2008-2009 Adopted Budget 2009-2010 Budget Plan
City Council Herb Katz Mayor Richard Bloom Mayor Pro Tempore Ken Genser Robert Holbrook Kevin McKeown Pam O’Connor Bobby Shriver
Executive Management P. Lamont Ewell City Manager Gordon R. Anderson Assistant City Manager Mona Miyasato Deputy City Manager
Budget Preparation Carol Swindell Director of Finance Charles H. McBride Assistant Director of Finance Donald Patterson Assistant to the City Manager David Carr Principal Budget Analyst-Investments Kathy Chang Principal Budget Analyst Annette Morales Principal Budget Analyst-Investments Prema Krishnan Senior Budget Analyst Terese Toomey Senior Budget Analyst Oscar Santiago Contracts Coordinator Kevin Purcell Staff Assistant III
Document Design Janet Shelton Budget Manager (Retired) Caline Evans Executive Administrative Assistant Table of Contents
City Manager’s Message
Transmittal Letter ...... i Executive Summary ...... 1
Introduction
Summary of Budget Process ...... 7 Budget Calendar & Budget Cycle ...... 9 User Guide ...... 10 Government Finance Officers Association (GFOA) Award ...... 12
Community Profile
About the City of Santa Monica ...... 13 City Services ...... 18 City Statistics ...... 29 ● Census Summary ...... 29 ● Principal Employers...... 30 ● Principal Property Taxpayers ...... 31 ● Taxable Transactions...... 32 ● Demographics & Economic Statistics ...... 33
Budget Priorities
Strategic Planning Process...... 35 FY2007-08 Accomplishments & Milestones ...... 37 Community Priorities ...... 56 Departmental Objectives ...... 59
Financial Framework
Fiscal Policies...... 75 Financial Framework for Budgeting ...... 78 ● Basis of Budget & Legal Level of Control...... 78 ● Debt Financing ...... 79 Legal Debt Limit and Margin...... 80 Summary of Long-Term Indebtedness...... 81 Debt Services Schedule...... 83 ● GANN Appropriation Limits ...... 84
Economic Analysis & Revenue Assumptions
Overall Economic Conditions — National, state, local ...... 85 Major General Fund Tax Base Projections ...... 89 Fund Overviews
Fund Descriptions ...... 91 Fund Balance Projections...... 95 Revenue and Expenditure Summary...... 105 Revenue Summary by Category ...... 115 Five-Year Revenue Summary ...... 116 Revenue Analysis ...... 122 Expenditure Summary by Major Object...... 173 Five-Year Expenditure Summary...... 174
Department Summaries
City Council ...... 187 City Manager ...... 191 Records & Election Services (City Clerk’s Office)...... 203 City Attorney...... 209 Finance ...... 215 Human Resources ...... 227 Information Systems ...... 233 Community Maintenance...... 241 Planning & Community Development ...... 257 Police ...... 271 Fire ...... 281 Community & Cultural Services...... 289 Library ...... 303 Housing & Economic Development ...... 311 Big Blue Bus ...... 321 Public Works ...... 331 Non-Departmental Budget Summary ...... 345
Personnel & Staffing
Organizational Chart...... 347 Summary of Personnel by Fund ...... 348 Personnel by Department and Division ...... 354
Capital Improvement Program (CIP)
Program Summary...... 389 Program Overview for FY2008-09...... 393 Budget Summary ...... 394 Project Descriptions ...... 395 Projects by Fund ...... 416 Projects by Type ...... 422 Positions Funded by Capital Projects Budget...... 425 Charnock Environmental Remediation Budget Summary ...... 429 Traffic Improvement Fee Statement...... 430
Appendix
Budget Adoption Resolutions...... 431 GANN Appropriations Limit Resolution ...... 506 Glossary...... 508 Acronyms ...... 518 2008-2009 Adopted Budget 2009-2010 Budget Plan
City Manager’s Message July 1, 2008
City of Honorable Mayor, Council Members and Residents of Santa Monica: Santa Monica It is my pleasure to present the adopted budget for Fiscal Year 2008-09 and 2008-2009 the budget plan for Fiscal Year 2009-10. This budget was guided by the
City Council’s identified priorities, with input from our residents, Adopted neighborhood groups, Boards and Commissions and other community Budget members following fall and winter neighborhood meetings and various year- round opportunities for suggestions and comments. It reflects resiliency in the fiscal year but increasing caution and challenge in the coming few years given the downturn in economic conditions at the federal, state and regional levels which will impact the fiscal health of Santa Monica. It maintains existing levels of service and recommends careful choices about expanded services to fulfill obligations and continue the focus on Community Priorities, including the recently adopted plan to reduce homelessness in our community and the completion of the Land Use and Circulation Element.
The total City budget for Fiscal Year 2008-09 is $524.4 million with a General Fund budget of $252.5 million. The budget reflects a 9.7 percent increase over FY2007-08 and adds 52.0 full-time equivalent personnel for essential positions, of which 32.5 were additions to the General Fund (17.3 of these positions were transferred from Public Works enterprise fund to create the Office of Sustainability and the Environment). About half of all the new positions are for the much anticipated Annenberg Beach House scheduled to open in spring 2009 and funded in part by proposed increases to beach parking rates. Seven new positions are funded by the Redevelopment Agency to provide the organizational capacity to further develop and move forward long-standing capital project priorities such as the Civic Center Specific Plan and the expansion of Memorial Park. The
i City of City has a limited window of opportunity to issue debt and leverage tax Santa Monica increment funds prior to 2014, which is the deadline established by
2008-2009 redevelopment law for our largest project area.
Adopted Regrettably, other desired budget enhancements were not able to be
Budget accommodated, given the current economic environment and the uncertainty for future revenue growth.
To date, our local economy has fared better than the nation and California based primarily on the strength of our local businesses and the types of industries located here. Our diversified tax base has also offered some insulation from the turbulent economy. However, our City is not immune to the larger economic influences, and the current economic environment continues to require our fiscal prudence. Thus, all budget decisions were made in light of necessities dictated by public safety, mandates and regulations, prior obligations, and potential revenue generation, yet still guided by our Community Priorities. In the General Fund, four full- time employees were added for the Police Department to improve safety in our jail and comply with the standards set forth by the State of California. The Fire Department received three full- time employees that will bolster their hazardous material response capability and further protect the residents of our City. In our efforts to continue providing humane solutions to reduce homelessness in our community, additional funding of over $500,000 was provided for homeless intervention, the implementation of a panhandling education campaign, and an additional employee was added to oversee the approved Homeless Management Information System. This budget also allows us to enter into Phase II of our Solar Santa Monica program. The goal of this program is to produce all of the citywide electricity needs with clean, renewable solar energy by the year 2020. These goals will be achieved by combining cost-saving energy efficiency strategies with investment in solar power, resulting in lower costs of home ownership, increased property values, and dramatically reduced greenhouse gas emissions. This is funded on a one-time basis until we can identify ongoing
ii City of funds to support this important program. Santa Monica
2008-2009 In addition to enhancements for the Beach House, Community and Cultural Services received one position to enhance cultural events, such as Jazz on Adopted the Lawn, and another to meet the increased demand for community sports
Budget programs, both offset by anticipated revenues committed to those areas. The Finance and Information Systems departments each received one staff person, both anticipated to increase revenues in business licenses and dark fiber leasing, respectively. The budget also adds a Transportation Demand Program Manager to address ongoing traffic and parking issues. The FY2008-09 budget also addresses capital improvements within the City, allocating $28.1 million more than the previous year’s budget to longstanding projects, such as improvements for the Pier, Borderline community, and the western segment of Ocean Park Boulevard. The Executive Summary which follows outlines the economic outlook for the City and summarizes the adopted FY2008-09 budget and programs.
Santa Monica, like other communities, faces a challenging economy. We expect slower revenue growth and continue to face expenditure growth outpacing the rate of revenue increases. Our five-year forecast indicates balanced budgets in the coming years but deficits beginning in three years if costs are not managed prudently and/or revenues do not grow at a greater rate. We also continue to be concerned with the possible loss of the utility user tax on telecommunication services, and therefore, will be asking the voters in November to confirm and modernize our ordinance without increasing the tax rate. This will allow the tax to be applied equitably and allow us to gain control over this local revenue source to ensure continued high levels of service to our community. Should our voters reaffirm this tax, I would strongly recommend that we establish an economic uncertainty reserve, using the 8.2 million dollars previously reserved by Council in 2007 to protect the city from any sudden loss of this revenue source. Such a reserve will allow us the ability to manage through projected difficulty over the next three years.
iii City of I continue to be impressed by the strong commitment of our residents and Santa Monica community partners for healthy, sustainable neighborhoods and balanced
2008-2009 economic activity, both which facilitate and continue the breath and wealth of services we provide. I also want to recognize the high degree of Adopted professionalism, commitment and effort of city staff to our community,
Budget without which the plans, objectives and programs to meet our overall goals could not be met.
Sincerely,
P. Lamont Ewell City Manager
iv Executive Summary
Economic Outlook Santa Monica, like other communities, faces a challenging economy in the next few years. The housing slump dominates national headlines, as declining prices and double digit declines in sales volume have put a severe drag on the economy. The National Association of Realtors does not foresee a reversal of this trend until 2009. Other indicators, such as the unemployment rate, consumer spending, and consumer confidence, similarly point to a stagnant economy on the brink of recession. June Consumer Confidence dipped 52 percent compared to last year, and sluggish retail sales provide a further strain on the economy. While the Federal Reserve has undertaken monetary policies to ease the credit crunch, increasing costs in food and energy continue to hinder economic recovery. On a more optimistic note, however, the Index of Leading Indicators increased slightly in March and, coupled with some recent resilience seen in the U.S. stock markets, may indicate that a mild recovery could commence in the second half of this calendar year.
California has been hit harder than most states by the housing slump, with precipitous falls in both single family home sales and prices. Growth in personal income and taxable sales in the coming year are projected to be at the lowest levels in five years. The state unemployment rate, likewise, declined to levels not seen since 2004. The state budget crisis also looms, as the governor recently warned of a potential deficit estimated at almost $20 billion in the coming fiscal year.
On the local level, Santa Monica can expect slower growth in the coming two fiscal years than in recent years. Our diversified tax base offers some insulation from the turbulent economy, as City revenue sources are spread among major tax sources and not as heavily concentrated in sales and property taxes. Although the recent real estate market will have an impact on the City, especially in decreased Real Property Transfer Tax revenue, the depreciation in prices appears more tempered locally than at the national and state level. Overall, City revenues are expected to grow, but at a much slower rate than has been experienced in recent years.
For a more detailed discussion of economic conditions, please refer to the Economic Analysis & Revenue Assumptions section.
Community Priorities The City of Santa Monica continuously listens to its citizens regarding issues and interests that impact budget development. In addition, each year the City formally reaches out to residents through a series of neighborhood meetings to gain information that assists the City Council in developing budget priorities for the coming year.
The identified Community Priorities include three areas of special focus: Homelessness, Land Use and Circulation Element Update, and Youth. These special focus areas were identified in FY2007-08 and are continuing into FY2008-09. Broad Community Priorities for the City include:
1 ● Culture ● Sustainability ● Education ● Customer Service ● Capital Needs & Infrastructure ● Recreation & Active Living ● Fiscal Stability
Department objectives for FY2008-09 and beyond to meet these objectives are identified in the Budget Priorities section.
Citywide Budget Total Adopted City Budget — $524.4 Million The FY2008-09 budget includes $524.4 million in expenditures and transfers for all funds, and sufficient revenues to support these activities.
All Other Funds Supplies & $32.3 M 6% Expenses/Capital Internal Service Outlay $159.5 M 31% Funds $15.2 M 3% General Salaries & Fund Wages Redevelopment $252.5 M $236.7 M Funds $80 M 15% 48% 45% Capital Improvement Program $128.2 M 24% Enterprise Funds $144.4 M 28%
Total City Revenues — $547.3 Million Citywide revenues for the coming fiscal year are estimated at $547.3 million, which represents an increase of $41.2 million, or 8.1 percent, over our revised estimate for the current fiscal year. This increase in revenue is comprised of a $23.4 million increase in Big Blue Bus capital reimbursements received from the Los Angeles Metropolitan Transit Authority, $4.1 million in miscellaneous grants, additional General Fund revenues of $6.3 million, $2.9 million from the inclusion of the Licenses & Permits Fines & Forfeits commercial customers in $19.6M 4% $14.1M 3% the Solid Waste Fund, and Other the remaining $4.5 million Investment & Rent $14.9M 3% made up from various $22.8M 4% other funds. Intergovernmental Other Taxes $37.6M 7% $112.2M 20% Although Santa Monica Grants enjoys a diversified Property Taxes $64.1M 12% economy that has proven $98.2M 18% resilient in former Sales Taxes economic downturns, we $68M 12% Charges for Services still face significant $95.8M 17%
2 challenges. Following the Internal Revenue Service’s 2006 decision to discontinue the Federal Excise Tax (FET), local cities have faced legal challenges to their Utility Users Tax (UUT). Although outcomes have been generally favorable for these cities, we are aware of the negative impact the loss of this source of revenue would have on essential services. In FY2008-09, UUT is expected to grow moderately to $32.2 million, an increase of 2.5 percent over this year’s estimated actual.
