Roxanne Tanemori
Roxanne Tanemori, AICP
Acting Planning Manager
(310) 458-2201 ext. 8202
roxanne.tanemori@santamonica.gov
santamonica.gov
Reach the City Planning team anytime at 311!
Zoning Code | Applications & Forms | Plans & Projects
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 953 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1685 Main Street, Santa Monica, CA 90401 • (310) 458-8411 • manager@santamonica.gov
santamonica.gov •@cityofsantamonica •@santamonicacity
Honorable Mayor and City Councilmembers
Santa Monica City Council
1685 Main St,
Santa Monica, CA 90401
Re: City Council Meeting May 23, 2023; Agenda Item No. 7A regarding the City budget.
Honorable Councilmembers,
Item 7Aon your agenda is a discussion regarding the City’s budget for the next fiscal term.
Given the City’s numerous priorities and limited resources, we understand that finalizing this
City’s budget will be no simple task. However, it is essential for this City to provide the
Planning Department the resources it needs to help us all build a stronger future for all
residents.
The Planning Commission discussed and voted on recommendations which include the
following priorities:
Right size the Planning Department: The City Planning Department needs a stable and
appropriately sized workforce to complete its significant workload. This workload
includes creating critical land use planning documents such as the Local Coastal
Program (LCP). The successful approval of the LCP will claw back some local land use
control, while also streamlining the permit process. Speaking of Santa Monica’s
economic recovery, the Planning Commission also recommends the retention of a full
time economic development administrator. This position will focus on supporting
existing and new businesses in the City andfacilitate and coordinate opportunities for
both public and private stakeholders to support the City’s ongoing economic recovery.
The end goal of both of these positions is to promote economic development urgently
needed.
Promote public participation by allowing for remote public testimony: The pandemic
presented numerous challenges for City governments. However, one positive aspect
was the creation of remote public hearings. This allowed a new, and for some easier,
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 954 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1685 Main Street, Santa Monica, CA 90401 • (310) 458-8411 • manager@santamonica.gov
santamonica.gov •@cityofsantamonica •@santamonicacity
format for constituents to interact with City government. As we move past the
pandemic, we should hold on to these good government practices which promote
public participation and enhance the transparency of the planning process. We urge
the Council to approve a budget that permits in person City Planning Commission
meetings at City Hall while also accommodating remote testimony.
Landmarks Commission: The Planning Commission requests that the City Council re-
establish the City of Santa Monica’s commitment to historic preservation. A key to that
is to allow the Landmarks Commission to re-engage in the land use development
process. Consistent with written recommendations provided to us at our public hearing
by current Landmarks Commissioners, we urge the City to adopt a budget that allows
for the following: (1) a return to monthlyLandmarks Commission meetings; (2) restore
Landmarks Commission authority to conduct preliminary reviews of demolition
applications for structures over 40 years old; (3) retention of an experienced
professional preservation planner; (4) provide fee subsidizes for landmark designation
applicants; and (5) provide fee waivers to encourage designations by property owners
(in particular, we urge the City Council to approve fee waivers for not-for-profit
organizations).
We appreciate this opportunity to provide our recommendations and urge you to consider
them closely.
Sincerely,
Jim Ries
Planning Commission, Chair
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 955 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Michelle Jonas Sroka <mimi_jonas@hotmail.com>
Sent:Monday, May 22, 2023 2:29 PM
To:councilmtgitems
Subject:Item 7.A Input for 2023-25 Proposed Biennial Budget - Recreation and Arts Director
positions
EXTERNAL
Dear City Council members,
My name is Mimi Sroka and I have been a resident in Santa Monica for 12 years. I am a member of the Santa
Monica Aquatics Advisory Committee, an advisory group to the Recreation and Parks Committee. I am also
on the upcoming executive board for Franklin Elementary's PTA. I have two children who attended the
SMMUSD schools and participated in a variety of City run youth programs including CREST, sports leagues
and swim lessons. I am are writing this letter as an individual, not from the position of my groups as this topic
has not been discussed with those groups.
I whole-heartedly support elevating the importance of Recreation and Arts in our city, but adding 3 new
permanent executive positions of a Director of Recreation and Arts, an Executive Administrative Assistant and
an Administrative Services Officer, at a new cost of approximately $600,000 a year including benefits, is not
the way to do it.
The previous directors of the Community Services department, Andy Agle and Karen Ginsberg, have come out
against this proposal. I agree with Andy and Karen that adding these 3 high level positions is not necessary
and a wasteful use of scarce budget resources. The resources needed are for front-line workers, not more
managers, assistants and administrators. Personally, in this day and age, a director should not need two full-
time assistants.
The existing Community Recreation manager is the person who is responsible for the direction and support of
recreation programs in the city. The new director of Recreation and Arts seems like they would have
significant overlapping responsibilities with this position. The Recreation department already has many
management and administrator positions. Of the current 24.6 FTE permanent employees, 10 employees are
manager, supervisor or coordinator positions. Another 4 are staff assistants or administrators. That leaves
only 10.6 as front-line workers directly providing services to the community. With 26.4 FTE temporary staff
members in 2022-2023, this is already a very top-heavy department.
While the permanent staffing level is what it was pre-COVID, the number of swim instructor/lifeguard temporary
FTE has not returned to the pre-COVID number. Because of that, the Swim Center hours and programming
are less than pre-COVID. There is no plan in the 2023-2024 budget to increase the Swim Center hours and
programming.
Drowning is the #1 cause of unintentional injury-related deaths in children ages 1-4. Santa Monica, as a beach
town, should have an obligation to ensure our youth are water safe. From first-hand experience, I know youth
swim classes fill up in about 2 minutes after enrollment opens online, so many children are unable to learn this
critical life-saving skill. We need to do better.
More hours and programming at the Swim Center are needed to service our city’s youth and seniors. The
$600,000 for the new director and their two staff members could instead be used to hire about 12 swim
instructors/lifeguards to significantly expanded services to the citizens of Santa Monica.
Recommendation
Instead of hiring these 3 new positions, elevate the Community Recreation manager’s position to be the
Recreation and Arts director. Have the Cultural Affairs (6.7 FTE) and Beach House (13.3 FTE) groups report
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 956 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
into that upgraded position along with the current groups, the Aquatics Programs (13 permanent FTE) and
Community Services (10.6 permanent FTE). Existing assistant and administrative support should be used. Or
just don't split the current Community Services department into two departments. Then the $600,000 can be
spent on front-line workers to expand services.
Thank you for your time and consideration.
Mimi Sroka
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 957 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Ted Winterer <tedwinterer@gmail.com>
Sent:Monday, May 22, 2023 2:32 PM
To:Gleam Davis; Lana Negrete; Phil Brock; Christine Parra; Oscar de la Torre; Caroline
Torosis; Jesse Zwick
Cc:nicole faries; David White; councilmtgitems
Subject:Item 7, 5/23/23 Council agenda
Attachments:CEPS letter to Council for retreat.docx
EXTERNAL
Mayor Davis and Honorable Councilmembers,
We at Community for Excellent Public Schools (CEPS) are grateful that you agreed with the principles in our letter sent
prior to your retreat (see attached) and that you made youth programs and services a priority for the FY 23/24 municipal
budget.
We look forward to the City's use of deferred pension liability paydown dollars to fund investments in our children.
Thank you,
Nicole Faries
Ted Winterer
CEPS Co-Chairs
--
Ted Winterer
Realtor @Compass, 2115 Main Street Santa Monica
DRE #02047989
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 958 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
Mayor Davis and Honorable Councilmembers,
Community for Excellent Pubic Schools (CEPS) is very aware of the
challenges you face in approving a balanced budget by June 2023, and
we are sympathetic to the tradeoffs you will have make given the
demands of multiple interest groups. After all, CEPS was founded to
help SMMUSD with its chronic budget shortfalls, a predicament for the
District which continues to this day with 5% annual cuts required over
the next two years.
We believe that the potential purchase by SMMUSD of either the Civic
Auditorium or the acquisition of the Civic and the nearby sports field
(our preference) presents a remarkable opportunity to create one-time
funds for the City’s staggering legal liabilities while expediting the
completion of the Santa Monica High campus upgrade. We encourage
you to explore this option vigorously, as it would benefit both public
agencies.
As for funding the City’s operational budget, we urge you to preserve
your long term commitment to municipal funding for education and
youth services. Too often when public agencies have to trim their
budgets, items such as parks and kids bear the brunt of cuts while
expenditures backed by more organized and influential lobbying are
spared the chopping block. Yet what better commitment is there to a
diverse and equitable city than an investment in our children and their
future? In fact, we believe the Council should adopt an additional
budget priority: Youth Services and Lifelong Education.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 959 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
Consequently, we urge you to postpone the pension liability pay down
in your new budget and to use those funds for the continuation of
Playground Club and youth sports at our schools and for the restoration
of other youth programs and services, including those at Virginia
Avenue Park.
Please make funding for our children your top priority in our budget
priorities.
Thank you,
Nicole and Ted
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 960 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
Mayor Davis and Honorable Councilmembers,
Community for Excellent Pubic Schools (CEPS) is very aware of the
challenges you face in approving a balanced budget by June 2023, and
we are sympathetic to the tradeoffs you will have make given the
demands of multiple interest groups. After all, CEPS was founded to
help SMMUSD with its chronic budget shortfalls, a predicament for the
District which continues to this day with 5% annual cuts required over
the next two years.
We believe that the potential purchase by SMMUSD of either the Civic
Auditorium or the acquisition of the Civic and the nearby sports field
(our preference) presents a remarkable opportunity to create one-time
funds for the City’s staggering legal liabilities while expediting the
completion of the Santa Monica High campus upgrade. We encourage
you to explore this option vigorously, as it would benefit both public
agencies.