Where does the General Fund money go? General Fund Operating and Capital All Other $5.6 M 2% Projects Budget Capital $17.6 M 7% Adopted General Fund Operating and Capital Projects Budget — $252.5 Million Recreational $34.6 M 14% Public The General Fund operating budget for Safety FY2008-09 is estimated at $234.9 million, Planning & $90.5M with an additional $17.6 million for Capital Development 36% Projects, for total General Fund budgeted $37.8 M 15% expenditures of $252.5 million. The FY2008- Support Services 09 operating budget increased by 4.5 $66.4 M 26% percent, or $10.1 million, over the revised budget for FY2007-08. The graphic Where does the General Fund money representation to the left illustrates the come from? composition of the budget. All Other* $6.8 M 3% Investment Income & General Fund revenues for the coming fiscal Rent $10.1 M 4% year are budgeted at $250.2 million, a modest increase of $6.3 million, or 2.6 Charges for Services percent, over FY2007-08 estimated actual $26.8 M 11% revenues, with most revenue sources Local Taxes relatively flat and some sources falling, as Fines, Licenses & $175.2M seen in interest earnings. Revenues and fund Permits $33.6 M 69% transfers provide a balanced budget for FY 13% 2008-09. Included in the operating budget is *Includes use of prior year revenues an increase in City staffing, with the current budget adding 15.2 full-time equivalent employees and transferring 17.3 employees from the Public Works Enterprise Fund. The table below represents the additional positions in the general fund:
General Fund Position Department Permanent Temporary Changes for FY2008-09 City Manager 1.0 0.3 Finance 1.0 0.5 Departmental budget enhancements Information Systems 1.0 were viewed from a perspective of Planning & Community Development 2.0 community priorities and other criteria, including required Police 4.5 operational costs (such as increases in Fire 3.0 contractual obligations), regulatory Community & Cultural Services 3.1 0.3 requirements, and the propensity for Library 0.5 a proposed program to generate Net Transfer 15.0 0.3 revenue. In light of these criteria, Total 30.6 1.9
3 the City approved budget enhancements of $3.6 million. The following paragraphs categorize major budget decisions based on these criteria.
Community Priorities In line with our commitment to local programs that address homelessness, the General Fund operating budget includes $250,000 for homeless intervention and another $240,000 to implement the Panhandling Education campaign. An Administrative Analyst was added to Community and Cultural Services to oversee the Homeless Management Information System. Additional funds of $890,000 are provided for tree trimming in an effort to increase public safety and reduce City exposure to claims related to diseased trees. This funding will allow Community Maintenance to increase the schedule of trimming and pruning of City Ficus and Palm trees. The increased positions in the Fire Department support the addition of a Hazardous Materials (HazMat) response capability, a function vital to community safety in Santa Monica.
Required Operational Costs The Fire Department also received an increase of $380,000 to meet the growing costs of the regional dispatch contract with the Los Angeles Fire Department. The Community Maintenance Department, also facing rising power and water costs, sought an additional $125,000 to continue its high level of service to the City and the community.
Regulatory Requirements Four full-time Jailers were added to the Police Department in order to increase safety within the jail and to ensure compliance with federal and state standards for detention facilities. The Police Department also received funding for the Mounted Unit and for updating their photographic evidence storage system.
Revenue Producing Activities The Finance Department will reinstate the Business License Inspector position in an effort to recover lost revenues from businesses that fail to obtain and renew appropriate permits. Information Systems received additional funding and staffing to support increased revenues recognized from leasing of Dark Fiber. Both of these positions will create additional revenues that exceed the staffing cost.
2.4 full-time equivalent employees were added to Community and Cultural Services in order to increase service levels for the citizens of Santa Monica through Resources vs. Uses programs such as Jazz on the Lawn and adult soccer. An increase in temporary In Millions Uses Resources staffing for the Library is provided to $325 extend the hours for the Martin Luther King, Jr. Auditorium. These staffing levels will be offset by increased $275 revenues.
The five year forecast indicates a $225 balanced budget in the coming years; 2008-09 2009-10 2010-11 2011-12 2012-13 however, with projected flat revenues
4 and increasing costs associated with Trend Analysis programs like the Annenberg Beach In Millions General Fund House, budget deficits are projected beginning FY2010-11. $280 $260 Other Major Fund Budgets $240 Enterprise Funds The table below summarizes the major $220 enterprise funds within the City for FY2008-09. These funds are self- $200 supporting and maintain generally 2005-06 2006-07 2007-08 2008-09 2009-10 substantial fund balances.
Water Wastewater Solid Waste Big Blue Bus Beginning Fund Balance 9,114,764 11,396,215 1,810,498 0 Sources 15,680,113 14,216,579 21,832,535 106,252,347 (Uses) (18,386,601) (16,888,897) (21,043,567) (88,105,904) Transfers In (Out) 0 (1,500,000) 0 (18,146,443) Ending Fund Balance 6,408,276 7,223,897 2,599,466 0
Based on a recently completed rate study for the Water Fund, options for rate increases have been presented to Council and are expected to be enacted as early as August 2008. The cost for water purchased from the Metropolitan Water District will increase by $807,000 in FY2008-09, and the Water Fund will absorb $444,000 of this, while MTBE settlement proceeds will service the remaining $363,000. An additional $180,000 in revenues will also be collected from developers as a capital facility fee. The Charnock facility is expected to be completed in October 2010, and resumed operation will reduce the City’s reliance on the water purchased from the Metropolitan Water District. Ending fund balance includes reserves of $6.2 million, which leaves only $0.4 million available balance prior to the proposed rate increase.
Rates for Wastewater are simultaneously being implemented with Water rates. In addition to normal maintenance of effort increases, the Wastewater Fund will experience an additional $300,000 in the Amalgamated Sewerage System Facilities Charge (ASSFC), which will be passed through to local developers. An additional $390,000 in revenues will also be collected as a capital facility fee. The increase in the budgeted expenditures is mostly due to the reimbursement to the City of Los Angeles for the projected cost of capital improvements to the Hyperion Plant and for treatment of sewage. Ending fund balance includes reserves of $6.2 million, which leaves only $1.0 million available balance prior to the proposed rate increase.
5 The Solid Waste Division budget reflects the addition of seven full-time equivalent positions in FY2008-09. Four of these positions are for the consolidated citywide commercial collection services, which will allow for increased service delivery and efficiencies. The addition of a Solid Waste Crew Leader will facilitate more orderly succession and provide needed oversight within the Division, while the two Customer Service Assistants will offer support for front office functions and billing and service inquiries from the public.
Subsidized Funds The Cemetery receives a General Fund subsidy for annual shortfalls not covered by operating revenues and the endowment fund. Currently, staff are working with an outside consultant to develop options for viable business models that may reduce, if not eliminate, future financial support from the General Fund. The new business plan, to be finalized in FY2008- 09, will consider options for increasing inventories and capital improvements at the Cemetery in an effort to revitalize future revenues.
The Pier fund will be subsidized by the General Fund and the Parking Authority Fund for approximately $3.7 million, primarily for capital improvements necessary to enhance the safety and longevity of the iconic structure. $2.1 million will be provided by the General Fund and $1.6 million will come from the Parking Authority Fund.
The Civic Auditorium Fund will also require a General Fund subsidy of $0.3 million, starting in FY2008-09, to support ongoing Civic Auditorium operations.
Beach and Beach House Funds Finally, spring 2009 marks the highly anticipated completion of the Annenberg Community Beach House. In FY2008-09, the Annenberg Community Beach House operating budget is $2.2 million, which funds a partial year’s operations and one-time start-up costs. Twenty- two FTE positions were added in order to provide the necessary staffing levels for visitor services, recreation programs, cultural programming, event services, site management, and maintenance that will support the $27.5 million facility. While the overall beach fund balance will be a healthy $3.4 million in FY2008-09, support for this new facility may require a General Fund subsidy in future years. Partially offsetting the costs of the Annenberg Community Beach House operations is an increase in beach parking rates, which are estimated to increase by $1.5 million in FY2008-09.
6 2008-2009 Adopted Budget 2009-2010 Budget Plan
Introduction Summary of Budget Process
Purpose of the Budget 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).
Budget Process The Charter of the City of Santa Monica, specifically Article XV—Fiscal Administration, 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 (May 27).
● 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.
Budget modifications can occur at any City Council meeting through staff report proposals that receive five affirmative votes from the members of the Council. The citywide budget undergoes two major budget reviews at mid-year and at year-end.
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. The year-end review also provides an opportunity to report accomplishments on community priorities and departmental objectives.
Community Involvement Essential to the development of the 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 community is received through various channels, including City Council meetings, the City website, and through the various forums presented by City boards, commissions and community groups.
7 During the budget process, additional early opportunities for input on budget priority setting by individuals and organizations include:
● City Manager meetings in neighborhoods throughout the City.
● Requests from City boards and commissions for funding needs.
● City Council public hearing on setting budget priorities.
● Input from the public via the City website and other written materials.
This process begins in November and continues through February. Additional opportunity for public comments occurs in June with the formal public hearing on the proposed budget.
8 Budget Calendar & Budget Cycle
November — December ● Five-year financial forecasting for next year ● Community outreach
January — February ● Mid-year budget review ● Public comment on budget priorities ● Budget priorities discussion
March — April ● Update department objectives ● Allocate funding for proposed budget
May ● Proposed budget presentation
June ● Public hearing ● Budget adoption
July 1: New Fiscal Year
August — October ● Close of prior fiscal year
November — December Financial Forecast Community Outreach
August — October January — February Close of Priority Setting Prior Fiscal Year Current Year Update
Annual JULY 1 Budget March — April Cycle Department Objectives New Fiscal Year Fund Allocation
June May Public Hearing Proposed Budget Budget Adoption Presentation
9 User Guide
Each May, the City’s proposed budget is available in executive summary format for presentation to City Council and the public. Following adoption in June, the adopted budget is made available online at www.smgov.net. Also available is a supplemental document detailing revenue and expenditure line item budgets for each department.
Adopted Budget The budget document provides background information relevant to the development of the annual budget along with a presentation of the actual budget information in proposed or adopted form. The budget sections include:
● City Manager’s Message This section transmits the budget document to City Council and the citizens of Santa Monica in a brief transmittal letter. Additional budget information is presented as an overview in the Budget Summary which follows the transmittal letter.
● Community Profile Included in the Community Profile section is a summary of City Services provided by the City of Santa Monica, along with an overview of Santa Monica including history, general information, and demographics.
● Budget Priorities The funding recommendations presented in the budget are developed within the context of community priorities and departmental objectives. This section identifies the City’s strategic planning process, community priorities, the department objectives designed to meet the priorities in the coming year, and the accomplishments the City has achieved during the prior fiscal year.
● Financial Framework The Financial Framework section of the budget document identifies adopted fiscal policies of the City of Santa Monica which guides the development of the annual budget.
● Economic Analysis & Revenue Assumptions The amount of funding recommended for programs and services is driven by available resources. Economic conditions at the national, state and local levels impact 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 also presents summary information regarding the major tax revenues and their impact on the general fund revenue forecasting.
10 ● Fund Overview The Fund Overview section presents descriptions of the funds and projected fund balances. Summaries of revenues and expenditures are also presented in a format covering five years (two prior years, the current year revised budget, the budget for the coming year, and the plan for the second year). For revenues, an updated estimated actual number for the current year is also presented.
● Department Summaries This section presents a description of each department and division within the department, along with their budget, performance measures, any significant changes presented in the budget, and staffing.
● Personnel & Staffing This section presents all positions by fund and department as proposed or adopted in the budget.
● Capital Improvement Program The annual Capital Improvement Program (CIP) budget is presented in this section, along with the proposed CIP budgets for the next two years.
● Appendix The appendix includes reference information including the City Council resolution adopting the annual budget, a glossary of terms, and a listing of acronyms.
Line Item Detail The Line Item Detail document is primarily produced as an aid to departments in the management of their budgeted revenues and expenditures. This document identifies revenues by fund and expenditures by division within major account groups. City Council adopts the budget fund, department, and major fund group.
11 Recognition for Budget Excellence
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 annual budget for the fiscal year beginning July 1, 2007. 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 one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for July 1, 2008.
12 2008-2009 Adopted Budget 2009-2010 Budget Plan
Community Profile About the City of Santa Monica
Santa Monica is a city rich in tradition and diversity. The City grew from Spanish roots in the 1600’s into a Victorian era playground in the late 1800’s, then blossomed with movie star glamour in the 1920’s and beyond. Today, Santa Monica mixes all these eras and influences with a striking contemporary style and attitude that is unique among its rivals.
Santa Monica is comprised of 8.3 City Hall* square miles with a balance of vibrant commercial districts, neighboring residential communities, recreational and art venues, beaches, high profile corporate headquarters, a large hi-tech and entertainment sector, small entrepreneurial start-ups, and retail businesses. It is a stimulating atmosphere for living and a dynamic place for business.
The City is situated on the west side of Los Angeles County, about 16 miles from downtown Los Angeles, where Pacific Coast Highway and Interstate Highway 10 meet. It is bordered by the City of Los Angeles on three sides and the Pacific Ocean on the west.
Santa Monica offers convenient access to major freeways, bus lines and airports. It is served by two freeways, Santa Monica (Interstate 10) and San Diego (405); and by four major east-west thoroughfares: Santa Monica (Route 66), Wilshire, Olympic and Pico Boulevards. It is located approximately six miles from Los Angeles International Airport.
History According to legend, the name “Santa Monica” was given to the spot where soldiers camped at an Indian village near two springs (probably the present day location of the Veterans Administration at Wilshire and Sawtelle) because a padre accompanying the expedition said the waters of the springs reminded him of the tears shed by St. Monica over her wayward
* Courtesy of the Santa Monica Public Library Image Archives
13 son, St. Augustine, before his conversion. Although no one knows the truth of this legend, it is generally cited as the origin of the City’s name.