As for funding the City’s operational budget, we urge you to preserve
your long term commitment to municipal funding for education and
youth services. Too often when public agencies have to trim their
budgets, items such as parks and kids bear the brunt of cuts while
expenditures backed by more organized and influential lobbying are
spared the chopping block. Yet what better commitment is there to a
diverse and equitable city than an investment in our children and their
future? In fact, we believe the Council should adopt an additional
budget priority: Youth Services and Lifelong Education.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 961 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
Consequently, we urge you to postpone the pension liability pay down
in your new budget and to use those funds for the continuation of
Playground Club and youth sports at our schools and for the restoration
of other youth programs and services, including those at Virginia
Avenue Park.
Please make funding for our children your top priority in our budget
priorities.
Thank you,
Nicole and Ted
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 962 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Mike Bonney <mjbonney@yahoo.com>
Sent:Monday, May 22, 2023 3:54 PM
To:councilmtgitems
Subject:“May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget”
EXTERNAL
Hi-
This historic preservation group is a joke, I don’t want money going to whatever it is that they do. I want this on the
record. Thanks-
Mike Bonney
2503 28th st #4
Sent from Yahoo Mail for iPad
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 963 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Ted Winterer <tedwinterer@gmail.com>
Sent:Monday, May 22, 2023 6:08 PM
To:Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline
Torosis; Phil Brock
Cc:David White; councilmtgitems
Subject:Item 7, 5/23/23 agenda, SM Conservancy concerns
EXTERNAL
Mayor Davis and Honorable Councilmembers,
I am aware of the Conservancy's concerns about budgeting and staffing for the City's historic preservation initiatives,
which I believe have never been a priority compared to the other elements of our LUCE.
We can reasonably expect significant changes to our built environment in upcoming years due to the zoning changes
implemented by the Housing Element update. I believe as new buildings are constructed we can also honor the most
outstanding architecture of the past -- let's seek diversity in our built environment as well as in our population.
So I offer these suggestions for your consideration:
1. Given the current high cost of a landmark application, if it's legal you could allocate Council discretionary dollars to
the Conservancy to defray these costs in the short term -- perhaps as a match to the Conservancy's private fundraising. If
not legal for some reason, there may be another entity which can accept and utilize such funds in the same manner.
2. My recollection is that the Woodys case (https://www.law.com/therecorder/almID/1202716654543/) may make it
challenging for the Landmarks Commission to review demolition permits and then rule on landmark designations.
However, I urge you to consult with the City Attorney to find some way for demolition permit applications to be
reviewed in a public forum, whether it's the Landmarks Commission or another body (Planning Commission?). The public
deserves the chance to opine on the future of structures on the Historic Resources Inventory.
3. While the City's fiscal health is not sound, surely there is a way in the short term to reduce some of the costs
associated with applications for landmark status and Certificates of Appropriateness.
4. As the City's revenues recover, consider in future budgets restoring the preservation planner position in place before
the COVID budget crisis.
Let's build the new housing so desperately needed for the future of our region, but at the same time let's respect and
value the iconic design of the past.
Regards,
Ted Winterer
--
Ted Winterer
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 964 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
Realtor @Compass, 2115 Main Street Santa Monica
DRE #02047989
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 965 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Annspun <annspun@aol.com>
Sent:Monday, May 22, 2023 7:51 PM
To:Gleam Davis; Christine Parra; Phil Brock; Oscar de la Torre; Lana Negrete; Caroline
Torosis; Jesse Zwick
Cc:councilmtgitems
Subject:Please restore the SM Historic Preservation Program.......from Ann Greenspun/SM
resident
EXTERNAL
Good evening City Council Members,
If you have ever gone to a meeting or function of the SM Conservancy, it is easy to
recognize the unmistakable passion and respect so many of us residents have for our
cultural and architectural history. Many mightily passed these gifts on to us.
Our responsibility is to pass that on to our posterity.
It takes dedicated volunteer work and cooperation with the city for us have these
elements preserved and enjoyed by our future generations.
I am hoping each of you adopts the two-phased, recommended plan below to save and
protect the Santa Monica Historic Preservation Program.
While planning for our future, please continue heartily to respect the past, and work
hand in hand to preserve the elements that continue to make Santa Monica special
and loved by each of us.
Below is the proposal taken from the Santa Monica Conservancy's suggestions.
I strongly urge the City Council to adopt it.
With respect,
Ann Greenspun
46 years of being an involved SM resident
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants
right away
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 966 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
Restore monthly meetings of the Landmarks Commission to ensure
city-wide of historic resources.
Return Demolition Review to the Landmarks Commission.
Reduce the cost of Landmark Applications by streamlining
consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on
conformance with the standards.
Phase II: restoration of the Preservation Planner position in 2024
Landmark Application Analysis by Preservation Planner credentialed
in preservation and planning with skills in
historical research and analysis, eliminates costly outside consultants,
and shortens processing time.
Applicant Awareness of Incentives by Preservation Planner who
supports use of the State Historic Building
Code and Zoning Ordinance exceptions to achieve programmatic goals
while preserving historic features.
Restore fee waivers for nonprofit organizations to ensure equitable
access to the program.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 967 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Heather Staves <hstaves1@gmail.com>
Sent:Monday, May 22, 2023 7:58 PM
To:councilmtgitems
Subject:Restoration of the Preservation Program in 2 Phases
EXTERNAL
Please support the Santa Monica Conservancy plan to restore the Landmarks
Program, including streamlining processing and hiring a trained preservation
professional.
--
Heather
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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Xavier Mota
From:Alexandra Sundell <alexandra.sundell@gmail.com>
Sent:Monday, May 22, 2023 8:58 PM
To:councilmtgitems
Subject:Landmarks Program restoration
EXTERNAL
Please adopt the restoration of the Santa Monica Landmarks Program.
Thank you,
Alexandra Sundell
90405
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 969 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Mike Layton <laytonmethod@gmail.com>
Sent:Monday, May 22, 2023 9:24 PM
To:councilmtgitems
Subject:Agenda Item: Pickleball & Budget Meeting 5.23.23
EXTERNAL
Dear Santa Monica City Council,
As many of you may know, Santa Monica racquet/paddle sports have been facing significant challenges caused by a
shortage of available "court" space. Please review the suggestions below, which I believe are reasonable steps to
support pickleball and the other "court" sports involved.
"Courts Advisory Committee": I endorse the proposal put forth by the Santa Monica Parks and Recreation Commission
to establish a Committee for Court Facilities. This committee would be responsible for devising strategies and solutions
aimed at supporting sports such as tennis, pickleball, volleyball, and basketball—sports that rely on court facilities.
Valid Santa Monica Resident Pickleball Player Information: It is important to note that the data regarding pickleball
participants from Santa Monica residents has yet to undergo current thorough verification and processing by the city.
The Santa Monica Pickleball Club, a private organization, has presented their estimate of Santa Monica resident
pickleball involvement (*Approx: 470) during a meeting with the Parks and Recreation Commission on March 16, 2023.
However, it is necessary for the city to obtain precise participant data through their established verification and
screening procedures, such as ID verification and utility bill confirmation. This process should mirror the approach used
for collecting participant data in other sports within the city. Consequently, the actual number of Santa Monica residents
who actively enroll and engage in pickleball within the city remains unknown.
- While not explicitly mentioned in the recommendations put forth by the Parks and Recreation
Commission, this is a crucial aspect missing from the overall pickleball process. It is highly significant and
warrants further consideration.
City Controlled Pickleball: I stand behind the efforts of pickleball enthusiasts to locate suitable and equitable venues for
their sport. The Parks and Recreation Commission has proposed that the city resumes its oversight of pickleball
programs offered by the municipality. This measure aims to address disparities, eliminate confusion, and establish a
more organized framework. For instance, the management of public "open play" pickleball should be entrusted to the
city rather than a private entity, as is presently the case.
Thank you for acknowledging this email, and I am hopeful we can discover fair and balanced solutions for racquet and
paddle sports which benefit all players involved.
Warm Regards,
Mike Layton
Santa Monica Resident
Santa Monica Small Business Owner
PTM Ambassador
USPTA Elite Professional
USPTA Examiner (former)
Coach of #1 ITF USA Junior (former)
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 970 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Soloff, Michael <Mike.Soloff@mto.com>
Sent:Monday, May 22, 2023 11:06 PM
To:councilmtgitems
Cc:info@smrr.org; Santa Monica Democratic Club; Gleam Davis; Lana Negrete; Phil Brock;
Christine Parra; Oscar de la Torre; Caroline Torosis; Caroline Torosis; David White;
Douglas Sloan
Subject:5.23.2023 SM CC Meeting Agenda Item 7A-Joint SMRR and SMDC Letter Opposing
Diversion of Affordable Housing Funds .pdf;
Attachments:5.23.2023 SM CC Meeting Agenda Item 7A-Joint SMRR and SMDC Letter Opposing
Diversion of Affordable Housing Funds .pdf
EXTERNAL
Please find attached a joint letter from Santa Monicans For Renters’ Rights and the Santa Monica Democratic Club
regarding Agenda Item 7A for the May 23, 2023 City Council meeting.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 971 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
May 22, 2023
Re: Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) –
Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding
Plans for Prompt Repayment
Dear Councilmembers:
Both Santa Monicans for Renters’ Rights (“SMRR”) and the Santa Monica Democratic Club
(“SMDC”) urge you to act immediately to revise Staff’s proposed ongoing diversions—without
any concrete and binding plan for prompt repayment—of Housing Trust Fund (“HTF”)
monies, including the GSH sales tax revenues that more than 70% of Santa Monica voters stated
should be used equally for funding affordable housing programs for lower and moderate income
households and for funding the public schools. As explained in detail below, not only are the
proposed diversions of HTF monies therefore contrary to the democratic intent of the voters, as
well as contrary to Santa Monica Municipal Code Section 4.90.30(e) (a provision which the
voters added in 2022 through new Measure GS), the proposed diversions also are wholly
inconsistent with the City and this Council’s claimed intentions to promote racial justice, equity,
and social diversity, to comply with the approved Housing Element, and to comply with City
Charter Section 630.
The specific Staff proposals at issue are the following.
First, based upon SMRR and SMDC’s reviews of the Staff report for this budget study session
and the supporting materials, it appears that no provision is being made for the previously
promised repayment of the $5.3 million in GSH sales tax revenues diverted from the HTF to
other uses in FY 2020-2021 in response to the City’s pandemic-induced fiscal emergency.
In particular, at its April 13, 2021 meeting, when considering how to use American Rescue Plan
funds, the City Council—including Mayor Davis and Councilmembers Brock, de la Torre, and
Parra—voted unanimously both to reject any further diversions of GSH sales tax revenues from
the HTF during the upcoming FY 2021-2022 fiscal year, and to repay as soon as possible the
GSH sales tax revenues diverted from the HTF during FY 2020-2021. Accordingly, the Staff
Report for the FY 2021-2022 budget study session held on May 25, 2021 stated on page 11 that
“[t]he [five-year] forecast also includes payments, over three years, of the deferred FY 2020-21
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 972 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
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Measure GSH Housing Trust Fund allocation beginning in FY 2023-24.” (emphasis added). But
there is no evidence in the materials for this study session that this promised repayment will
occur.
Second, at the April 25, 2023 City Council meeting, the City Attorney announced Council’s
approval of a new $122.5 million settlement to resolve pending lawsuits alleging child
molestation by Eric Uller. The City Manager spoke briefly about how the settlement would be
funded. As he stated at that time, and as confirmed in an email to the NOMA Board by the
City's Director of Finance, the City plans to finance the settlement include—in addition to
drawing down reserves in the General Fund, borrowing "from" the general fund portion of the
workers compensation fund, and borrowing "from" the Water Fund—both (1) "[s]uspending a
substantial portion of contributions of Measure GSH (2016) funds to affordable housing for FY
2022-23 and FY 2023-24," and (2) borrowing "against" the general fund portion of the Housing
Trust Fund.
No plan for the repayment of these HTF fund diversions was provided, let alone a binding and
concrete plan for prompt repayment. And no plan appears in the materials for this budget study
session.
Based on a unanimous vote of SMRR’s Steering Committee, and on the unanimous vote of the
SMDC Political Action Committee and the SMDC Executive Committee, it is SMRR and
SMDC’s positions that:
1. The City must honor its prior commitment to repay the Measures GS/GSH funds that it
diverted from the Housing Trust Fund in the first year of the pandemic.
2. No funds should be taken from the Housing Trust Fund, and no sales tax revenues that
would have been placed in the Housing Trust Fund should be diverted, to pay for the
Uller settlement without a concrete plan and binding commitment to promptly repay
those funds from future insurance recoveries, litigation recoveries, or other general funds.
Here are the reasons why you, our City Council, should vote to adopt these same positions.
First, diverting monies from the HTF and using them for purposes other than affordable housing
programs for lower and moderate income households is anti-democratic and contrary to Santa
Monica Municipal Code Section 4.90.30(e).1 In 2016, more than 70% of Santa Monica voters—
by passing measure GS—stated that one-half of the Measure GSH sales tax revenues should go
to affordable housing programs and one-half to the public schools. Then, in 2022, Santa Monica
voters confirmed their 2016 choice when they approved the new Measure GS, including the
provisions stating that the transfer tax funds raised for affordable housing programs and for the
schools by the new GS are in addition to and not in replacement of the existing funding for
these programs and for the schools, including funding provided in accordance with prior
advisory measures. These provisions—now found at Santa Monica Municipal Code Sections
1 SMRR and SMDC are political organizations, and therefore take no position regarding the legal
consequences to the City should it violate Santa Monica Municipal Code Section 4.90.30(e).
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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3
4.90.20(c)2 and 4.90.30(e)3—were expressly called out by the City Attorney in both the Ballot
Title and Summary appearing on the first page of each signature petition, and in the Impartial
Analysis of Measure GS found in the November 2022 General Election Official Sample Ballot
voter pamphlet: “The School Fund and the Homelessness and Affordable Housing Fund are
intended to provide additional support and not replace any existing funding under current
agreements or prior advisory measures.” (emphasis added).
At the same 2022 election, the voters had the option to pass Measures DT/DTS in order to
provide funding for a different set of priorities as described in Measure DTS. But more than
65% of Santa Monica voters rejected this option.
In short, in 2021 the City Council—including Mayor Davis and Councilmembers Brock, de la
Torre and Parra—recognized the importance of honoring the voters’ will regarding the use of
GSH funds, including by voting to direct repayment as soon as possible of the GSH sales tax
revenues diverted from the HTF during the first year of the pandemic. The City Council should
continue to respect the will of the voters, rather than renege on the promised repayment to the
HTF of the diverted FY 2020-2021 GSH sales tax revenues and/or authorize the further diversion
of HTF funds and GSH sales tax revenues for the Uller settlement in the absence of a concrete
and binding plan for their prompt repayment.
Second, diverting monies from the HTF and using them for purposes other than affordable
housing programs for lower and moderate income households is wholly inconsistent with the
City and this Council’s claimed intentions to promote racial justice, equity, and social diversity,
and to comply with the approved Housing Element.
There is no doubt that maximally available affordable housing funding is necessary to promote
racial justice, equity, and social diversity in Santa Monica.
The City—together with SMCC and SMMUSD—invited Heather McGhee (author of The Sum of
Us: What Racism Costs Everyone and How We Can Prosper Together) to be the keynote
speaker last Thursday evening at the John Adams Middle School Performing Arts Center.
Mayor Davis introduced Ms. McGhee, and Councilmember Brock was announced as one of the
V.I.P.’s in attendance. As Ms. McGhee states in her book:
2 “In enacting this Initiative, it is the intent of the voters that any funds allocated to the
SMMUSD or any future school district pursuant to this Section should be additional to, and not a
replacement of, any funds the City otherwise provides to the school district, including any funds
provided according to existing agreements or in accordance with prior advisory measures
regarding City funding for public education.”
3 “In enacting this Initiative, it is the intent of the voters that any funds allocated to the
Homelessness Prevention and Affordable Housing Fund should be additional to, and not a
replacement of, any funds the City otherwise provides for the purposes described above,
including any funds provided in accordance with prior advisory measures regarding City funding
for affordable housing.”
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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Because of our deliberately constructed racial wealth gap, most black and brown
families can't afford to rent or buy in places where white families are, and when
white families bring their wealth into black and brown neighborhoods, it more
often leads to gentrification and displacement than enduring integration. The
solution is more housing in more places that people can afford on the average
incomes of workers of color. What gets in the way is objections about costs--to
real estate developers, to public budgets, and to existing property owners.
(emphasis added).
In Santa Monica, "places that people can afford on the average incomes of workers of color"
means deed-restricted or rent-subsidized housing for lower and moderate income households.
The Los Angeles Almanac, using 2017-2021 American Community Survey data from the Census
Bureau, reports the following regarding median household income by race in Los Angeles
County and in Santa Monica:
City/Community All White Alone Asian Hispanic/ Black/
(not Hispanic) Latino African American
LA County $77,456 $95,193 $90,444 $66,929 $51,841
Santa Monica $99,847 $107,112 $117,500 $69,681 $45,613
While Santa Monica has a long way to go to help undo systemic racism and to more fully
integrate our community, it is not a coincidence that the Lawyers' Committee for Civil Rights
Under Law found each of the following in its 4/1/20 report entitled ASSESSMENT OF FAIR
HOUSING City of Santa Monica (emphasis added):
1. “The City of Santa Monica has enacted numerous policies to prevent
displacement and increase the supply of affordable housing, including rent
control, just-cause eviction, anti-tenant harassment laws, source of income
protections, and anti-discrimination laws that afford protections beyond the
federal Fair Housing Act and the California Fair Employment and Housing Act.
Santa Monica has also enacted mandatory inclusionary housing and spends
significant local resources on affordable housing creation and rental subsidies.
Santa Monica also has among the highest [Section 8 voucher] exception payment
standards in the country, and is undoubtedly implementing more programs to
address its fair housing needs than other actors in the region. These actions have
resulted in a drastically expanded [affordable] housing stock in the City.”
2. “The City of Santa Monica provides most of the affordable housing in the
West Los Angeles area.”
3. "Since 1990, segregation has decreased in Santa Monica at a faster rate than
within the greater region."
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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There also is no doubt that maximally available affordable housing funding is necessary to
comply with the approved Housing Element. The Housing Element is replete with affordable
housing programs and policies for which the City states a need to locate funding. See, e.g.,
Program 2B (right of first refusal ordinance for non-profit affordable housing providers);
Program 2E (commit to the production of affordable housing on City-owned/publicly-owned
land); Program 3C (facilitate the conservation of restricted and non-restricted at-risk housing);
Program 3D (maintain an acquisition and rehabilitation program); Program 6B (seek funding
sources to support rental assistance for vulnerable individuals and households at-risk of
displacement); Program 6C (maintain and expand the preserving our diversity (POD)
program).
Moreover, the RHNA allocation to Santa Monica called for the creation 6,158 deed-restricted
affordable housing units, 69% of the total RHNA allocation. The Housing Element cites lack of
available funding as the reason for setting its quantified objectives for these deed-restricted
affordable units at just 2,249 (just 36.5% of the RHNA allocation).