The name “Santa Monica” does not appear in records until Don Francisco Sepulveda and Augustin Machado petitioned for the San Vicente y Santa Monica land grant in 1827.
In 1872, Colonel Robert S. Baker bought the property from the descendants of Francisco Sepulveda. In 1875, Colonel Baker and his partner, Senator John P. Jones, recorded a map for the town of Santa Monica at the Los Angeles County Recorder’s office.
When Col. Baker died, his wife, Arcadia, inherited his estate. Arcadia Bandini de Stearns Baker was the daughter of Juan Bandini, one of the wealthiest and most distinguished of the early Californians.
Arcadia and Senator Jones first envisioned Santa Monica as the “Port of Los Angeles.” Senator John P. Jones In 1891 the Long Wharf was built so that trains could reach the ships waiting in the harbor. San Pedro eventually became the port for Los Angeles, but Santa Monica grew as a beach town where many people came to vacation or to live in summer cottages. Piers, bath houses, and fine hotels were built to Arcadia Bandini attract and entertain visitors from the East. de Stearns Baker
Santa Monica’s climate and location attracted more than summer visitors. It was influential in the new airplane industry. In 1919, the City leased 15 acres of land for aviation use and in 1920 awarded rights to build hangars on and fly passengers from the new flying field. The airport was named Clover Field in 1922 to honor Lt. Greayer Clover. The first pilots to fly around the world took off from Clover Field in Clover Field, Santa Monica, 1924* 1924.
Santa Monica attracted movie makers from the beginning of the industry. Thomas Ince made films in the area in the early 1900s and the Vitagraph studios later became the home of Douglas Aircraft.
Later, movie stars found the beach attractive and built homes along the Gold Coast, a stretch of beach along Palisades Beach north of Santa Monica Pier to Santa Monica Canyon. Marion Davies’ home was a tourist attraction. The Sand and Sea Club occupied the site from the 50s to 90s. The City of Santa Monica took over the property in 1991. The site is currently under construction and is anticipated to be open to the public “Gold Coast” and Marion Davies home*
* Courtesy of the Santa Monica Public Library Image Archives 14 in Spring 2009 as the Annenberg Community Beach House.
The legendary Muscle Beach was not planned by the City. In the mid 1930s, men and women interested in fitness began to congregate at a spot on the beach just south of Santa Monica Pier. Most of the beach areas were christened by local residents for some feature or aspect of use, so the interests and physiques of those who gathered at Muscle Beach soon provided its name. By the late 1930s the beach was drawing crowds to watch the muscle men and women perform. The equipment and stage were removed in 1958. When the beach area reopened in 1959, the original Muscle Beach no longer existed. Eventually, the “body builders” Muscle Beach* found a spot on Venice Beach, but it never attained the following of the original site.
Santa Monica’s population grew steadily, and by 1960 the population reached 83,249. The beach remained a prime attraction, but the City was no longer a quiet beach town—it had become metropolitan.
Government and Administration The City of Santa Monica was incorporated 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. Council terms are for four years. Elections are held every two years, at which time either three or four Council members are elected. The Council selects from its members the Mayor, and appoints a City Manager to administer the affairs of the City, as well as a City Attorney and a City Clerk. The City Council also serves as the governing bodies for the Redevelopment Agency of the City of Santa Monica and the Housing and Parking Authorities.
Climate Santa Monica’s coastal Mediterranean climate provides an ideal atmosphere for taking advantage of the famous California lifestyle. Centered on three miles of wide, white sandy beaches, the City enjoys a generally mild climate with average temperatures about 68 degrees Fahrenheit year-round. Air quality is consistently good in the coastal district that Population Change surrounds Santa Monica. 95,000 91,439 88,314 90,000 86,905 Population 84,084 85,000 According to the 2000 Census, Santa Monica’s population was 84,084 or about 10,100 persons per 80,000 square mile. 75,000 1980 1990 2000 2008 The California Department of Finance estimates the Census Census Census Dept. of Finance
* Courtesy of the Santa Monica Public Library Image Archives 15 population in Santa Monica for 2008 at 91,439, an increase of 8.7% over the 2000 Census data.
Trends in Age Its age distribution shows a significant concentration in the 25-44 age group, which 14.4% comprises 40 percent of the population. The 65+ 16.5% 16.4% average age is just over 39.
69.7% This is also an educated population. Of those 25 20 - 64 69.7% 68.0% years and over, almost 91 percent have twelve years or more of schooling; over 53 percent are 11.8% college graduates. Age Group Age 5 - 19 9.1% 11.8% 2000 Census The median household income in Santa Monica in 4.1% 2000 was $50,714. Of Santa Monica’s employed 0 - 4 4.7% 1990 Census 3.8% population, 60% are employed as executives, 1980 Census managers, or professionals.
Housing and Families Santa Monica is unique in its household and housing cross- section. Approximately 38% of the households in Santa Monica are families and 62% are non-family households, the reverse of the national average of 68% families and 32% non-family households. Of the 48,886 housing units in the City as of 2004, approximately 70% are primarily occupied by renters as opposed to homeowners, again the reverse of the national average of 34% renters and 66% homeowners.
Education Santa Monica is known for its excellent public and private schools. The quality of education available is outstanding and 502 Colorado Housing Project is a prime reason that many businesses and families choose to locate in Santa Monica. There are ten elementary schools, two middle schools, three high schools and an alternative K-8 school in the Santa Monica-Malibu Unified School District, which serves both Santa Monica and Malibu residents.
The City is home to Santa Monica College, a two-year community college, with 30,000 full- time and part-time students on several campuses offering more than 80 fields of study. The college is the leader among the state's 109 community colleges in transferring students to the University of California, University of Southern California, and other four-year campuses. Santa Monica College is one of the most affordable institutions of higher education in the world and is less than two miles from the beach. Its Academy of Entertainment & Technology provides training in key technical entertainment industry fields. It has an extensive Workforce Development Center which provides specialized training for important business sectors.
Health Care Santa Monica is fortunate to have two highly renowned and respected health facilities within
16 its city boundaries. For six decades, Saint John’s Health Center has been providing families with quality health care. Construction of the new Health Center campus is well underway, with completion scheduled for 2008. Santa Monica-UCLA Medical Center is part of the UCLA Healthcare system and has been serving Santa Monica and West Los Angeles since 1926. The Medical Center is highly regarded for its primary and specialty care.
Tourism Tourism is a key component of the economy and lifestyle of this beachfront community. Over 4.7 million people visit the City each year from outside Los Angeles County for pleasure, vacation, or business. Each year, these visitors spend $840.6 million and generate hotel tax revenues of $37.3 million to the City. Approximately 9,380 jobs are supported by the tourist industry. The City’s hotel occupancy rate for its 3,500 rooms remains very high at 83% as of February 2008. The City is an international destination, as well as the destination for millions of day-trippers, particularly on weekends, as they visit the clean beaches, Pier, and special retail destinations.
Shopping Districts Santa Monica is home to a number of distinctive shopping districts, each with their own personality and character— and they are all within a few miles of one another.
The open-air Third Street Promenade is in the heart of downtown Santa Monica and features four movie theatres, fabulous shopping and a variety of dining experiences. Across from the Promenade is Santa Monica Place, an extremely popular shopping Rendering of Proposed Santa Monica Plaza mall. The mall is currently closed for major renovations. The completely redesigned mall is expected to reopen in the fall of 2009.
On Santa Monica’s Main Street, just a few blocks from the Pacific Ocean, you will find eclectic retail shops, antiques, contemporary art, restaurants, coffee houses and evening entertainment along the twelve blocks from Pico Boulevard to Rose Avenue.
On the north end of town, Montana Avenue is yet another shopping and epicurean delight, with numerous boutiques and trendy restaurants lining blocks between Lincoln Boulevard and 20th Street.
Pico Boulevard, just south of the Civic Center, offers exotic cuisines, fine dining, performances and theater venues, as well as specialty shops where you can find vintage records and clothing, ceramic art, quilting fabric, costumes, and even pets.
17 City Services
Santa Monica operates most of its own municipal services directly, including police, fire, street maintenance, refuse collection, recycling, water, sewer utilities, transit services, and a cable television station. The City also provides public libraries, the Civic Auditorium, a municipal airport, a cemetery, and an animal shelter.
Public Safety Services Safety of the public is essential to a healthy community. The departments primarily responsible for safety services are the Police and Fire departments, along with the Building & Safety Division of the Planning & Community Development Department, which is responsible for enforcing building safety codes.
Police Services More than 440 full-time and part-time personnel, including sworn police officers and civilian employees are responsible for the preservation of peace and protection of life and property in Santa Monica. The Police Department emphasizes community oriented policing with a full range of services, 24 hours a day. Special details, including a K-9 unit, mounted patrol, harbor unit, animal regulation unit (responsible for the operation of the City’s animal shelter), and bicycle patrol, support these services.
Crime prevention is important to the City and the Department provides crime prevention activities through neighborhood watch assistance, assistance to social service providers who provide long-term solutions to the homeless problems, youth activities through the Police Activity League Center and Explorer programs, and a variety of seminars and counseling services, including sexual assault prevention, domestic violence prevention, traffic safety, and youth intervention classroom instruction.
Fire Department The men and women of the Fire Department provide fire fighting, emergency medical services, urban search and rescue, hazardous material response, and aircraft rescue to the
18 visitors and citizens of Santa Monica. The four fire stations, strategically located throughout the City, are staffed around the clock to provide rapid response and assistance at more than 12,000 emergency incidents annually. Firefighters train daily to effectively respond to fires, medical emergencies, and a wide variety of other urgent situations, such as vehicle accidents, elevator entrapments, natural gas leaks, flooding, damaged electrical power lines, seismic disasters, and weapons of mass destruction.
Fire prevention activities that assist in building and maintaining a safe community include the timely review of event and construction plans, as well as conducting more than 7,000 fire and life safety inspections per year. Additionally, the Fire Department works with other City departments and non-government agencies to implement disaster preparedness planning, trains employees in the use of the Automatic External Defibrillator installed in City facilities, and provides the public with fire and life safety education at schools, businesses, and community events.
Code Enforcement Along with the code enforcement activities provided by the Fire department, the Building & Safety Division of the Planning & Community Development Department is responsible for ensuring the safety of existing buildings and that new structures are in compliance with building codes. The Division reviews construction plans and makes on-site inspections of construction to ensure that new and rehabilitated buildings meet City and State building codes. The City Attorney’s Office supports the code enforcement activities by conducting code compliance hearings.
Transportation Services Mobility is essential to the quality of life. Several departments are involved in providing safe streets, bicycle routes, public transit services, and airport facilities.
Streets and Roads The Street Maintenance Division of the Public Works Department is responsible for day-to- day maintenance of 778 miles of streets, alleys, sidewalks, curbs, gutters and driveways. Each year approximately 500,000 square feet of streets, 50,000 square feet of sidewalks and driveways, and over 1,900 potholes are repaired in order to maintain the existing systems. As the City’s street and roadway system ages, requiring replacement, the Civil Engineering & Architecture Division of the Public Works Department oversees street rebuilding contracts.
The City’s street lighting system is made up of 7,000 street lights providing greater safety and security to both vehicles and pedestrians and is maintained by the Facilities
19 Management Division of the Community Maintenance Department. The traffic signals are maintained by the Transportation Management Division of Planning & Community Development. Street signs are maintained by the Traffic Operations Division of the Community Maintenance Department, which also maintains the street striping and curb painting, along with installing and repairing 6,335 street parking meters.
The overall planning, design and management of the City’s circulation network is the responsibility of the Planning & Community Development Department — Transportation Management Division. In response to regional growth and an emphasis on using streets to improve overall quality of life, the City takes an integrated, multi-modal approach to transportation management, allowing streets to work better for pedestrians, bicyclists, and cars. The City is a national leader in employee trip reduction, resulting in a reduction of 9,000 auto trips daily.
Parking is managed by the Planning & Community Development Department as a valuable resource for Santa Monica. The City provides 6,600 on-street parking spaces in commercial areas and operates off-street parking facilities at the beach, Civic Center, and in downtown, serving over 12 million residents and visitors annually.
Big Blue Bus Public Transit Santa Monica’s easily recognized public bus system has carried over 22 million revenue passengers on its buses and shuttles. Big Blue Bus routes cover over 51 square miles of the Westside region of Los Angeles County, serving as far south as the light rail Metro Green Line south of Los Angeles International Airport, north to the Pacific Palisades and UCLA campus, and as far east as downtown Los Angeles, connecting to other transit operators and rail lines at Union Station. The Big Blue Bus has over 1,150 bus stops on its 15 routes. 11 bus lines operate 7 days a week, with the remaining 4 operating Monday through Saturday. Service is also provided to adult persons with disabilities through a dial-a-ride service contract with WISE and Healthy Aging.
The Big Blue Bus is a leader in keeping the environment green, with over 50% of its bus fleet using liquefied natural gas for fuel, which provides an 80% reduction in air pollution. The remaining buses operated on bio-diesel fuel. In addition, the City has implemented Mini-Blue bus service designed to enhance the appeal of public transit as an alternative to using a car to get around Santa Monica.
A new customer service center, BLUE, located at 223 Broadway in Downtown Santa Monica, provides convenient bus information and is open Monday through Friday from 7 am to 6 pm and on Saturdays from 12 to 6 pm.