Finally, there is no doubt that maximally available affordable housing funding is necessary for
the City Council to comply with Section 630 of the City Charter. That provision, added by the
voters of Santa Monica in 1990 through Proposition R, provides:
The City Council by ordinance shall at all times require that not less than thirty
percent (30%) of all multifamily-residential housing newly constructed in the
City on an annual basis is permanently affordable to and occupied by low and
moderate income households. For purposes of this Section, “low income
household” means a household with an income not exceeding sixty percent (60%)
of the Los Angeles County median income, adjusted by family size, as published
from time to time by the United States Department of Housing and Urban
Development, and “moderate income household” means a household with an
income not exceeding one hundred percent (100%) of the Los Angeles County
median income, adjusted by family size, as published from time to time by the
United States Department of Housing and Urban Development. At least fifty
percent (50%) of the newly constructed units required to be permanently
affordable by this Section shall be affordable to and occupied by low income
households.
(emphasis added). This provision reflects the desire of Santa Monicans to live in an
economically diverse community, rather than an economically-gated community like Beverly
Hills, Brentwood, or Pacific Palisades.
Given the Council’s recent establishment of a uniform inclusionary zoning requirement of 15%,
and the fact that the State Density Bonus Law effectively reduces that inclusionary zoning
requirement to just 11% as demonstrated by the recent Gelson’s project, it is patent that
maximally available funding is needed for Council to meet its obligations under Section 630 of
the Charter.
In short, the Housing Element states: “The City Council has prioritized funding and land use
policies to develop affordable housing.” In order to stay true to its stated priorities and legal
responsibilities, City Council must continue to do so, rather than renege on the promised
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
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6
repayment to the HTF of the diverted FY 2020-2021 GSH sales tax revenues and/or authorize
the further diversion of HTF funds and GSH sales tax revenues for the Uller settlement in the
absence of a concrete and binding plan for their prompt repayment.
* * *
In conclusion, SMRR and SMDC appreciate the problems created by Eric Uller, and does not
challenge the wisdom of settling the pending Uller-related lawsuits. But that cannot excuse
taking HTF funds to pay that settlement without some concrete and binding plan to promptly
repay those HTF funds from insurance recoveries, litigation recoveries, or other general revenues
of the City that are not subject to specific voter direction. Nor can it excuse the City reneging on
it prior promise to repay as soon as possible the GSH sales tax revenues diverted from the HTF
fund during the first year of the pandemic. Please do not do permit such inexcusable diversions
of desperately needed affordable housing funds.
Thank you for considering SMRR and SMDC’s views on this important subject.
Sincerely,
Denny Zane Jon Katz
Co-Chair, Santa Monicans for Renters’ Rights President, Santa Monica Democratic Club
Mike Soloff
Co-Chair, Santa Monicans for Renters’ Rights
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 977 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Debbie Mahdessian <santamonicatenniscollective@gmail.com>
Sent:Tuesday, May 23, 2023 9:54 AM
To:councilmtgitems
Subject:May 23 Meeting Item-Fiscal Year 2023-25 biennial budget (Pickleball)
EXTERNAL
Dear City Council,
I am writing in support of the recommendation from Recreation and Parks Commission recommendation to approve
reinstating a modified and revenue-supported City-run pickleball program that is staffed with City staff, gives priority
access to residents, and charges nominal fees for high-demand open-play session time.
As a Santa Monica resident, business owner, homeowner, parent of 5 and USTA NJTL Youth non-profit organization I
strongly urge council to approve this in the budget for the following reasons:
EQUITY-To create equity between the two sports that are sharing tennis courts, both sports and their users
(residents, instructors and organizations) should be subject to the same oversight and rules for access. Currently,
tennis users are overseen by City rules and fees, pickleball users are overseen by an outside, private organization
that is permitted on a monthly basis by the city. There are no rules currently governing the permit holder
regarding what hours instruction and clinics are allowed(unlike tennis). This discrepancy in governance is a large
contributor to unnecessary friction between the two sports sharing the tennis courts. There is no other sport in
the City that is conducted in the manner pickleball currently is.
FINANCIAL-The cost of creating and hiring personelle to staff the oversight will be recouped through reservation
card fees, court fees and city run programming through community class pickleball (which is currently not
offered)
DATA-Gathering current and accurate data on the number and proportion of resident and non resident
pickleball players (as the city has on teens through reservation cards and community class registrations) as well
as the age demographics of the player. The City has accurate data on the number and ages of tennis players, but
has no reliable or verifiable data on pickleball. Without accurate data, informed decisions on allotment of
financial and space resources for the sports.
I support the growth of BOTH pickleball and tennis in our community, proportional to the demand by residents based on
accurate data. Creating this position in the budget will allow this and alleviate much of the friction that has
unfortunately defined the relationship between the two sports in our common city.
I welcome any questions and would love to be a part of the solution.
Sincerely,
Debbie Mahdessian
310-430-1962
Website
Instagram
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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2
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 979 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:clarethomasdo@aol.com
Sent:Tuesday, May 23, 2023 11:29 AM
To:councilmtgitems
Subject:Item 7A, biennial budget review
EXTERNAL
Dear Council Members,
The current staffing level for the city library services is 60% of pre-pandemic level. This next budget
only increases it to 65% of pre-pandemic level.
These cuts are particularly critical to lower income, youth, and senior citizens of our city. Please
prioritize more resources to restore these library services.
Thank you,
Clare Thomas
2602 25th St
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 980 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Kathy Knight <kathyknight66@gmail.com>
Sent:Tuesday, May 23, 2023 11:41 AM
To:councilmtgitems
Subject:May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget”
EXTERNAL
May 23, 2023
To: Santa Monica City Council
From: Kathy Knight
Sunset Park resident for 30 years
kathyknight66@gmail.com
(310) 613-1175
Dear City Council Members:
Please support the request by the Santa Monica Conservancy to lower the costs of landmarking our precious resources
here in Santa Monica that are so important for the enjoyment of our City life.
PLEASE SUPPORT THIS REQUEST so that we can have monthly Landmarks Commission meetings again, give the
commission more responsibilities to protect our landmarks, and lower the cost of designation applications, so that not
only the rich can apply for landmark protections.
Our landmarks are so important to preserve, for us and future generations, and they make our City more attractive for
tourists and business - which helps our economy over all.
I know many people that are getting very unhappy with places being torn down and huge Mega buildings being put up
that are not that attractive to tourists and local residents.
Most residents cannot afford to live in them.
PLEASE RESTORE THE BUDGET FOR OUR HISTORIC PRESERVATION PROGRAM.
Thank you.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 981 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Esther Hickman <estherheidi@gmail.com>
Sent:Tuesday, May 23, 2023 12:46 PM
To:councilmtgitems
Subject:“May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25
Proposed Biennial Budget” in the subject line.
EXTERNAL
Dear Honorable City Council Members,
Acknowledging the city’s current funding constraints, we are asking Council to recommend
Restoration of the Preservation Program in 2 Phases.
Phase 1 (NOW): Budget neutral optimization to reduce the cost burden on applicants right
away!
Restore monthly meetings of the Landmarks Commission to ensure city-wide review of
historic resources.
Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
Streamline Certificate of Appropriateness analysis to focus on conformance with the
standards.
Return Demolition Review to the Landmarks Commission.
Phase II (NEXT YEAR): Restore the 2019 Preservation Planner position (a credentialed
professional in preservation and planning with skills in historical analysis) so that:
Landmark Application Analysis can be conducted in house just as all other discretionary
building permits are evaluated, eliminating the need to hire costly outside consultants, and
streamlining the process.
Applicants can be informed of Incentives such as encouraging the use of the State Historic
Building Code and Zoning Ordinance exceptions to achieve programmatic goals while
preserving historic features.
With reduced costs, fee waivers for nonprofit organizations can be restored to ensure
equitable access to the program.
With Gratitude for all you do for all of us!
--
Esther Hickman
310.600.7306
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 982 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:PNA90404 <pna90404@gmail.com>
Sent:Tuesday, May 23, 2023 1:34 PM
To:councilmtgitems; Christine Parra; Oscar de la Torre; Phil Brock; Lana Negrete; Jesse
Zwick; Caroline Torosis
Cc:nina@freddycan.net; David White
Subject:Save the Historic Preservation Program
EXTERNAL
Dear Santa Monica City Council Members and City Manager,
The PNA Board is writing this letter to demonstrate support to restore the Historic Preservation Program in two
phases. We feel that it is important for our city to do its part in preserving the character and scale of our
neighborhoods and in doing so protecting long-term renters and small locally owned businesses.
As we move forward to meet the growing needs for housing and new development projects, City leaders must
ensure that the infrastructure established to adequately support laws and policies in our LUCE, Historic
Preservation Element, and Zoning Ordinance is fully funded. Unfortunately, due to budgets cuts resulting from
the COVID lockdown the preservation program has come to a halt. The purview of the quasi-judicial, well-
qualified Landmarks Commission has been stripped down. Months-long delays in application processing and
astronomically high fees have discouraged new applications. The work is not getting done. Landmarks
applications are in sharp decline, not a single new application has come in since November 2022. The city may
already be losing significant historic resources that we can never get back.
We urge that you consider restoring the Historic Preservation Program in 2 Phases. This will provide the City
the ability to sufficiently fund as development projects move forward.
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
• Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources.
• Return Demolition Review to the Landmarks Commission.
• Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
• Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.
Phase II: restoration of the Preservation Planner position in 2024
• Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills
in historical research and analysis, eliminates costly outside consultants, and shortens processing time.
• Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building
Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
• Restore fee waivers for nonprofit organizations to ensure equitable access to the program.