Santa Monica Airport The Santa Monica Airport is located in the southeast corner of the City. A variety of services
20 and attractions are offered at the airport for both aviators and aviation enthusiasts, alike, including several flight schools, a pilot supply shop, tie down hangar facilities, several restaurants, public viewing decks, and a picnic area. The airport site is also home to the historic Barker Hangar, which hosts events year-round, and provides land for the recently developed Airport Park. The 5,000-foot runway can accommodate a wide variety of general aviation aircraft and is open 365 days per year.
During times of natural disaster or other catastrophic events, the facility provides direct and immediate access to the City and the region for emergency response agencies. In extreme emergencies, the Airport provides space for shelters, casualty collection and triage, emergency medical response and care facilities, evacuation, and emergency relief aircraft operations.
Utility and Refuse Services The Public Works Department is responsible for providing water, sewer, and refuse collection services to all residences and businesses as part of the basic municipal services essential to the quality of life in the City.
Water The Water Division provides a continuous supply of over 13 million gallons of safe water to consumers. The City’s water system serves approximately 90,000 residential and business customers through 17,000 service connections, 4,500 valves, and 236 miles of distribution and transmissions mains. The system also supports the Fire Department through a network of 1,100 fire hydrants and 865 fire sprinkler connections. The City operates and maintains three major pumping plants, twelve water wells, a softening and filtering plant for locally produced water, and four reservoirs which in total can store 40 million gallons of water.
Sewer The Wastewater Division is responsible for maintaining the City’s sewer and storm drain systems in a safe and sanitary condition. The sewer system contains approximately 125 miles of pipe, while the storm drain system covers 20 miles with 824 catch basins. To prevent hazardous material contamination, samples from approximately 900 businesses in the City are taken to ensure that the City’s sewer and storm drain effluent remains within acceptable standards.
Refuse The Solid Waste Management Division collects refuse, green waste, food waste and commingled recyclable materials generated by over 90,000 residential and commercial customers with a goal of recycling as much waste as possible and minimizing the amount ending up in area landfills. Keeping hazardous waste out of landfills is the responsibility of the Office of Sustainability and the Environment of the City Manager Department , which operates the Household and Small Business Hazardous Waste Center at the City Yards. In total, over 200,000 tons of waste per year is diverted from landfills to other uses. Solid Waste Management also performs street and alley cleaning on over 58,300 curb miles of streets in order to reduce the amount of debris entering the storm drains and polluting Santa Monica Bay.
21 Recreational, Educational, and Cultural Services Through the Community & Cultural Services Department, the City of Santa Monica provides open space for park, recreational, and cultural activities. Activities at the Pier are overseen by the Housing & Economic Development Department in conjunction with the Pier Restoration Corporation. The City also provides, through the Library Department, main and branch public libraries offering a wide variety of resources and programs.
Public Parks & Open Space Santa Monica residents use the entire City as their park—whether walking on tree-shaded streets, biking along pathways, enjoying its 26 community parks or enjoying the wonders of Santa Monica State Beach. Comprised of 245 acres of sand and surf, the beach offers swimming, surfing, and sand activities, including volleyball courts, Chess Park, Muscle Beach and popular picnic areas. The beach also includes the Santa Monica portion of the longest beach bike path in the world, offering 22 miles of bike recreation, from Malibu to Torrance.
Scheduled to open in early 2009 is the Annenberg Community Beach House that will offer beachgoers an “easy day at the beach,” with a rehabilitated historic guest house and swimming pool, picnic and play areas, sand volleyball courts, and ocean-view event rooms for meetings, classes, and private events.
Palisades Park is located on Ocean Avenue and spans approximately 26 acres of land. It is the largest developed park in the City and offers a panoramic view of the City’s coastline. The park hosts a popular jogging path, the Senior Recreation Center, and Visitor Center. The park is open year-round and closes daily at midnight.
The other community parks, covering more than 110 acres, provide a variety of amenities, from sports fields and courts, children’s play areas, and a popular skate park to off-leash dog areas and community gardens. Public art is integrated into newly refurbished public landscapes and sustainability features are included as a critical element in new park facilities. Some parks also offer City Wi-Fi connections to the internet and more connections are planned.
One of the newest of these community parks is Airport Park. Located on the southeast corner of the Santa Monica Airport, this park covers 8.3 acres and features something for just about everyone. A large synthetic turf field plays host to a myriad of sporting events, both during the day and under the lights. Another area is designated as an off-leash dog park, with separate sections for large and small dogs. Airport Park also features a spacious natural grass field, a playground, picnic tables, BBQ grills, and a 0.6 mile walking/jogging path.
22 Swimming Pools In addition to the planned swimming pool at the Annenberg Community Beach House, the City offers the Santa Monica Swim Center, which is located at 2225 16th Street on the Santa Monica College campus. The Swim Center features two state-of-the-art “deck level” pools engineered to minimize waves and water resistance: a 50-meter Olympic fitness pool, and a recreational splash pool. A pool is also offered at Lincoln Middle School and operated by the Santa Monica Malibu School District.
Santa Monica Pier, Carousel & Aquarium The world-famous Santa Monica Pier offers great fun for the entire family. Visitors can walk along the Pier, visit the restaurants, or be adventurous and ride the giant Ferris wheel at Pacific Park to get a panoramic view of the coastline. Visitors of all ages enjoy the merry-go-round horses at the historic Carousel. Fishing is available on three fishing decks. Many attractions are open at night, especially during the summer. The Pier is open year-round, though hours vary by season for the entertainment venues. Pacific Park operates all year long as well.
The Aquarium, a community program of Heal the Bay, is located on the lower level of the Pier at 1600 Ocean Front Walk. It features interactive displays, touch tanks filled with animals found in tide pools, and aquaria exhibits. The aquarium offers a unique view into the ocean world just outside its doors and is home to dozens of species of animals and plants of the Santa Monica Bay.
Public Art & Cultural Programs The City’s Cultural Master Plan, Creative Capital, promotes a vision for Santa Monica that interweaves the arts, cultural activities, entertainment, and education throughout the lives of residents, the cityscape, and neighborhoods.
The landmark Civic Auditorium celebrates its 50th birthday in 2008. This multi-use facility located at the corner of Pico and Main Street plays host to concerts, community events, trade shows, conventions, and many other types of events throughout the year. Miles Memorial Playhouse, a smaller performance space in Reed Park, hosts young artists and performers, as well as exciting theater companies, dancers, and musical groups that showcase emerging creative works.
Through the City’s Art-In-Public-Places program, artwork is integrated into City capital projects such as new parks, transit facilities, parking structures, and more. The art is funded through major City capital projects and developer fees on construction.
23 Popular cultural events enliven public spaces throughout the year and include live summer concerts through sponsorship of the Twilight Dance Series on the Pier on Thursday nights and Jazz on the Lawn at City Hall on Sundays. Every year, Santa Monica’s rich cultural heritage comes together with its extraordinary environment when the Santa Monica Festival comes to Clover Park. This day-long, family-oriented celebration offers traditional and contemporary music, theater and dance, environmental resources, an international marketplace of artisans and craftsmen, foods from around the world, and hands-on workshops and demonstrations.
The Saturday before the 4th of July, Santa Monica College presents a star-spangled salute to our nation’s independence with Celebrate America. With support from the City and community sponsors, this event is the most sensational patriotic community event on the Westside. The public can enjoy continuous entertainment and special exhibits, then cap off the evening with a spectacular fireworks salute to America. July 2008 will also launch GLOW—the City’s first dusk-to-dawn festival at the Pier and on the nearby beach.
The Cultural Affairs Division of the Community & Cultural Services Department also provides grant funding for organizational support and arts programs to local non-profit arts and cultural groups, along with technical assistance to artists and cultural programs.
Public Library The Main Library opened in January 2006 on Santa Monica Boulevard between 6th and 7th Street. The new facility provides an auditorium, community rooms, teen lounge, study rooms, children’s activity center, bookstore, café, and state-of-the-art technology to meet the needs of all age groups and interests. Neighborhood libraries offering a variety of services include: the Montana Avenue Branch (located on the northeast side of the City), the Fairview Branch (located on the southeast side of the City), and the Ocean Park Branch (located on the southwest side of the City). The Library collections include over 345,000 books, 20,000 movies, and 15,000 musical selections. The Library hosts thousands of free programs annually.
Education The City of Santa Monica works with community partners to foster an environment of Life-Long Learning. In addition to programs offered by the Santa Monica Public Library, the City provides direct funding to the Santa Monica Malibu Unified School District and works closely with Santa Monica College. The Community & Cultural Services Department’s Human Services Division provides grants to a range of school-based non-profit support services as well as directly provides educational support programs for youth of all ages, including after-school care, homework assistance, mentoring, pre-employment and pre-college training, computer labs, artists-in- residence, and peer-led leadership groups.
24 Planning and Development Services Essential to the quality of life in the City are activities to ensure that growth and development occur in a positive manner. The Planning & Community Development Department is responsible for overall policy and long-range planning guidance for City development, whether private or public. Once policy is set, development proposals are reviewed for compliance with City policies and plans. The Housing & Economic Development Department promotes affordable housing in Santa Monica and sustainable economic development within approved policies and plans. Housing & Economic Development also administers the City’s revitalization projects through the Redevelopment Agency.
Planning Guiding overall development within the City of Santa Monica is the City’s General Plan, driven by the Land Use and Circulation Elements (LUCE), which the Strategic City Planning Division of Planning & Community Development (PCD) is currently revising. Other elements of the General Plan include: Housing, Noise, Safety, Conservation, Open Space and Historic Preservation. Proposed new developments undergo review to ensure that the projects are consistent with the Plan. PCD works with the Planning Commission, Architectural Review Board and Landmarks Commission in approving development projects. Implementation of the General Plan is done through the adoption of zoning ordinances governing development. Zoning ordinances are developed by PCD and the City Attorney’s Office for City Council adoption. Actual development reviews are done by several departments, including Planning & Community Development, Public Works, Fire, Big Blue Bus, and Community Maintenance.
Housing Ensuring adequate affordable housing for a range of income levels within Santa Monica is the responsibility of the Housing Division of the Housing & Economic Development Department. Programs offered by the City are intended to benefit households with very low, low and moderate incomes. Programs offered include tenant-based rental assistance, production of new affordable housing, and preservation of existing affordable housing. The City also works closely with public, private, and non-profit partners who are involved in affordable housing as lenders, developers, and owners. Twenty percent of revenues generated by the City’s redevelopment project areas are dedicated to affordable housing.
Economic & Business Development The Economic Development Division of the Housing & Economic Development Department acts as liaison and provides technical support to a number of business organizations, including the Bayside District Corporation, the Pier Restoration Corporation, the Santa Monica Chamber of Commerce, the Main Street Business Improvement Association, the Pico Improvement Association, the Montana Avenue Merchants Association, Westside Small Business Center, and the Westside Economic Collaborative. The City is also actively involved in public capital projects that support business development, such as new and improved parking structures, enhancements to the Pier, commercial corridor improvements, traffic signal synchronization to enhance traffic flow in Santa Monica, and support for Santa Monica Convention and Visitors Bureau.
Over 200 farmers greet as many as 17,500 shoppers each week at Santa Monica’s four Farmers Markets, which operate year-round, rain or shine. Certified California farmers, licensed by state agricultural commissioners, sell more than 350 different items that they
25 have grown or produced, including a wide variety of fresh fruits and vegetables, honey, eggs, nuts, flowers, and plants.
Other City Services Social Services The Human Services Division of the Community & Cultural Services Department, in conjunction with the business, non-profit, and educational communities, develops and implements social service policies and programs to support those community members most in need. Through the Community Development Program, the City funds $7.7 million in programs, provided by a strong network of local non-profit organizations, designed to provide services to low-income community members, including families and children, older youth, people who are homeless or have disabilities, and older adults.
Environmental Services In 1994, the City of Santa Monica adopted the Sustainable City Program, a comprehensive strategy for the City and community which encourages stewardship of natural resources, establishes targets and goals for measuring progress towards achieving a sustainable community and provides the decision making framework for evaluating the long-term environmental, economic and social impacts of City policies, programs and operations. The Office of Sustainability and the Environment (OSE) of the City Manager Department is responsible for developing and implementing the Program through direct services and coordinating the environmental aspects of activities citywide. The OSE has regulatory responsibility for underground tanks, hazardous materials, hazardous waste site cleanup, water-conserving plumbing fixtures and urban runoff management. As mentioned in the Utility and Refuse section above, OSE also operates the Household and Small Business Hazardous Waste Center at the City Yards. In addition, the OSE provides “Green Building” (sustainable) design and construction information.
Cemetery Services The Woodlawn Cemetery Park and Mausoleum is managed by the Cemetery Division of the Public Works Department. Sitting on 26.6 acres of land at the corner of Pico Boulevard and 14th Street, the Cemetery offers internment services from grave sites to crypts and niches.
CityTV CityTV Channel 16, the City of Santa Monica’s government access channel, airs a variety of programming for Santa Monica residents on CityTV Channel 16, daily from 8 am to 12 midnight. City Council meetings are televised live with gavel-to-gavel coverage every Tuesday that Council meets, beginning at 5:45 pm, with replay of Council meetings aired on CityTV Channel 20. CityTV Channel 16 also provides live coverage of Planning Commission and Rent Control Board meetings. Santa Monica Update is CityTV’s news program about news, sports, events and people in Santa Monica and airs weekdays at 9 am, 12 noon, 6 pm and 10:30 pm.
Administrative and Support Services City Council The City Council is elected by the citizens of the City of Santa Monica as the legislative
26 branch of the City. Council sets policy, enacts laws and approves the annual City budget. The City Council appoints the City Manager, City Attorney and City Clerk (Director of Records & Election Services).
City Manager The City Manger is responsible for providing leadership as the chief executive officer of the City. The City Manager is responsible for appointing Department Directors, preparing the annual City budget, and overseeing the day-to-day operations of the City government.
City Attorney The City Attorney’s Office provides legal services to other departments and the public, from defending the City in legal proceedings, to prosecuting criminal cases involving violation of local laws, to protecting consumers’ and tenants’ rights.
Records & Election Services (City Clerk’s Office) The Records & Election Services Department is responsible for the City Clerk activities outlined in the Municipal Code, such as administering City elections, maintaining legislative records, preparing City Council meeting agendas and minutes, and maintaining and monitoring the City’s records management program. The Department also operates the City print shop and mail delivery system.
Finance The Finance Department receives and manages revenue due to the City from businesses, residents and other governments. It is responsible for authorizing purchases, paying vendors and employees, recording financial transactions in accordance with all rules and regulations, financial reporting, overseeing internal and external auditing of City financial functions, and developing the annual budget. The Department also manages the City’s risk management activities, including self-insurance financial management, resolving claims from employees and the public, and providing training to City staff to prevent work-related injuries.
Human Resources As a strategic partner with the operating departments, Human Resources provides a full range of personnel related services. The Department is responsible for ensuring that employer-employee relations are managed in the most effective and timely manner, negotiating and implementing the City’s agreements with unions, and administering grievances arising from administration of those contracts. Human Resources is responsible for all recruitment and selection activities, classification and compensation studies and administers the employee benefit program. In addition, the Department provides a comprehensive organizational and employee development program to ensure retention of the City’s most valuable asset, its employees.
Information Systems Providing technology support to all City departments, the Information Systems Department (ISD) has developed, and now supports, local and wide area networks serving over 1,800 City staff at 42 City facilities, along with members of the public who use City-provided technology services, such as the City’s 17 free wireless internet hot zones in public libraries, parks and facilities. ISD has developed a Municipal Fiber Optic Network that supports 31 City
27 sites, 13 Santa Monica Malibu School District sites, 6 Santa Monica College facilities, and is in the process of leasing unused dark fiber to businesses. ISD provides software consulting services to other City departments and provides technology training to City staff. The Department also supports the traffic signal communication network, Geographic Information Systems, public safety systems, electronic document management systems, security systems and the City’s intranet and internet systems, which facilitate the electronic delivery of government information and services to the public.
Community Maintenance The City’s newest department is Community Maintenance, which was created in 2007 through the transfer of all City maintenance activities into one department. The Department is responsible for providing general maintenance to over 170 City-owned facilities, performing in excess of 16,000 graffiti removals on public and private property annually, maintaining 121 acres of public green space, and managing the public landscape and community forest covering over 33,600 trees and 420 acres of landscape areas. Community Maintenance takes on the day-to-day maintenance of the Promenade, Beach, Pier, and Airport. The Department is also responsible for custodial maintenance of buildings and the maintenance, repair, and replacement of the City vehicle fleet.
Public Works — Civil Engineering & Architecture Division In addition to the planning and transportation services discussed earlier in this section, the Civil Engineering & Architecture Division is responsible for the design and construction of City-owned public facilities and infrastructure, such as parks, accessibility features, sewer, water systems, storm drain, and environmental improvements. Engineers and architects work to bring these projects to completion, from concept, through construction, to final use by the public.
28 City Statistics
2000 Census Summary
Total Population 84,084 Relationship In households 81,568 97.0% Change in Population 1990-2000 (2,821) In group quarter 2,516 3.0%
Sex Household Composition Male 40,517 48.2% Occupied housing units 44,497 Female 43,567 51.8% Family households (families) 16,783 37.7% Married-couple family 12,216 27.5% Age Female householder-no 0-4 3,448 4.1% husband present 3,318 7.5% 5-19 9,948 11.8% Nonfamily households 27,714 62.3% 20-64 58,610 69.7% Householder living alone 22,247 49.6% 65+ 12,078 14.4% Householder 65 years or over 4,729 10.6%
Median Age 39.3 Average Household Size Average household size 1.83 Race/Ethnicity Average family size 2.80 One race 80,609 95.9% Average household size: White 65,832 78.3% owner-occupied units 2.24 Black or African Average household size: American 3,176 3.8% renter-occupied units 1.66 American Indian and Alaska native 396 0.5% Total Year-Round Housing Units 47,863 Asian 6,100 7.3% Vacant housing units 3,366 7.0% Native Hawaiian and For seasonal, Pacific Islander 86 0.1% recreational, Some other race 5,019 6.0% or occasional use 767 1.6% Homeowner vacancy rate 1.4% Two or more races 3,475 4.1% Rental vacancy rate 4.3% Hispanic or Latino (of any race) 11,304 13.4% Occupancy Status Occupied owner 13,277 29.8% Occupied renter 31,220 70.2% Source: U.S. Census Bureau, Census 2000
29 Principal Employers
City of Santa Monica, California Principal Employers
2006-07 1997-98
Perc entage Perc entage Number of of total City Number of of total City Employ ers employees Rank employement employees Rank employement
Santa Monica College 2,517 1 3.31 % 1,595 1 2.52 %
City of Santa M onica 2,177 2 2.86 1,510 3 2.39
Santa Monica-Malibu Unified School District 1,650 3 2.17 1,300 4 2.06
Saint John's Hospital M edical Center 1,543 4 2.03 1,542 2 2.44
Santa M onica-UCLA Hospital 1,350 5 1.77 1,000 5 1.58
M TV Networks 1,060 6 1.39 —
RAND Corporation 862 7 1.13 964 7 1.52
Activision 800 8 1.05 —
ET Whitehall (Shutters and Casa del Mar) 750 9 0.99 —
Symantec Corporation 720 10 0.95 —
Metro Goldwyn Meyer, Inc. 989 6 1.56
Lear Astronics 686 8 1.08
The Gillette Company Stationery 682 9 1.08
Specialty Laboratories, Inc. 619 10 0.98
Total Jobs Provided by Principal Employers 13,429 10,887
Average total jobs in Santa M onica 76,060 63,252
Principal employers as percent of total jobs 17.66% 17.21%
Source: City of Santa Monica Housing & Economic Development Department
30 Principal Property Taxpayers
City of Santa Monica, California Principal Property Taxpayers
2006-07 1997-98 Perc entage Perc entage of total City of total City Taxable taxable Taxable taxable assessed assessed assessed assessed Taxpayer value Rank value value Rank value
California Colorado Center LLC $ 443,292,000 1 2.25 % $ — — %
Water Garden Realty Holding LLC 401,080,164 2 2.04 — —
Sisters of Charity/Saint John's Hospital 336,046,546 3 1.71 225,230,823 1 2.36
Douglas Emmett Realty Fund 255,482,516 4 1.30 86,855,305 6 0.91
SC Enterprises SMBP LLC 222,256,738 5 1.13 — —
Macerich Santa Monica LLC 135,307,020 6 0.69 — —
New Santa Monica Beach Hotel 134,487,860 7 0.68 — —
Rand Corporation 128,771,303 8 0.65 — —
Shores Barrington LLC 103,395,957 9 0.52 — —
CLPF-Arboretum 98,838,000 10 0.50 — —
Colorado Place Partners — — 188,000,000 2 1.97
Water Garden Company — — 150,610,902 3 1.58
Speiker Properties Ltd. Partnership — — 109,122,155 4 1.15
Santa Monica Place Associates — — 98,036,225 5 1.03
SHCI Santa Monica Beach Hotel — — 72,179,758 7 0.76
The Gillette Company — — 62,304,303 8 0.65
Kilroy Realty Ltd. Partnership — — 57,511,400 9 0.60
Commerce Way Assoc. Ltd. Partnership — — 53,556,227 10 0.56
Total principal property taxpayers assessed value 2,258,958,104 11.47 1,103,407,098 11.57
Total City assessed value $ 19,705,610,279 100.00 %$ 9,534,082,837 100.00 %
Source: City of Santa Monica Finance Department with data from Los Angeles County Assessor
31 Taxabl e Transactio ns
City of Santa Monica, California Taxable Transactions by Type of Business Last Five Calendar Years (In Thousands)
Calendar Year Business 2006 2005 2004 2003 2002
Apparel stores $ 334,329 329,610 294,797 261,483 226,925
General merchandise 127,973 135,096 141,009 124,612 126,873
Food stores 82,707 78,271 68,278 67,164 71,202
Eating & drinking places 426,220 407,819 375,651 349,724 334,187
Home furniture & appliances 252,813 145,600 92,422 89,881 72,084
Building materials & farm implements 126,092 108,550 105,143 91,713 80,603
Auto dealers & auto suppliers 714,219 705,305 649,717 626,233 428,873
Service stations 131,785 101,255 95,862 78,484 61,094
Other retail stores 350,304 341,998 341,007 330,273 337,339
Retail stores total 2,546,442 2,353,504 2,163,886 2,019,567 1,739,180
All other outlets 422,305 448,633 439,537 391,485 501,250
Total all outlets $ 2,968,747 2,802,137 2,603,423 2,411,052 2,240,430
Source: Hinderleiter, de Llamas and Associates
32 Demographics and Economic Statistics
City of Santa Monica, California Demographics and Economic Statistics Last Ten Calendar Years
Calendar Personal income (2) Per capita Unemployment year Population (1) (millions of dollars) personal income (2) rate (3) 2007 91,124 N/A N/A 4.0 2006 90,750 505,197 39,011 4.2 2005 90,678 477,101 36,917 4.8 2004 90,410 453,902 35,188 5.9 2003 89,339 427,041 33,318 4.6 2002 87,994 412,753 32,522 4.4 2001 85,576 403,519 32,152 3.7 2000 84,084 385,053 31,045 3.5 1999 84,000 360,275 29,402 3.8 1998 82,300 344,096 28,469 4.3
Source: (1) California Department of Finance
(2) Bureau of Economic Analysis
(3) California Department of Employment Development, Labor Market Information Division
Note: Data shown is the Metropolitan Statistical Area of Los Angeles-Long Beach-Santa Ana, California. Data by city is not available.
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34 2008-2009 Adopted Budget 2009-2010 Budget Plan
Budget Priorities Strategic Planning Process
The development of the annual budget involves input from various sources and takes into consideration both the financial resources of the City and identified programmatic needs, including levels of service, programs offered, and new or improved infrastructure.
City program needs are identified from a variety of sources.
Residents
Organizations
Budget Program Priorities
Council Members
City Departments
Each source has both ongoing and formal opportunities during the budget process to identify priorities that they believe need to be addressed in the upcoming budget.
Throughout the year, both individuals and organizations can offer comments to departments, the City Manager and/or City Council about needs that they want to have addressed by the City. Comments may be offered via:
● E-mail or letters to City staff, City Manager, or City Council.
● Submission of ideas through the Contact Us section on the City’s web page at www.smgov.net.
● Comments at City Council Meetings during the Public Comment portion of the agenda.
Formal Budget Comments:
● City Manager meetings in neighborhoods throughout the City (November – December).
35 ● Submission of City Budget Suggestions or Contact Us sections on the City’s web page at www.smgov.net.
● Public hearing during the presentation of Community Priorities staff report to City Council scheduled for late January or early February each year.
● Public hearing on the Proposed Budget in June.
Anticipated financial resources available to fund programs and services for the next five years are projected and presented, along with an estimation of the expected cost increases to provide for existing programs. The amount of unallocated resources provides information on the amount of new programs or services that can be offered.
This information is first presented in conjunction with the public budget request information and is updated as the Proposed Budget is developed.
Budget Program Priorities
Proposed Budget Financial Resources
Throughout the process of developing a Proposed Budget, the City Manager and the Leadership Team propose budgets that reflect public input, City Council priorities, the financial environment, and identified staff needs. The Adopted Budget reflects Council final approval, with modifications as appropriate, of the Proposed Budget.
36 Community Priorities FY2007-08 Accomplishments and Milestones
Special Focus Area
Homelessness On any given day, there are an estimated 2,000 homeless individuals in Santa Monica. The City is committed to addressing the impacts of homelessness in the community through proactive regional initiatives and local programs that address the root causes of homelessness. We’re in it together.
● Developed the Action Plan to Address Homelessness in Santa Monica, a comprehensive strategy that prioritizes services to the most vulnerable and long-term homeless individuals in Santa Monica. ● Used data collected through a survey of homeless individuals in the downtown area to create a Service Registry and expand assertive case management to an additional 131 people. ● Expanded outreach to mentally ill homeless individuals in the downtown area to an additional 60 people. ● Worked with the justice system to create the Homeless Community Court, engaging individuals with case management and services. ● Placed 18 people in permanent supportive housing. ● Relocated food providers to indoor locations and linked with service providers. ● Expanded jail outreach through additional funding for CLARE’s Serial Inebriate Outreach Program. ● Initiated 2 longer-term projects: the Homeless Information Management System database and public information campaign on alternatives to panhandling. ● Launched new public information resources, such as Bringing It Home, a monthly e- newsletter available to individuals interested in updates on homeless programs and It’s Your Call, a television series focused on regional issues. ● Developed a training video for City staff and completed specialized training for Housing Authority employees. ● Assisted Community Development Program Grantees with completion of Good Neighbor Agreements. ● Continued advocacy for regional solutions, including use of the Veteran’s Administration site for housing homeless veterans. ● Successfully renewed the Serial Inebriate housing voucher program with less restrictive eligibility requirements which will facilitate increased use.