Thank you for your time and consideration.
PNA Board of Directors
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
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Packet Pg. 983 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:june Jones <theshaws235@yahoo.com>
Sent:Tuesday, May 23, 2023 2:29 PM
To:councilmtgitems
Subject:Landmarks
EXTERNAL
Continue seeking and renewing Santa Monica’s landmarks.
Sent from my iPhone
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 984 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Mike Salazar <mikedsalazar@gmail.com>
Sent:Tuesday, May 23, 2023 2:39 PM
To:councilmtgitems
Subject:Item 7A Budget to restore Preservation Program
Attachments:Item7a-May23-2023-CityCouncil-Salazar.pdf
EXTERNAL
May 23, 2023
City Council, May 23, 2023, Item 7A
Please distribute the attached letter in support of the restoration of the Preservation Program as a budget priority to
the City Council, City Manager, Planning Department and all appropriate city staff.
Thank You in advance,
Mike Salazar, Architect
Ocean Park/Santa Monica
--
Mike Salazar
The information contained in this e-mail message is intended only for the use of the individual or entity named above. If the reader of this message is not the intended recipient,
or is not the employee or agent responsible for delivering it to the intended recipient, you are hereby notified that any dissemination, distribution or copying of this
communication is strictly prohibited. If you have received this message in error, please immediately notify us by telephone or reply by e-mail and promptly delete the message.
Thank you.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 985 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 986 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 987 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Leonora <leonorasc@gmail.com>
Sent:Tuesday, May 23, 2023 3:35 PM
To:councilmtgitems
Subject:Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) –
Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and
Binding Plans for Prompt Repayment
EXTERNAL
Subject: Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for
Prompt Repayment
Dear Councilmembers,
I'm writing as a deeply concerned resident of Santa Monica regarding the proposed ongoing diversions of
Housing Trust Fund (HTF) monies, specifically GSH sales tax revenues intended for affordable housing
programs and public schools funding. I've noted with alarm that there is no clear plan for repayment of the
$5.3 million in GSH sales tax revenues diverted from the HTF in FY 2020-2021. Equally worrying is the recent
approval of a $122.5 million settlement, funded partially by suspending a considerable por tion of Measure GSH
funds and borrowing against the HTF, again without any indication of a repayment plan.
As a Santa Monica resident, I believe it is crucial that the city adheres to its prior commitment to reimburse the
HTF for the diverted Measures GS/GSH funds. Furthermore, any funds borrowed from the HTF to settle the
Uller lawsuit must come with a guarantee of swift repayment from future insurance recoveries, litigation
recoveries, or other general funds. It is essential to respect the will of Santa Monica's voters who supported the
use of GSH funds for affordable housing and public schools and continue to strive for racial justice, equity, and
social diversity.
While I understand the challenges brought about by the Eric Uller-related lawsuits, I believe it's crucial to
maintain a strong commitment to affordable housing and schools funding, especially in light of H0using
Element commitments. Any proposed diversions of HTF monies should come with concrete and binding plans
for quick repayment. I urge you to consider the long-term implications of these decisions and act in the best
interest of our community.
Sincerely,
Leonora Camner
Santa Monica resident
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 988 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Tara Barauskas <tbarauskas@communitycorp.org>
Sent:Tuesday, May 23, 2023 3:34 PM
To:councilmtgitems
Subject:Item 7A
Attachments:item7a.pdf
EXTERNAL
Dear Mayor Davis and Members of the City Council, please find attached a letter regarding Item 7A. Thank you.
Tara Barauskas, LEED AP
Executive Director
Community Corporation of Santa Monica
1423 2nd Street, Suite B
Santa Monica, CA 90401
(310) 394-8487 ext. 133
tbarauskas@communitycorp.org
www.communitycorp.org
I acknowledge with respect and gratitude the Tongva, Kizh, and Chumash Pe oples on whose traditional territory I live and
work.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 989 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 990 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Council Mailbox
Sent:Tuesday, May 23, 2023 3:50 PM
To:councilmtgitems
Subject:Fw: Tonight's Meeting Agenda Item 7A Budget Study Session
From: Kurt Gonska <Kurt.Gonska@santamonica.gov>
Sent: Tuesday, May 23, 2023 2:24 PM
To: Jesse Zwick <Jesse.Zwick@santamonica.gov>; Caroline Torosis <Caroline.Torosis@santamonica.gov>; Phil Brock
<Phil.Brock@santamonica.gov>; Gleam Davis <Gleam.Davis@santamonica.gov>; Christine Parra
<Christine.Parra@santamonica.gov>; Lana Negrete <Lana.Negrete@santamonica.gov>; Oscar de la Torre
<Oscar.delaTorre@santamonica.gov>
Cc: Council Mailbox <Council.Mailbox@santamonica.gov>
Subject: Tonight's Meeting Agenda Item 7A Budget Study Session
City Councilmembers,
In addition to my position as a Rent Control Board Commissioner, I'm a member of SMRR and Santa Monica
Democratic Club. I'm writing in support of the positions taken by those organizations in their letter to you dated
5/22/23 (Re: Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) – Opposition to
Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for Prompt Repayment).
I urge you to avoid diverting funds from affordable housing – as do your constituents who made this clear on
Election Day in November.
It is crucial to prioritize funding for affordable housing.
Thank you.
Kurt Gonska
Commissioner, Santa Monica Rent Control Board
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 991 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Helen Landon <helen@drhelen.com>
Sent:Tuesday, May 23, 2023 4:55 PM
To:councilmtgitems
Subject:“May 23, 2023 Agenda Item 7A
EXTERNAL
I know that I’m late, but I want to voice my support for funding that supports city landmarks. I believe we benefit from
preserving our past.
Thank you for all you do,
Helen Z. Landon, PhD
Santa Monica resident since 1986 ish.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 992 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
1
Xavier Mota
From:Elan Glasser <eglasser@icloud.com>
Sent:Tuesday, May 23, 2023 5:03 PM
To:Council Mailbox
Cc:councilmtgitems; David White; Finance Mailbox
Subject:City Budget / Item 7-A on tonight's agenda
EXTERNAL
Dear City Council, City Manager and Mayor:
I am writing regarding the budget study session on tonight’s agenda (item# 7-A).
In 2020, during the height of the city’s pandemic budget crisis, the city council decided to make draconian cuts to our
public libraries. I believe that this was the most drastically cut department in the city at that time, by a wide margin. The
library laid off well over half its full-time equivalent staff and 80% of its Youth Services (children’s) librarians.
Loud voices of outcry from residents followed, and city council promised residents numerous times that the cuts were
short-term and that they would be restored. The recent ballot measures passed by voters specifically promised
restoration of library services and that is what many residents believed they were voting for, among other priorities.
Since 2020, a few very modest increases in library funding have occurred, however branch libraries remain gutted, with
2 of them open only 2 days week, and unstaffed. The others have severely restricted hours and have gutted programs
such as story time and after school tutoring for low-income families.
In the current city staff proposal, a measly additional 600K in funding is proposed for fiscal year 2023-24. The original
library budget, pre-pandemic was around $13M. A full restoration of the library budget would cost approximately 2
million additional dollars. To put this in perspective, in an annual city budget of well over $400M, we are talking about
under 0.5% of the city budget to restore library funding to pre-pandemic levels.
Residents have patiently waited 3 long years for their beloved libraries to fully reopen, only to feel blindsided by this
latest staff proposal.
Libraries are not self-organizing. They are not only about opening hours and checking books in and out. Libraries rely on
professionals to curate, update and support collections, and to plan community services such as adult and child literacy
programs, ESL and after-school tutoring programs, as well as internet and information services that are especially
important for low income community members. Now that the pandemic has ended, it is essential that we restore these
programs and services.
The staff proposal talks about increasing library opening hours, but in reality, without full funding restoration, there is
not enough staff to restore branch library story times, tutoring and other services. A generation of children are growing
up without their beloved neighborhood story times, not to mention without consistent access to branch libraries for safe
places to study and learn.
Cutting libraries hits the poorest and most vulnerable amongst us the hardest, including seniors and people who wouldn’t
otherwise have access to books and safe study spaces, to free internet access, to a variety of children’s services like
tutoring, and to education for adults including ESL.
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 993 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
2
Now is the time for City Council to direct staff to restore library funding and to not only make annual piecemeal
adjustments.
I urge the Council to direct staff to reallocate under 0.5% of the city budget in order to fully restore the library’s budget.
Thanks for your time and consideration,
Elan Glasser
Longtime Santa Monica Resident
c 310.720.6075
ITEM 7.A.
MAY 23, 2023
ITEM 7.A.
MAY 23, 2023
7.A.f
Packet Pg. 994 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session)
City Council –May 23, 2023
FY 2023-25 Proposed Biennial Budget Study Session
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Packet Pg. 995 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Agenda –Budget Study Session
1.Budget Overview
2.Financial Status Update
3.Department Presentations
4.Capital Improvement Program
5.Other Business
6.Council Questions
2
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Packet Pg. 996 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
March 11 Retreat
•5 Year Forecast, state of operations
•Council adopts priorities for
FY 2023-25 Biennial Budget
May 23 Study Session
•Proposed FY 2023-
25 Budget Presented to City Council for feedback
June 27 Adoption
•FY 2023-25 Budget Public Hearing and Adoption
The City’s Biennial Budget Timeline
Year 1 –Biennial
•Priority Setting Process
•Comprehensive Budget Document
•Adopt Year 1; Approve Year 2 Plan
Year 2 –Exception-Based
•Adjustments to Year 2 Plan
•Adopt Year 2
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Packet Pg. 997 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
The FY 2023-25 Proposed Biennial Budget
Most substantial restoration and introduction of new ongoing services since 2020 restructuring
Provides stability through ongoing program funding
Strategic and focused on community priorities and enabling in-person services
Year 1 Budget is Balanced
Year 2 General Fund Uses Working Capital Reserves
4
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Packet Pg. 998 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
BUDGET OVERVIEW:FY 2023-25 Proposed Budget
5
FY 2023-24 Proposed Budget
Citywide -$740.9 million*
•3.8% increase over FY 2022-
23
General Fund -$436.9 million
FY 2024-25 Budget Plan
Citywide -$746.4 million*
•0.8% increase over FY 2023-
24
General Fund -$458.6 million
*Net of reimbursements and transfers between funds
636.8
660.6
104.1
85.9
- 100.0 200.0 300.0 400.0 500.0 600.0 700.0 800.0
Budgeted Expenditures* (in millions)
Operating Capital
Other
Funds
Enterprise
Funds
General
Fund
7.A.g
Packet Pg. 999 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
BUDGET OVERVIEW:
FY 2023-25 Proposed Budget
6
2,297.9
1,877.2
2,097.1
0 500 1000 1500 2000 2500
Citywide Staffing Over Time
FY 2023-24 Proposed Budget FY 2020-21 Adopted Budget FY 2019-20 Adopted Budget
•FY 2023-24 FTE
Change
•+46.5 Permanent
•+11.5 As-needed
•Still 200 short of pre-
pandemic levels-mostly in
General Fund
7.A.g
Packet Pg. 1000 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
•FY 2023-25 BIENNIAL BUDGET:
FY 2023-25 BIENNIAL BUDGET:General Fund
7.A.g
Packet Pg. 1001 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:
Addressing
Homelessness
Clean & Safe
Santa Monica
Cultivate
Economic
Recovery &
Expand
Community &
Cultural
Offerings
Racial Justice,
Equity & Social
Diversity
Sustainable &
Connected
Community
RECREATION & ARTS CITY MANAGER’S OFFICE
POLICE FIRE
FINANCE LIBRARY
HOUSING & HUMAN
SERVICES PUBLIC WORKS INFO. SYSTEMS
CITY CLERK’S OFFICE HUMAN RESOURCES
TRANSPORTATION CITY ATTORNEY’S OFFICE
COMMUNITY DEVELOPMENT
7.A.g
Packet Pg. 1002 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:Addressing Homelessness
Housing & Human
Services
•New department focus
•Multi -Disciplinary Street
Teams expansion
•SamoShel 24/7 intakes
•Housing voucher
program/staffing
expansion
Police
•Expanded Homeless
Liaison Program
expansion
•Salvation Army
outreach teams
City Manager's
Office/Housing &
Human Services
•Homelessness Strategic
Plan
7.A.g
Packet Pg. 1003 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:Clean & Safe Santa Monica
Police
•DaRT Continuation
•Expanding
technology
•Plan for SMART
Center
•Parking Structure
Security expansion
Fire
•EMS strategic
focus
•Case Manager
for high utilizers
Public Works
•Debris/waste clean-
up from PEH
•Alley cleaning & bulky
item cleanup
•Water feature
permanent
restoration
•Tree pruning
restoration
Transportation
•Transit Safety
Program
Community
Development
•Code Enforcement
Pier security
continuation
•Homeshare
monitoring
7.A.g
Packet Pg. 1004 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:Cultivate Economic Recovery & Expand
Community & Cultural Offerings
Housing &
Human
Services
•Youth Programs
restored
•CREST
•VAP Teen
Center
•Police Activities
League
Library
•Open Main on
Saturdays
•Evening hours
extended
•Main morning
hours extended
•One-time
restorations
permanent
Recreation &
Arts
•New department
focus
•Art of Recovery
ongoing
•Pickleball Program
•Memorial Park
facilities open
•SamoHi aquatic
program
Community
Development
•Staffing focus
on Local Coastal
Plan and leasing
•Small Business
Assistance
Program
City Manager’s
Office/Finance
•Support to
Schools -
Playground Club
•Neighborhood
Grants Program
•Partnerships
Program
•Business License
Modernization
7.A.g
Packet Pg. 1005 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:Racial Justice, Equity & Social Diversity
City Manager’s
Office
•Equity Fund
•Language Access
•Reframe
•Racial Equity
Committee
Housing &
Human
Services
•ADA Coordinator
Public Works &
Transportation
•Trades Intern
Program ongoing
City Clerk’s
Office
•Hybrid public
meetings
Finance
•Equity in
Procurement
•RRR rate subsidy
program
7.A.g
Packet Pg. 1006 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FY 2023-25 BIENNIAL BUDGET:Sustainable & Connected Community
Public Works
•Zero Waste
Strategic Plan
•Sustainable Water
Master Plan
•Electric Vehicle
Action Plan
Transportation
•Electrification of
Bus Fleet
•Transit
recruitment
towards full
restoration
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Packet Pg. 1007 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FINANCIAL STATUS UPDATE:Challenges
Business and
international
travel still
lagging
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Packet Pg. 1008 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
•Lost $170M in
revenues through
June 2022
•Total loss of $250M,
ending in ‘27-28
•Gap reflects capacity
to restore services
FINANCIAL STATUS UPDATE:General Fund Revenues Still Lagging
320.0
340.0
360.0
380.0
400.0
420.0
440.0
460.0
480.0
500.0
520.0
18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28
General Fund Revenues Before and After the Pandemic
May 2023 Pre-COVID
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Packet Pg. 1009 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
FINANCIAL STATUS UPDATE:General Fund Reserves and Borrowing
General Fund Unrestricted Reserves
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
FY 18-19 FY 19-20 FY 20-21 FY 21-22 Post
Settlement
Assigned Rainy Day/Econ. Uncertainty Working Capital
7.A.g
Packet Pg. 1010 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
•67% of pre-COVID level
•$362M in unfunded projects
FINANCIAL STATUS UPDATE:Capital Needs Remain Unfunded
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28In MillionsGeneral Fund -Capital Improvement Program
Annual Base Allocations
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Packet Pg. 1011 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
$0.1 $0.1 $0.1
$(0.6)
$(1.5)
$(2.0)
$(1.0)
$-
$1.0
$2.0
FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28
Balance of Sources and Uses($in m ilions)
{ Working Capital Reserve }
FINANCIAL STATUS UPDATE:Five Year General Fund Forecast
7.A.g
Packet Pg. 1012 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
•3.5% average growth
rate
•Included:
•Measure CS
•Kiosks
•TOT impacted by hotel
renovations in short
term
•Not Included:
•Measure HMP
•Parking rate
increases
FINANCIAL STATUS UPDATE:Revenue Growth is Steady but Slow
7.A.g
Packet Pg. 1013 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Self-Sustaining: Water, Wastewater, BBB, Airport, Cemetery,
Housing Authority, Stormwater
Requiring Attention: RRR, Fleet and Information Technology-
future year repayments of suspended contributions
General Fund Impact:Beach and Pier subsidies; CBB merged
Measure GS (2022) Fund: next year
FINANCIAL STATUS UPDATE:Other Funds (Non-General Fund)
7.A.g
Packet Pg. 1014 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Finance Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $7,226,556 $20,915,280 67.3 / 0.5
FY 2024-25 $8,263,458 $21,733,429 67.3 / 0.5
Key Areas of Focus
•Fiscal sustainability through forecasting, new revenue streams,budget monitoring
•Business license tax modernization
•Procurement disparity study
•Administration of Measure CS and GS Funds
•Banking relationship transition
•Ongoing: revenue collection, payments,safety and insurance, audit programs, debt management and investments
21
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Packet Pg. 1015 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Finance
Proposed Budget Changes
•Position to support payroll operations, partially funded by enterprise funds
(1.0 FTE permanent)
•Ongoing funding to support SMMUSD’s Playground Club program
•Funding for program to offer reduced RRR rates for qualifying low-income
households
22
7.A.g
Packet Pg. 1016 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
City Council Proposed Budget Expenditures Positions
Perm
FY 2023-24 $887,090 2
FY 2024-25 $934,133 2
Key Areas of Focus
•Mayor, Mayor Pro Tem and Councilmember Support
•Administration of Council Discretionary funds
•Legislative Advocacy
•Federal and State Lobbyists
•Advance City policy positions
•Identify/pursue federal and state funding opportunities
•Intergovernmental Relations
23
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Packet Pg. 1017 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
City Manager Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $4,013,263 $13,064,576 56 / 1.4
FY 2024-25 $4,013,263 $13,620,975 56 / 1.4
Key Areas of Focus
•Policy recommendations and implement direction
•Manage organization and service delivery
•3-1-1 program
•Diversity, Equity and Inclusion
•Office of Communications
•Office of Emergency Management (OEM)
•Community Partnerships
24
7.A.g
Packet Pg. 1018 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
City Manager
Proposed Budget Changes
•Restore ongoing funding for grants to Neighborhood groups
•Provide resources to support Community Partnerships
•Revenue generating
25
7.A.g
Packet Pg. 1019 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
City Attorney Proposed
Budget
Expenditures Positions
Perm / Temp
FY 2023-24 $13,044,443 44 / 0.5
FY 2024-25 $13,671,033 44 / 0.5
Key Areas of Focus
•No budget changes, other than to fund existing obligations,including staff reclassifications approved by Council in February.
•Public Safety -Prosecute misdemeanors
•Victim assistance
•Coordinate with SMPD and CSD to address homelessness
•Homeless court and other local diversion programs
•Consumer Protection –Enforce state and local laws
•Tenant harassment and fair housing
•Residential leasing and home-sharing
•Consumer and worker protection
•Community education to help tenants, landlords, businesses, and workers understand their rights and responsibilities
•Protect City Resources -Defend lawsuits –In February Council approved BBB funding a litigation position to handle BBB lawsuit defense, providing savings over outside counsel.