37 ● Provided additional storage capacity to facility to accommodate relocation of Ocean Park Community Center (OPCC) Access Center to its new site. ● Reconfigured a portion of Big Blue Bus facility to accommodate outdoor space for the Access Center. ● Provided financial and technical support for 83 residences for low-income families, which completed construction in FY2007-08. ● Completed Disposition and Development Agreement for the Civic Center Village which will include 160 residences that will be affordable to low-income families. ● The Housing Authority was awarded a grant from the US Department of Housing and Urban Development (HUD) for 15 new Shelter-Plus-Care vouchers, 13 of which will be set aside for the chronically homeless. ● Construction began on major infrastructure improvements at the City-owned Mountain View Mobile Home Park which provides affordable housing for 105 units. Construction is expected to be completed in spring of 2009. ● Obtained a $50 million line of credit with Bank of America to provide expedited funding for affordable housing projects. ● Provided a portion of the funding for the Upward Bound House emergency shelter for homeless families in Culver City. The County of Los Angeles and City of Los Angeles, City of Beverly Hills, and the State of California have also invested in the facility, which will provide shelter for up to 72 needy adults and children at any one time. ● The Santa Monica Police Department’s Homeless Liaison Program team and Patrol worked with Community and Cultural Services’ Human Services division and local social services to create the City’s Homeless Service Registry. ● Provided additional training sessions for Police Patrol Officers to inform them about the results of the Homeless Service Registry, its impact, and Police actions that impact this. ● Implemented strategies which led to the rigid enforcement of laws and ordinances to discourage encampments. On a monthly, non-routine basis, the HLP team and other City departments conducted encampment abatement operations which have substantially reduced the frequency and severity of encampments on the bluffs and freeways. ● United homelessness efforts with selected social services such as West Coast Care. ● Identified and analyzed homeless trends in context to crimes and narcotics issues, which had a positive impact on homeless crimes associated with narcotics. ● Developed with Department of Mental Health (LA County) a program to pair a DMH worker with a police officer to provide enhanced mental health / law enforcement service for the homeless.
38 Special Focus Area
Land Use & Circulation Element (LUCE) Update The City is conducting a multi-year comprehensive update of the Land Use and Circulation Elements of the General Plan, with a particular focus on mobility issues to address the growing frustration over traffic congestion. This community-based process will position Santa Monica as a leader in innovative land use and transportation policies that will set the vision and shape the city over the next 20 years.
● Strategy Framework: The LUCE Strategy Framework document is the major LUCE milestone for FY 2007-08. It was issued in spring 2008 after receiving substantial review by the community, Boards, Commissions and City Council.
11 widely attended community workshops were held over the past year to provide the “building blocks” that have shaped this Strategy Framework. The Strategy Framework document was reviewed through a process that included outreach to Boards and Commissions. Planning Commission conducted 9 public hearings to prepare their recommendations to the City Council. The City Council conducted 9 meetings to develop their recommendations for the path forward. The Council’s revised recommendations will serve as the parameters for evaluating environmental (CEQA), transportation and economic/ fiscal feasibility considerations. The results of the analysis will undergo further review by the community and Council through workshops/public hearings prior to consideration of a final plan in mid-2009.
● The Ocean Park Blvd. Greening/streetscape Improvement Project (west of Lincoln Boulevard) is an early implementation project related to LUCE and the conceptual planning has been proceeding on schedule. 2 well attended community workshops have been held to date. Staff and the consultant team are currently refining 2 concepts, which will be presented to Council and the Planning Commission Fall 2008.
● Ocean Park Demonstration Project (between Lincoln Boulevard and 25th Street): a restriping to add bicycle lanes and left turn lanes was implemented winter 2007. Staff will continue to monitor and evaluate additional options to achieve the best results for residents and commuters.
● Exposition Light Rail Phase 2 to Santa Monica is an important element of the City’s future and integrally related to LUCE. Planning and Community Development (PCD) has been actively working with the City Manager’s Office and the Westside Cities to ensure funding for the Expo Light Rail project. PCD is the lead for coordinating City guidance and feedback to the Expo Construction Authority during its preparation of a Draft EIR/ IES for Phase 2.
39 ● Created an inter-agency working group with Caltrans District 7 to coordinate transit improvements on Lincoln Boulevard to facilitate the completion of the Lincoln Bus Lane project. ● Implemented Mini-Blue community transit system to improve community transit. ● Analyzed transportation circulation issues related to Santa Monica College and implemented Santa Monica College partnership pilot program to mitigate traffic congestion around the college. ● Implemented a signal photo enforcement program. ● Continued with the existing Selective Traffic Enforcement Program. ● Continued to collaboratively work on the planning stages of the Light Rail System.
40 Special Focus Area
Youth The City is committed to providing a wide range of coordinated services for youth of all ages. Programs, including employment training and violence prevention, work to help youth access the resources they need and engage them in the life of the community.
Education ● Launched a pilot after-school Homework Club at McKinley Elementary through the Childcare Recreation Enrichment Sports Together (CREST) Program. ● Increased Enrichment Programming for middle school youth at John Adams and Lincoln Middle Schools. ● Produced the 3rd Annual Santa Monica Teen Film Festival with increased participation and added a new mentoring component. ● In October 2007 started at the Main Library a regular Teen Study Hall using the Computer Training Room and a meeting room. ● Library continued promoting and providing “Live Homework Help” in English and Spanish. ● Held 840 daytime, evening or bilingual story times at the City’s libraries in 2007-08. ● Provided opportunities for 191 classes to visit the Library in 2007-08. ● The Library hosted several college preparatory programs for teens and parents including a full-length practice SAT test and college essay-writing seminars. ● Began the structural design portion of the Youth Citizens Academy. ● Continued with the Youth Mentoring Program (Explorers). ● Progressed with the initial planning stages for Santa Monica Malibu Unified School District staff to complete mandatory reporting training.
Employment ● Extended Rosie’s Girls program by creating new student worker and apprentice positions for high school girls and received a grant from the Women’s Foundation to continue the apprentice program. ● Offered 10 job-readiness workshops at various locations throughout the City. ● Worked in partnership with the Chamber of Commerce to present a job fair for youth with over 23 businesses participating which was attended by 300 older youth. ● Presented a series of youth employment-related recommendations to City Council. ● Continued the Rosie’s Girls apprentice program and the Youth Coach-in-Training program.
41 ● Continued programs offering training, development, and mentoring in the skilled trades for at-risk youth, including 9 youth in the City’s Trades Intern program. ● Provided community service opportunities for teens in grades 7 to 12, including proper orientation and training at the Library. ● Library’s Teen Council participated in a focus group, conducted by Human Services representative Moira McCormack, where opinions on youth employment in Santa Monica were discussed. ● Youth employment education was encouraged by Library-hosted Job Skills Workshops for Teens. ● Initiated the beginning stages of LA Voice / Pacific Park alliance to employ youth.
Recreation ● Integrated a fitness component into youth programs at Virginia Avenue Park by adding informal recreation and sports on Saturdays. ● Initiated after school fitness activities at Virginia Avenue Park for elementary and middle school youth. ● Partnered with Police Activities League to provide a new Friday fitness class for 6 to 11 year-olds at Virginia Avenue Park. ● Provided Main Library monthly visits to Police Activities League groups to teach coping skills and offer after-school enrichment. ● Collaboration by City departments to host the 3rd Annual Santa Monica Teen Festival in June 2008, in which 74 films from around the country were entered.
Violence Prevention ● Expanded evening hours at Virginia Avenue Park’s Teen Center. ● Offered a monthly supportive meeting for parents and a quarterly program at Virginia Avenue Park. ● Partnered with St. John’s Health Center to provide Financial Literacy Workshops for local parents, as well as Sojourn to provide domestic violence workshops. ● Implemented structured programs for 30 middle-school youth during critical hours after school. ● Continued the Night Bridges program for 30 older youth. ● Continued work with community Action Partners and provided semi-annual reports to City Council. ● Library provided CREST and Virginia Avenue Park staff with a “Coping with Violence” collection and book lists. ● Virginia Avenue Park and the Library collaborated to take 40 students on a field trip to hear Luis Rodriguez, author of Always Running, La Vida Loca: Gang Days in LA, talk about his experiences with gang life and violence. ● Santa Monica Police Department Juvenile section was reorganized to re-align resources and enhance the unit’s effectiveness.
42 ● Planned and implemented School Resource Officer Program. ● Conducted gang intelligence sharing with external and internal departments, which has led to increased information and partnership.
Other ● In coordination with Santa Monica College, developed “Any Line, Anytime” student pass program to improve transportation options and encourage transit use by students attending the college. ● The LUCE Strategy Framework document “Integrating the Plan” section provides linkage and support as a key City policy document to foster the needs of the City’s youth, including open space recreational facilities, life long learning, arts and culture, child care and education/public facilities.
43 Community Priority
Culture Over 43% of the City’s residents are employed in an arts- related field and 82% say they are interested in an expanded cultural program. Implementation of recommendations from the Cultural Master Plan will enhance Santa Monica’s cultural life and activities by providing a wealth of opportunities for cultural experiences.
● Organized 4 community cultural events at Virginia Avenue Park to celebrate culture, build community, and promote a sense of unity. ● Produced 25 different cultural productions at Miles Playhouse. ● Continued popular cultural programs including Jazz on the Lawn, the Airport Art Walk, and the annual Santa Monica Festival. ● Completed pubic art project at Euclid Park. ● Developed a new community cultural event, GLOW, including fundraising efforts resulting in $220,000 in cash donations and $100,000 in in-kind donations. ● Received a $100,000 Preserve America grant for a cultural mapping project at Santa Monica State Beach, the only community in California to receive a grant from this federal program in this funding cycle. ● Restructured the Cultural Arts Grants Program to support youth arts activities and individual artist fellowships. ● Completed the first temporary art installation at Airport Park. ● Extended integrated youth arts programs at Virginia Avenue Park to younger park users with over 15 cultural arts classes such as Video Production, Cartooning, Ceramics, Art, Culinary Arts, and Theatre. ● Worked with the African American Outreach Team to organize the Unity Fair, began development of a Saturday Yoga class, provided recommendations to the Visions program, led a KWANZA workshop, organized Juneteenth, and planned the Thelma Terry Brunch. ● Offered ongoing Photoshop and music recording classes at Virginia Avenue Park. ● Conducted two art installations at Big Blue Bus Transit Store to commemorate Earth Day and Big Blue Bus 80th Anniversary. ● Library participated in Connections for Children’s Literacy Fair and hosted two booths at the Santa Monica Festival. ● Celebrating 35 years of service to Santa Monica’s shut-ins the Library hosted a public concert and reception for its volunteers. ● With programs and discussions, the Library offered The Highest Tide by Jim Lynch as the 6th annual Citywide Reads’ selection.
44 ● For the third year in a row, the Library presented the grant-funded Jewish Literature Series. ● Created the Stanton Macdonald-Wright Library Mural website. ● The Police Communications center participated in a joint painting / art program with local elementary schools and used the art to decorate the Public Safety Facility. ● Police Department staff actively participated in cultural activities such as the poetry reading and Santa Monica College art exhibits. ● Provided public safety at cultural events so they could take place in a safe and enjoyable setting. ● Participation by the Arts Commission during the LUCE community workshops ensured culture and art is a priority in the LUCE. The Strategy Framework provides support as a key City policy document to foster Arts and Culture in the City in two broad areas: The “Integrating the Plan” section links to a focus on creative arts within the City Two specific areas of the City are identified as key for the arts and creative uses: Mix Use Creative District and Bergamot Station Area.
45 Community Priority
Sustainability The City is committed to reducing its ecological footprint. Increased population growth, consumption, and the resource needs of ever-growing economies have created escalating demands on our resources—natural, human and social—on every level from local to global. The City is working to solve tomorrow’s environmental problems today through decisions that address the root of the problem rather than the symptoms.
Policy ● Implemented ban on non-recyclable plastic food containers. ● Updated and Adopted strengthened Green Building Ordinance. ● Continued to ensure that goals of the Sustainable City Plan are incorporated into all new public facilities so that economic, environmental, health & safety, productivity objectives are met. All new City buildings will at a minimum achieve a LEED Silver Rating. The Civic Center Parking Structure was awarded LEED certification during 2008, one of the first parking structures in the United States to be certified. ● Developed and now implementing an Environmental Sustainability Initiative at the Santa Monica Airport with the goal of making it the most environmentally sustainable general aviation airport in the country. ● Determined Central Warehouse supply needs and current capacities and began adding additional sustainable custodial supplies to the warehouse inventory. ● Began standardizing the use of existing warehouse products used by various user groups within the City. ● Evaluated the latest information on reduced emission technologies and alternative fuels and prepared an Information Item for City Council. ● Solicited bids for hybrid electric community transit vehicles. ● Began construction of Big Blue Bus sustainable transit maintenance facility. ● Implemented Mini Blue community transit service. ● The LUCE Strategy Framework document is integrally linked with Sustainable City Plan, which provided a basis for many of the policies contained within the Framework. ● Fire Department personnel worked at the state and local levels to prepare a draft fire safe solar guideline. This draft guideline should go before City Council in the Fall of 2008 at which time it will become a City ordinance.