•Legal Advice -Prepare Council items and advise all City officials, departments, boards, and commissions
26
7.A.g
Packet Pg. 1020 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Records & Election Services(City Clerk)
Proposed
Budget
Revenues Expenditures Positions
Perm
FY 2023-24 $332,129 $2,848,348 13
FY 2024-25 $1,027,854 $3,739,923 13
Key Areas of Focus
•Administration (including Records Management)
•Upcoming retirements
•Purchase/implement new Agenda Management System and leverage digital kiosks
•Fully restore passport services
•City Council meeting support –implement hybrid public comment
•Support Services (Mailroom and Print Shop)
•Upcoming retirements
•Purchase/implement new large format printer
•Elections –2024 General Municipal Election
27
7.A.g
Packet Pg. 1021 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Records & Election Services(City Clerk)
Proposed Budget Changes
•Full restoration of passport services, entirely funded by new revenues (1.0 FTE permanent)
•Upgrade of Enterprise Content Management system (ongoing and one-time funds)
•Funding to support hybrid public comment for City Council meetings
28
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Packet Pg. 1022 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Community Development Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $43,631,265 $29,436,475 86.2 / 0.8
FY 2024-25 $44,400,177 $31,066,461 86.2 / 0.8
Key Areas of Focus
Focused on the built environment and the encouragement and expansion of economic opportunities for businesses and residents
29
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Packet Pg. 1023 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Community Development
Key Areas of Focus
•Economic Stability and Growth: supporting new and existing businesses,
implementing grant program for small businesses, partnering with business
improvement districts, enabling recreational cannabis businesses, modifying
zoning ordinance to enable more entertainment options Downtown and on the
Third Street Promenade
•Policies and Plans: finalizing Safety Element Update and Local Coastal Plan
updates, implementing the Housing Element
•Stewardship of City Resources: administering the beach and pier, operating
the Farmers Markets, processing of Development Agreements and permits for
City-owned properties and private developments, overseeing disposition or
sale of City-owned properties
30
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Packet Pg. 1024 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Community Development
Key Areas of Focus
•System Improvements: implementing permitting efficiency study
recommendations, supporting issuance of RFP for updated permitting
system, implementation of an electronic payment option for tenants of
City-owned properties
•Safety: developing and implementing a vacant properties ordinance,
administering the seismic retrofit program, implementing new
technology to support home-sharing regulations, partnering to enforce
vending rules, responding to community concerns, inspecting
construction
31
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Packet Pg. 1025 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Community Development
Proposed Budget Changes
•Funding to support hybrid public meetings
•Funding to enhance monitoring and enforcement of the City’s home-sharing ordinance
•Restoration of key positions to enhance economic recovery work with a focus on the City’s real estate portfolio, complex planning efforts, and process streamlining (2.0 FTE permanent)
•Establishment of a Small Business Assistance and Tenant Improvement Fund
•Establishment of ongoing funding for security services program at the Pier
32
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Packet Pg. 1026 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
AGENDAFire
Key Areas of Focus
33
Proposed Budget Revenues Expenditures Positions Perm / Temp
FY 2023-24 $6,374,799 $54,447,926 137 / 0.4
FY 2024-25 $3,695,727 $54,864,216 137 / 0.4
•Completion of first ever SMFD Strategic Plan
•Initiate the accreditation process through the Center for Public Safety Excellence (CPSE) / Commission
on Fire Accreditation International (CFAI) accreditation in FY2023-24
•Manage existing Emergency Medical Services and explore opportunities to enhance services to more
efficiently manage low-acuity calls, vulnerable population response, explore in-house ambulance
transport services, and community paramedicine programs
•Implement a comprehensive employee mental health/wellness program that recognizes the unique
needs of public safety personnel
•Develop a Community Outreach, Communications, and Engagement Plan to facilitate enhanced
engagement with community stakeholders
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Packet Pg. 1027 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Fire
Proposed Budget Changes
34
Reallocate funds dedicated to Community Response Unit Pilot Project to add
an EMS Battalion Chief, who will serve as the Departments Homeless Liaison
Accept WCCOG funds to add contracted case manager for high users of
9-1-1
Restore 14-week Recruit Academy to provide opportunities for improved
diversity and inclusion of underrepresented groups
Reclassify 3.0 Firefighter positions to 3.0 Captain positions to serve in the
Emergency Incident Technician capacity
Add an as-needed 0.4 FTE EMS/Logistics position
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Packet Pg. 1028 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Housing & Human Services Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $34,677,056 $55,225,509 73.3 / 8.2
FY 2024-25 $35,370,822 $55,900,537 73.3 / 8.2
35
Key Areas of Focus
•Addressing and preventing homelessness, Measure GS
•Project and tenant-based rental and income assistance
•Affordable housing production, preservation, and monitoring
•Out of school time programs at Virginia Avenue Park, Police Activities League, and CREST
•Human Services Grants Program
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Packet Pg. 1029 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Housing & Human Services
Proposed Budget Changes
•Add 5.5 FTE Housing Division staff
•Add 1.0 FTE ADA Coordinator
•Ongoing funding for limited expansion of CREST, PAL, and VAP
youth programs
•Continue and expand multidisciplinary outreach teams
•Homelessness Strategic Plan
•Redesign SAMOSHEL to accommodate 24/7 intakes
36
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Packet Pg. 1030 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Recreation & Arts Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $6,704,970 $13,225,612 42.8 / 43.3
FY 2024-25 $6,620,195 $13,700,450 42.8 / 43.3
37
Key Areas of Focus
•Park and beach recreation programs
•Swim Center, SaMoHi pool, and Beach House aquatics programs
•Sports leagues, Memorial Park Gym, The Cove Skatepark, community classes
•Permits for sports fields, tennis courts, community events, fitness instructors
•Public Art, Beach House, Art of Recovery, Acknowledge and Reframe Together programs
•Equitable funding for Organizational Support Program
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Packet Pg. 1031 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Recreation & Arts
38
Proposed Budget Changes
•Add 3.0 FTE to create new department
•Ongoing Art of Recovery events
•Add 1.5 as-needed FTE to expand hours at Memorial Park Gym, Fitness Room and field rentals
•Add 0.5 FTE for Beach House event rentals
•Add 1.0 FTE and 0.6 as-needed FTE for City Pickleball Program
•Resume Swim Center conference room rental (0.1 as-needed FTE)
•Expand cost-covering aquatic classes at SaMoHi aquatic center (0.1 as-needed FTE)
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Packet Pg. 1032 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Recreation & Arts
39
Organizational Support Program (OSP)
•23/24 OSP budget is $409,925, a 2% increase over 2019, the last time the grant application was opened.
•27 applicants; 22 recommended for funding by diverse jury panel of arts experts; 3 are new
•Awards range from $6K to $70K
•Grant awards determined by a combination of jury score, previous grant award, and the City’s available resources.
•Focus on level funding for organization stability.
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Packet Pg. 1033 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Human Resources Proposed
Budget
Expenditures Positions
Perm
FY 2023-24 $6,308,341 26
FY 2024-25 $6,575,105 26
Key Areas of Focus
•HR ARC Mission Statement:
•Attract and Retain the Next Generation of Leaders
•Reinforce a Civil and Equitable Workplace
•Cultivate a Culture of Accountability, Empowerment and Leadership
•Moss Adams Organizational Review Recommendations
•Classification Analysis
•Consolidation and Clear Career Paths
•Technology Enhancements and Workflow Efficiencies
•Streamline Processes / New Benefit Administration System
•Equity and Inclusion
•Municipal Code Enhancements
40
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Packet Pg. 1034 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Human Resources
Proposed Budget Changes
•Funding for services to administer selection/examination processes to establish eligibility lists for employee recruitment
•Funding for classification and compensation studies
41
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Packet Pg. 1035 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Information Services Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $5,940,113 $12,974,857 52 / 0.5
FY 2024-25 $5,807,440 $13,591,029 52 / 0.5
Key Areas of Focus
•Mission: Leverage technology in support of responsive City services and an exceptional digital experience for the people of Santa Monica.
•Key projects include:
o Complete update to City's web presence
o Replace the Computer Assisted Dispatch/Records Management System (CAD/RMS)
o Award contract for the City's new permitting technologies
o Computer Equipment Replacement Program and implement Managed Print Services
42
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Packet Pg. 1036 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Information Services
Proposed Budget Changes
•Convert 1.0 FTE limited-term Business Process Technology
Analyst to Permanent position
•Ongoing funding for technology-related items, such as A/V
maintenance contract for City Hall campus and DocuSign
•Consolidate Community Broadband into General Fund for
greater efficiencies from more flexible sharing of resources
43
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Packet Pg. 1037 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Library
44
Library Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $114,465 $11,047,152 56.5 / 16.4
FY 2024-25 $120,318 $11,577,417 56.5 / 16.4
KEY AREAS OF FOCUS
Equitable and Inclusive Economic Recovery through literacy, learning, and community engagement
Restore Library hours and services to meet community needs
FY 22/23 –added 35 hours per week of service, including evenings at all locations and Saturdays at two
branches
FY 23/24 –adds 22 additional hours per week, including later evenings at all locations and Saturdays at
Main Library
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Packet Pg. 1038 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
LibraryLibrary
45
KEY AREAS OF FOCUS
Equitable and Inclusive Economic Recovery through literacy, learning, and community engagement
Enhance user experience with a focus on facilities, infrastructure and safety
Reopened the Fairview Branch for self-service, all branches OPEN for community use
Emphasize values of equity and inclusion through community engagement,library services, programs and policies.