Education ● Successfully launched the Green Prize for Sustainable Literature. ● Introduced a Nature Club component into the CREST Childcare and Camp Santa Monica
46 programs, training staff at each site to run environmental education activities. ● Revised Community Forest web information to include tree protection tips. ● Conducted a public forum to educate public on carob tree abatement project. ● Presented carob tree project and urban forest renewal concepts to individual homeowner associations. ● A plant identification guide to the landscaping at the Main Library was added to the Library website ● Three docent-led Main Library tours, “Fabulous Flora”, “Invention & Imagination, Public Art” “We LEED the Way, Sustainability & Architecture” were developed and offered. ● Library programs to educate the community about the environment featured two green parenting programs, collaborating on the Farmers’ Market annual series, and Green Living Workshops. ● Library Awarded Inaugural Green Prize for Sustainable Literature in September 2007. ● On-going outreach by Transportation Management to Santa Monica to educate employers on alternate modes of transportation, including specific outreach this year to the hospitals. ● Transportation Management participation this year in campus efforts with both Santa Monica College and Santa Monica High School to increase awareness of alternate modes of transportation in an effort to reduce auto dependence.
Conservation Projects ● Completed South Beach Greening pilot project and initiated use monitoring. ● Produced the Santa Monica Festival as a zero-waste event. ● Streamlined City participation in Coastal Clean-up Day. ● Undertook a comprehensive assessment of carob trees within the City and implemented a removal and replacement plan for the most hazardous of the trees. ● Evaluated irrigation systems in public landscaped sites and reduced watering by 20%. ● Identified 44 Date Palms in Palisades Park that were dead or dying of Fusarium Wilt and replaced those trees. ● Planted 22 new coral trees on Olympic and San Vicente Boulevards as part of the Coral Tree Replacement Program. ● Hydroseeded the burn area along the Palisades Bluff. ● Revised the City’s root pruning specifications and established new root pruning protocol. ● Initiated a pilot project that added over 100 dual-use recycling bins throughout the beach. ● Upgraded all radio communication between parks and public landscape irrigation and the centralized weather-based irrigation system to achieve more efficient irrigation of community open space.
47 ● Completed the Solar Santa Monica demonstration project, including installation of integrated energy systems at up to 50 project sites, preparation of an implementation plan for a community-wide program. City Council approved implementation of Phase 2 of the Solar Santa Monica Program on January 22, 2008. ● Continued ongoing implementation of the Urban Watershed Management Plan and regional urban runoff capital projects, with the goal of restoring a healthier balance between the urban environment and the natural ecosystem. ● Replaced Community Service Officer and Park Ranger Vehicles under the vehicle replacement program with alternate fuel engine vehicles.
Other ● Opened Big Blue Bus green Transit Store.
48 Community Priority
Education The community is committed to excellence in our public schools. The City and School District work cooperatively to support each other’s efforts to meet these expectations for our children and youth. Through a Master Facilities Use Agreement, the City has dedicated itself to providing a reliable level of revenue that supports the District’s strategic plans to promote extraordinary achievement for all students while simultaneously closing the achievement gap. The Agreement also outlines City use of District facilities in order to provide active recreation and enrichment opportunities after school and during breaks.
● Initiated participation in 3-year phased regional pilot project to establish benchmarks for up to 30 Santa Monica childcare facilities. ● Developed a phased plan for a coordinated and effective system for school-based mental health services, including multi-agency participation, client transfers, and inter-agency communication protocols. ● Participated in the negotiation of program agreements with the Santa Monica Malibu Unified School District for joint use of facilities and developed a timeline for the relocation of the early education facility. ● Hosted students from Edison, Franklin, Grant, McKinley, John Muir/SMASH, Will Rogers, and Roosevelt Elementary Schools to educate on sustainable features of transit store and environmental benefits of using public transit. ● Library assigned a Youth Services Librarian as a liaison to each Santa Monica Malibu Unified School District school. ● Expanded the reach of the Summer Reading Program by introducing the Summer Reading Program into Santa Monica Malibu Unified School District Intensive Intervention Summer School. ● The Library developed a Family Hands-On Science Day in April 2008 in collaboration with John Adams Middle School. ● Library staff, in consultation with Santa Monica Malibu Unified School District librarian, revised all elementary school summer reading lists including information for parents to maintain their students’ reading habits. ● Hosted a Volunteer Fair in October 2007 at the Library to help students fulfill their school community service requirements. ● Library staff led over 100 free class sessions teaching basic computer skills to adults. Staff further enriched the computer class offerings by developing and implementing intermediate skill level classes for adults, starting computer instruction classes in Spanish, and offering basic computer application classes for youth and teens.
49 ● The LUCE Strategy Framework document “Integrating the Plan” section provided support as a key City policy document to foster a full range of educational programs and facilities within the City. Although the City’s land use and transportation roles are advisory with regard to the public education institutions, the inclusion of goals recognizing the need for close working relationships is a major milestone.
50 Community Priority
Customer Service The employees of the City are committed to conducting all our interactions with courtesy and dedication to help fulfill the needs of our customers. Our objective is to ensure the public receives timely and responsive service and that the City’s regulatory processes are fairly, effi- ciently, and courteously administered with a high de- gree of predictability. Over the last several years, the City has focused on providing responsive service from all departments, ensuring that high standards are met so all customers receive a positive “Santa Monica” experience.
Standards and training ● Developed and implemented performance standards for custodial contract services for the Public Safety Facility, which resulted in increased accountability and efficiency for the contractor, resulting in significantly increased customer satisfaction. ● Risk Management provided over 750 employees with conflict resolution training, which focused on safety tips and tactics for staff in the field who may encounter a security related event that threatens their personal safety. ● Risk Management provided over 700 office employees with ergonomic training to reduce workplace injuries. ● A new customer service model was created by the Police Department and will be implemented in FY2008-09. ● Police Department implemented a monthly customer service tip e-mail which provides police personnel with information to increase customer service.
Process Improvements ● Completed survey of existing cleaning performance standards for interior facilities and exterior facilities. ● Implemented a concierge service at the Civic Auditorium. ● Relocated Big Blue Bus Customer Service staff to the Transit Store. ● Radio-frequency identification tagging of entire library collection completed in April 2008 to ensure quicker and more efficient check-in of library materials. ● Self-checkout introduced at two library branches. ● Library began e-mailing hold notices and courtesy notices, reminding customers their materials are due in three days. ● Library accelerated branch delivery schedule to six days per week. ● Conducting regular upgrades to the Library automation system has offered customers a more flexible circulation system.
51 Web-based Improvements ● Awarded a contract for an internet-based facility maintenance work order system for users that will provide real time status of repair requests with the goal of improved response times and service delivery. ● Began the implementation of the new pilot work order system to include Facilities Management. ● Implemented a content management system to facilitate publication of timely and accurate information on the web. ● Completed redesign of the City’s website for improved graphics navigation and access to information for the public. ● Implemented an online Business License renewal software module which allows businesses to renew their business licenses using an on-line renewal which requires no manual processing. ● Designed and activated a business license “portal” on the City’s website, placing all business license information, forms, and on-line processes in one location making business license information accessible from a single link from the City’s home page.
Other ● Initiated Santa Monica Connect, a joint project between the City, 18th Street Arts Center, Jewish Vocational Services and the marketing firm Counterintiuty to increase awareness of human service and cultural resources available in Santa Monica. ● Purchased six paratransit vehicles to operate Santa Monica Dial-A-Ride service. ● Implemented new Sunset Ride route and increased frequency on Crosstown Ride service. ● Planned new Bus Rapid Transit service to operate on Pico Boulevard. ● Implemented Line 6 Santa Monica College commuter service from West Los Angeles to Santa Monica College. ● Implemented Big Blue Bus “Day Pass.”
52 Community Priority
Capital Needs & Infrastructure As the City matures, so do the capital investment and maintenance needs of the City. Addressing issues such as aging facilities, inadequate space availability, and infrastructure upgrade needs today will be more efficient and cost-effective down the road. Locating City services in healthy and customer-friendly building environments will ultimately elevate the sustainability and level of customer service that City staff provides.
● Initiated a study of potential joint use facilities at the adjacent Civic Auditorium and Santa Monica High School campuses. ● Began developing a request for proposal for major building systems for the Facilities Renewal program. ● Completed renovation of Joslyn Off-Leash Dog Area, including installation of new mulch and new trees in small and large dog areas. ● Completed 45 facility capital improvement projects at 18 sites totaling $807,317. ● Resurfaced nearly 45% of all City tennis courts. ● Began construction on Big Blue Bus maintenance facility. ● Completed bids for the purchase of new community transit vehicles. ● Installed particulate traps on 47 transit coaches. ● Seismic retrofit of Downtown Parking Structure 4 began in January 2008 and is expected to be completed in the fall. ● Installed free Wi-Fi at Memorial Park, Chess Park, and the Civic Center for increasing the number of locations where free internet access is available to the public. The City now has 17 hot zone locations in open space and public venues. ● Establish a Facilities Renewal Program to increase proactive maintenance, repair and replacement of essential components of existing facilities, while exploring ways to adequately house staff and provide city services in efficient, healthy, and customer- friendly environments. ● Completed a debt capacity study of the Redevelopment Agency, which provided a measure of our financial ability to undertake needed capital projects and revitalize the City’s redevelopment area infrastructure. ● Began construction of a new sewer main segment at 2nd Street & Colorado Boulevard (Colorado and Ocean Sewer Reserve Project). ● Awarded pre-construction services contract for removal of MTBE contamination from the City’s Charnock water wells, with the goal of achieving treatment plant operation by 2010. ● Implemented an enhanced sidewalk patching and permanent repair program to improve
53 pedestrian safety citywide. ● Completed design and awarded construction contract for Downtown Parking Structure 4 and commenced the design process for the remaining parking structures. ● Completed Beach Greening Improvements. ● Initiated construction of 2nd & 4th Street Improvement Project. ● Prepared a design concept for the 20th & Cloverfield Improvement project which will be presented to City Council for their review in FY2008-09. ● The initial phase for the modification of the Animal shelter was completed.
54 Community Priority
Recreation & Active Living In response to an alarming national trend toward obesity and disease, Santa Monica’s Active Living program seeks to capitalize on the City’s temperate climate and recreational resources to make active lifestyles achievable. Active Living integrates physical activity into daily routines, promoting fitness and wellness for community members of all ages.
● Implemented the Adult Soccer League and other Active Living Programs at Airport Park. ● Opened Euclid Park and implemented gardening instruction at its 10 community garden plots. ● Completed improvements at Park Drive and Main Street Community Gardens including the addition of 25 plots. ● Completed a program evaluation and phased plan to revitalize City’s senior programs to address emerging trends. ● Streamlined programming for seniors by adjusting the Senior Recreation Center hours and launching new activities such as arts classes, Chess Club, Bridge Classes and Club and a Spanish exercise class at VAP. ● Implemented a surf instruction permit program to address beach use conflicts. ● Conducted transit planning to serve Annenberg Beach House. ● Developed special shuttle services to support cultural and recreational events in Santa Monica (July 4th Parade, Glow). ● Sponsored Twilight Dance series. ● Library promoted and offered regular programs and resources on healthy living. ● Created special displays on Bike Santa Monica/Active Living. ● Collaborated with SAMOHI teachers on two healthy living programs. ● Developed new programs on Healthy Living –Eastern & Western Practices. ● With BWell Clinic, developed programs on diet, nutrition and detoxification. ● Began research and planning into an “employee wellness program,” which be introduced during FY 08-09. ● Developed and implemented a pre-academy course to better prepare individuals for the rigors of the police academy.
55 Community Priorities FY2008-09 and FY2009-10
Community input is integral to the development of the annual budget and departmental objectives for Santa Monica. This year, hundreds of comments were received by letter, e- mail, the City’s website, and at five community meetings held between November and January. Additional input was received through the 2006 Resident Satisfaction Survey, during community discussions on the update of the City’s Land Use and Circulation Elements, and through surveys and focus groups that were part of Community Voices 2006, a survey of community human service needs.
Based on community input, the City Council reconfirmed three areas requiring special focus. These three community priorities will guide the work of the City during the upcoming fiscal year. Many of these priorities continue the City’s previous and ongoing commitments, while incorporating updated objectives to steer the City toward the future.
Special Focus Areas
Homelessness On any given day, there are an estimated 2,000 homeless individuals in Santa Monica. The City is committed to addressing the impacts of homelessness in the community through proactive regional initiatives and local programs that address the root causes of homelessness. We’re in it together.
Land Use & Circulation Element Update The City is conducting a multi-year comprehensive update of the Land Use and Circulation Elements of the General Plan, with a particular focus on mobility issues to address the growing frustration over traffic congestion. This community-based process will position Santa Monica as a leader in innovative land use and transportation policies that will set the vision and shape the city over the next 20 years.
Youth The City is committed to providing a wide range of coordinated services for youth of all ages. Programs, including employment training and violence prevention, work to help youth access the resources they need and engage them in the life of the community.
56 Community Priorities
Culture Over 43% of the City’s residents are employed in an arts- related field and 82% say they are interested in an ex- panded cultural program. Implementation of recommen- dations from the Cultural Master Plan will enhance Santa Monica’s cultural life and activities by providing a wealth of opportunities for cultural experiences.
Sustainability The City is committed to reducing its ecological footprint. Increased population growth, consumption, and the resource needs of ever-growing economies have created escalating demands on our resources—natural, human and social—on every level from local to global. The City is working to solve tomorrow’s environmental problems today through decisions that address the root of the problem rather than the symptoms.