Programs are up 54%Materials circulation is up 13%Visitors are up 51%
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Packet Pg. 1039 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Library
46
Proposed Budget Changes
Restore additional service hours at all open locations
•Main Library opens Saturdays
•Main Library opens earlier M-Th
•All locations extend evening hours
Add 3.0 FTE (Library Services Officer, Library Assistant II, Librarian I)
Add 4,026 as-needed hours (Library Assistant I, Library Assistant II, Librarian I)
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Packet Pg. 1040 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
POLICE
47
Goals
Addre ssing C rime a nd Pub lic Sa fe ty
•Expand Homeless Outreach and Engagement
•Enhance Pedestrian and Traffic Safety
•Utilize and refine ALPR camera network in downtown area
•Inc re a se fre que nc y of spe c ia l ope ra tions through c olla bora tion of Public Se rvic e Offic e rs, Pa trol Ope ra tions, DSU,
HLP and DaRT
Personal Development and Resilience
•Enha nc e a bility to re c ruit a nd hire qua lifie d c a ndida te s
•Expa nd We llne ss a nd Re silie nc e Initia tive through a de dic a te d he a lth c a m pa ign utilizing ne w ly a c quire d state
grant funds
•Enhance and improve FTO program
•Increase employee opportunities for growth and professional development
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Packet Pg. 1041 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
POLICE
48
Goals
Strengthening Trust and Relationships
•Enhance Community Engagement through increased NRO quality of life campaigns
•Youth Development and Engagement through expansion of the Department’s LEAD Program
Technology and Infrastructure
•Leverage newly acquired technology of LIVE 911 to improve UAS response
•Research, design, and implement department’s Real Time Crime Center,
•“S.M.A.R.T” Center
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Packet Pg. 1042 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
POLICE
Proposed Budget Changes
•Expand Homeless Liaison Program (6 Officers, 1 Sergeant) and add funding for Mental Health Clinician
•Expand parking security services at Downtown parking structures
•OT Funding for DaRT Team
49
Proposed Budget Revenues Expenditures PositionsSworn /Civilian / Temp
FY 2023-24 $18,053,443 $116,043,633 228 / 166.5 / 21
FY 2024-25 $17,089,292 $119,724,933 228 / 166.5 / 21
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Packet Pg. 1043 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Transportation Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $153,046,637 $110,737,702 472.3 / 0.5
FY 2024-25 $165,660,897 $115,332,204 472.3 / 0.5
50
Key Areas of Focus
Restoration of service to pre -pandemic levels
•Comprehensive Operational Analysis –to inform potential new service models and adding 6,000 revenue service hours to improve frequency and improve travel trip times.
•17 MCO Students currently in training, 16 have graduated since January 1, 2023.
•Adding 26 hours of public counter service at GoSamo Center.
•Recruitment and retention efforts through community partnerships, job fairs, two-day hiring events, wellness programs.
Enhance Safety & Security
•Proposed Transit Safety Officers onboard buses/ continued partnership with SMPD Detail at high frequency bus stops.
•Expand security patrol hours and locations of parking structures.
•Complete Traffic Signal inventory and assessment.
•Six Schools Pedestrian Safety Project (Safe Routes to School).
•7th Street Activation Project with security fencing, bus stop enhancements, three dog exercise areas and food vendors.
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Packet Pg. 1044 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Transportation
Key Areas of Focus
Customer Experience
•Enhanced parking structure cleaning and maintenance through partnerships with DTSM and other city departments.
•Delivery of 15 BEB’s and procurement of an additional 30 BEB’s over the biennial process for a cleaner and safer ride.
•Technology enhancements to improve bus arrival times, more real time e-signs, new fleet communication system to inform customers.
•Additional credit card readers at beach lots.
51
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Packet Pg. 1045 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Transportation
Proposed Budget Changes
Proposed budget changes
reflect strategic investments to
enhance safety throughout the
transportation network and
restore service to pre-pandemic
levels. Net increase of 3.0 FTE’s.
52
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Packet Pg. 1046 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Public Works Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $172,077,590 $164,477,732 480.5 / 0.4
FY 2024-25 $186,597,020 $172,900,571 480.5 / 0.4
Key Areas of Focus
•Continue maintaining and enhancing the City's facilities,infrastructure, and public spaces
•Implement the Sustainable Water Master Plan and position the City to achieve water self-sufficiency
•Attain regulatory compliance towards Zero Waste
•Deliver key capital improvements that support vital city operations including a microgrid at the City Yards Campus, new Ground Water Wells and Arcadia Water Treatment Plant Upgrades.
•Strategic Planning for Conversion of the Airport
•Advance carbon neutrality through green power and building and vehicle electrification
•Continue efforts to identify and pursue funding from external sources
53
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Packet Pg. 1047 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Public Works
•Funding to establish specialized public space maintenance team focusing on waste and debris generated by people experiencing homelessness (3.0 FTE permanent)
Proposed Budget Changes (General Fund)
54
•Ongoing funding for
maintenance of the water
features at Ken Genser
and Tongva Parks
54
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Packet Pg. 1048 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Public Works
•Funding to increase tree pruning
frequencies in high-traffic areas to improve
safety and aesthetics of our public spaces
55
Proposed Budget Changes (General Fund)
•Funding for maintenance to
support additional service
hours at the Main Library
•Funding to support hybrid public meetings (General Fund and Airport Fund)
55
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Packet Pg. 1049 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Public Works
•Staffing to enhance alley clearing, illegal dumping and bulky item pickup services, bike
lane sweeping, comply with State mandatory organics recycling, and work towards
Zero Waste goal, funded by new rate adjustments. (RRR: 18.0 FTE pe rma ne nt, -2.9 FTE
temporary)
Proposed Budget Changes (Other Funds)
5656
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Packet Pg. 1050 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Public Works
•Funding to repair and replace
aging equipment at airport
hangars (Airport)
57
Proposed Budget Changes (Other Funds)
•Funding to continue the Trades Intern
Program, which focuses on supporting
and empowering vulnerable Santa
Monica youth and adults (Airport, Water
& Wastewater: 3.0 FTE permanent)
•Staffing to help advance water
conservation projects (Wastewater: 2.0
FTE permanent)
•Staffing changes to align positions with
operational responsibilities (Wa ter &
Cemetery)
57
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Packet Pg. 1051 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Capital Improvement Program
Addendum to the FY 2022 -24 Adopted Biennial CIP
Budget
58
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Packet Pg. 1052 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
General Fund ,
$13.5 M
Water,
Wastewater
and Clean
Beaches
$26.9 M
Big Blue Bus ,
$25.5 M
Grants, Gas Tax,
Local Return
and CDBG ,
$15.8M
Vehicle
Replacement ,
$10.3 M
Airport, $8.2 M
All Others,
$16.8M
Capital Improvement Program
PROPOSED FY 2023-24 EXCEPTION-BASED CIP BUDGET
TOTAL BUDGET: $104.1 MILLION (excludes internal transfers)
Non-General Funds
59
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Packet Pg. 1053 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Capital Improvement Program
•Reed Park Improvements: $0.2 million (General Fund)
•Vehicle Management Program: $0.25 million (General Fund)
•Marine Park Basketball Court Reconstruction: $0.4 million (Special Revenue)
•Park Improvements Program: $0.25million (Special Revenue)
•19th Street Open Space Project –Phase 1: $0.5 million (CDBG)
•Virginia Ave. Park Basketball Court Replacement: $0.4 million (CDBG)
•Virginia Ave. Park Commercial Kitchen: $0.15 million (CDBG)
CIP Budget Adjustments
60
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Packet Pg. 1054 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Capital Improvement Program
•Wilshire Active Transportation Safety Project: $0.1 million
(Grant)
•Bus Terminal at PCH and Sunset Blvd: $1.0 million (Local Return)
•Parking Study: $0.25 million (Local Return)
•Cemetery Elevator Retrofit: $0.17 million (Cemetery Fund)
•7th Street Fencing Upgrade: $0.3 million (Big Blue Bus Fund)
•Administration Building Upgrade: $4.0 million (Big Blue Bus Fund)
CIP Budget Adjustments
61
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Packet Pg. 1055 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
Capital Improvement Program
Unfunded Projects (Not Comprehensive)
62
•Parking Structure 1 Seismic
Retrofit
•Memorial Park Expansion
•Lincoln Neighborhood Corridor
Streetscape
•Street Light Upgrades
•Vehicle and Computer
Replacement
•Gandara Park Restoration
•Airport ParkExpansion
•Memorial Park Phases 2 -3
•Fire Station Facilities
•City Hall North Wing Building
System Upgrade
•Pier Deck Upgrades
•Pier West End Upgrade
•Public Landscape Relocation
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Packet Pg. 1056 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
OTHER BUSINESS: City Fee Changes
63
New
•Planning Fees –scaled down
reviews
•Beach House contractor-
instructed
•Parking and Mobility additional
activities
•Cemetery spaces
•Election Fees
Adjusted
•Carousel Building Rental
•Urban Run-off In Lieu
•Aquatics Staffing
•Library room rental
•EV User
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Packet Pg. 1057 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
OTHER BUSINESS:Fiscal Policy Changes
Already
Approved
•Suspend Unfunded Pension Liability
Paydown until at least FY 2027 -28
Need
Approval
•Continue 5 -year forecasting
•Eliminate GF year end savings set -
asides for department use
•Rebuild GF Rainy Day Fund annually to
reach 15%
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Packet Pg. 1058 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study
June 27 –Public Hearing: Adoption of the FY 2023-25 Biennial Budget
•Final changes
•Changes from this evening
•Incorporating Organizational Support Program and Human Services Grants
Program grant awards
•Resolutions
Next Steps
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Packet Pg. 1059 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study