Education The community is committed to excellence in our public schools. The City and School District work cooperatively to support each other’s efforts to meet these expectations for our children and youth. Through a Master Facilities Use Agreement, the City has dedicated itself to providing a reliable level of revenue that supports the District’s strategic plans to promote extraordinary achievement for all students while simultaneously closing the achievement gap. The Agreement also outlines City use of District facilities in order to provide active recreation and enrichment opportunities after school and during breaks.
Customer Service The employees of the City are committed to conducting all our interactions with courtesy and dedication to help fulfill the needs of our customers. Our objective is to ensure the public receives timely and responsive service and that the City’s regulatory processes are fairly, effi- ciently, and courteously administered with a high de- gree of predictability. Over the last several years, the City has focused on providing responsive service from all departments, ensuring that high standards are met so all customers receive a positive “Santa Monica” experience.
57 Community Priorities (continued)
Capital Needs & Infrastructure As the City matures, so do the capital investment and maintenance needs of the City. Addressing issues such as aging facilities, inadequate space availability, and infrastructure upgrade needs today will be more efficient and cost-effective down the road. Locating City services in healthy and customer-friendly building environments will ultimately elevate the sustainability and level of customer service that City staff provides.
Recreation & Active Living In response to an alarming national trend toward obesity and disease, Santa Monica’s Active Living program seeks to capitalize on the City’s temperate climate and recreational resources to make active lifestyles achievable. Active Living integrates physical activity into daily routines, promoting fitness and wellness for community members of all ages.
Fiscal Stability Adequate resources necessary to repair and replace City infrastructure and to meet workload and service demands are essential if City services are to be maintained at levels designed to meet the needs of the citizens of Santa Monica. The City ensures that resources are managed effectively by examining services, procedures, and organizational structure; using methods such as benchmarking and continuous process improvement. To responsibly meet public demand, the City is committed to managing its financial resources in a manner that maximizes existing resources, improves efficiencies, and seeks additional resources to meet growing demands. The City seeks to maintain its diversified economy, both in terms of tax base and employment opportunities.
58 Departmental Objectives
Departments have developed budget objectives based on the community priorities. Each department objective identifies a community priority.
City Manager
Continue to implement organizational structural changes and programs to improve internal and external customer service through: ● Leading efforts to improve city-wide collaboration and consensus building (Ongoing). ● Evaluating progress on changes to date and identify additional opportunities for improving capacity and performance (Ongoing). ● Undertaking a comprehensive study of administrative space needs to ensure ways to adequately house staff in efficient, customer–friendly environments with the goal of reducing the number of off-site facilties (Summer 2009).
Coordinate efforts to sustain services through modernization of the City’s Utility User Tax on telecommunications (Fall 2008).
Lead an inter-departmental team, review and update Capital Improvement Program (CIP) project delivery methods (Ongoing).
Coordinate the City’s efforts to address issues related to homelessness and quality of life through service delivery, enforcement and outreach activities. The effort will also ensure that employees are trained to provide excellent customer service to the community and homeless individuals when addressing concerns (Ongoing).
Continue to provide community advocacy and outreach on issues impacting the City: ● Work on regional, state and federal levels to advance high priority goals of of the City, including Phase 2 of the Exposition Light Rail Project, homeless initiatives and, through the City’s state and federal lobbyists, seek available funding for City projects (Ongoing). ● Advance the City’s community outreach efforts through a coordinated multi- media approach that includes CItyTV programming, SeaScape, Leadership Series, refined web services and programs that support the Customer Service Initiative (Ongoing).
59 Continue to negotiate with private partners to provide transfer, recycling and disposal services for Solid Waste. A contractual document is anticipated to be presented to Council, followed by initiation of the environmental review process (Winter 2008).
Implement new programs designed to make Santa Monica Airport the most environmentally sustainable general aviation airport in the United States: ● Develop and implement an environmental sustainability initiative for the Airport (Ongoing). ● Continue to assist the South Coast Air Quality Management District with its general aviation air quality sampling study (Ongoing).
Enhance the cultural and community oriented activities at the Airport through facilitation of special events and activities: ● Commence the construction of the Douglas DC-3 Memorial Plaza creating an educational, historical focal point and public gathering place across from Airport Park (Summer 2009).
Continue to implement appropriate runway safety areas at both ends of the runway to achieve the highest level of safety for all aircraft operations (Ongoing).
Implement Phase 2 of Solar Santa Monica Program: ● Continue implementation and expansion of the program with the goal of tripling the photovoltaic capacity in Santa Monica by 2010.
City Attorney
Work with City Management, Police Department, Rent Control, landlord association and state and county offices to effectuate individual rights and public health through training and enforcement: ● Increase efforts to achieve full compliance with anti-smoking laws by providing training and support to local businesses and enforcement of individual smoking complaints (Fall 2008). ● Provide information and training to local attorneys on civic remedies for enforcement of laws protecting tenants, consumers and other members of the public (Winter 2009). ● Repeat and expand training for landlords, real estate agents and renters on Fair Housing Laws (Summer 2009).
60 Work with City Management and the City Clerk’s Office to preserve and enhance the transparency and accountability assured by the Public Records Act, Brown Act and other governmental process laws which protect the public’s right to participate in local government: ● Provide training to City departments on maintaining public records and processing and filling Pubic Records Act requests (Spring 2009). ● Provide training to City officials and make training available to other local officials on compliance with the Brown Act, other laws governing public process, access to public records, conflicts of interest and governmental ethics (Fall 2008).
Finance
Continue to focus on process improvements of core City functions including: ● Final implementation of the point-of sale cashiering system and update of cash handling policies and procedures, including credit card policies. ● Implementation of the Internal Audit function. ● Coordination of a citywide review of the purchasing process.
With the cities of Culver City, Beverly Hills and West Hollywood, evaluate the regional parking citation processing function to determine if customers would be better served through the use of in-house staff versus contract services.
Continue the return-to-work program enhancement by expanding the test program implemented in FY2007-08 to other City departments.
61 Human Resources
Provide departments with the greatest selection of qualified candidates to choose from when filling vacant positions (Summer 2009): ● Create a marketing plan that will brand the City of Santa Monica as an employer of choice that will include development of materials necessary to market employment opportunities with the City. ● Redesign the Human Resources website to make it more customer friendly when searching for employment opportunities. ● Work with hiring departments to create individual examination plans for each recruitment to ensure that all citizens are provided equal access to all employment opportunities. ● Develop and implement an Internship Program to attract entry level candidates to work in the public sector.
Work with City departments to strengthen efforts to provide the skills and training to increase organization and staff development (Summer 2009): ● Provide career counseling through implementation of mentoring and career counseling programs. ● Promote succession planning through revision to existing training modules provided to managers and supervisors. ● Promote the City’s “zero-tolerance” harassment policy through training to all new employees. ● Provide customer training to all City employees. ● Identify, develop and implement a workforce diversity policies and practices to address family and work balance issues that will enhance employee recruitment and retention issues.
Information Systems
Continue to implement high-speed wireless networks (Wi-Fi) to support public safety services and internet access for the public at strategic locations (Summer 2010).
Continue to negotiate dark fiber and co-location leases for providing broadband communications to local businesses to help stimulate economic growth (Ongoing).
Continue to assist the Planning and Community Development Department — Transportation Management Division in constructing network-based traffic signal synchronization and transit priority systems for management of traffic signals and improving traffic circulation (Ongoing until Summer 2011).
62 Community Maintenance
Continue to implement an internet-based facility maintenance work order system that provides real-time status of building and open space repair and maintenance requests (Ongoing through 2012).
Establish and implement performance standards for services provided to the public and other departments by Fleet Maintenance, Beach Maintenance, Promenade Maintenance, Airport Maintenance and Custodial Services (Spring 2009).
Continue the standardized purchasing and use of sustainable supplies for all City facilities (Spring 2009).
Continue the Community Forest Renewal Program through the replacement of 330 Carob trees identified in the FY2007-08 Carob Tree Condition Assessment Study (Spring 2009).
Establish a Facilities Renewal Program to increase and enhance proactive maintenance, repair and replacement of structural components and systems within City facilities to extend their utility to the community (Summer 2009).
Planning & Community Development
Bring forward a final Land Use and Circulation Element (LUCE) with a vision for Santa Monica for a high quality of life while maintaining balanced housing and economic stability and initiate implementation of the Plan: ● Continue community involvement (Ongoing through Summer 2009). ● Implement guiding principles to ensure new development provides public benefit (Winter 2009). ● Finalize and adopt LUCE, including the Circulation Element portion, following public review and hearings on draft document and environmental reports (Summer 2009). ● Undertake specific plans based on the LUCE, including Pico Area and downtown, and prepare implementation strategies for Mid City Bergamot Transit Village projects (Winter 2009). ● Initiate zoning ordinance process and interim ordinances necessary to implement the LUCE (Fall 2008).
63 Transition the development review, permitting and building inspection functions into an integrated, well-managed, service-based organization that provides for the early involvement of the community and will lead to the implementation of new well-designed buildings: ● Establish an interdisciplinary project review team to follow projects from concept through construction (Fall 2008). ● Adapt a Staff and Applicant Guide to the development review process that outlines City policies and procedures, roles and responsibilities and clearly articulates standards and design guidelines that will ensure that new development provides public benefit (Winter 2009). ● Institute in-house CEQA review through an Environmental Planner to expedite project review.
To create a true consensus building capability within the business and residential communities through outreach initiatives for long-range and neighborhood planning, as well as the development review process: ● Continue ongoing outreach to the business and residential communities and engage in special neighborhood studies, i.e. Ocean Park Blvd. (Ongoing).
Enhance Parking Operations through additional customer services, efficiencies and management measures: ● Implement the credit card payment system for downtown parking structures (Summer 2008). ● Install pay-stations and appropriate signage in downtown parking structures and provide outreach to the public (Summer 2008). ● Convert Santa Monica Place parking structures to attendant parking and transition management of the structures to the City (Spring—Summer, 2009). ● Review parking structure pricing policies and recommend adjustments based on a parking study managed by the Housing and Economic Development Department (Spring 2009). ● Conduct procurement process for a new parking structure operator contract (Spring 2009).
Implement citywide signal synchronization upgrade to improve traffic flow and bus operations: ● Complete bid package and transition to Engineering the construction of Phase 3 ATMS/Bus priority program on Wilshire, Santa Monica, Pico and Lincoln Boulevards (Summer 2008). ● Design Phase 4 ATMS for Mid-City (Winter 2009). ● Design and construct a traffic control center (Summer 2009).
64 Implement Circulation Element policies and programs to reduce auto trips and improve facilities for transit, walking and bicycles: ● Proactively implement Transportation Demand Management Districts throughout the City to reduce auto trip, improve transit access, offer new sharing options (e.g. vanpools, Flexcars) and encourage facilities to accommodate walking and biking (Summer 2009). ● Develop and implement parking districts, shared parking opportunities and parking programs (Summer 2009). ● Actively engage stakeholders, including existing and new employers, developers, business improvement districts, the college, schools, hospitals, the visitor industry and other organizations to create partnering of resources, opportunities, cooperation and bring about change in trip demand (Ongoing). ● Develop an impact fee program for new development that could offset existing trips (Summer 2009).
Implement improvements in coordination, consistency and efficiency with plan check and inspection staff: ● Conduct regular training and cross-training sessions between plan check and inspection staff, including formal training on code and construction as well as site visits on projects (Summer 2008). ● Maintain 100% next day inspection performance (Ongoing). ● Continue improvements to electronic telephonic and web-based services, upgrading to industry-standard software technology and purchasing computer equipment to increase staff efficiency (Fall 2008). ● Proactively address Citywide permitting issues through better interdepartmental coordination.
Ensure that Building & Safety Functions and Services are self supporting: ● Implement permit, plan check, and inspection fee adjustments as needed (Summer 2009).
65 Police
Collaborate with other departments and/or agencies to address homeless issues: ● In collaboration with Human Services and local social service providers, provide training to patrol officers on the City’s Homeless Service Registry program to familiarize them with its goals and objectives and how the Police Department can help achieve the desired results (Summer 2009). ● Establish and implement a joint outreach program where the Police Department’s Homeless Liaison Program (HLP) Team will work side-by-side with a selected social service provider to provide direct intervention and outreach services to reunite homeless individuals with families or prior service providers (Summer 2009). ● Implement rigid enforcement of state and local ordinances preventing encampments, sleeping in doorways, sleeping on the beach or in the parks and other quality-of-life violations (Summer 2009). ● Implement a Mental Evaluation Team (MET) Program, which pairs full-time Los Angeles County Department of Mental Health clinicians with Santa Monica Police Department HLP Officers (Spring 2009).
Enhance traffic flow, enforcement, safety and education within the City: ● Implement the photo enforcement program for red light violations (Summer 2009). ● Expand the department’s existing Automatic License Plate Recognition to include traffic services (parking) enforcement to address scofflaw and other parking enforcement issues (Fall 2009). ● Work collaboratively with social services agencies and schools in an effort to expand educational programs for senior citizens and youth in traffic/ pedestrian safety (Spring 2009). ● Continue the State programs Selective Traffic Enforcement Program (STEP) and “Click it or Ticket”, with a concentration on DUI enforcement and seat belt safety efforts (Summer 2009). ● Implement a Traffic service bicycle enforcement detail to more effectively enforce parking foliations in the downtown and beach areas (Spring 2009). ● Continue to work collaboratively with other City departments and assist in meetings, planning and discussion with regard to the upcoming Light Rail System (Ongoing).
66 Collaborate with other agencies to provide education or programs to enhance youth safety and deter gang violence: ● Continue to increase efforts with the Santa Monica Malibu Unified School District and the Rape Treatment Center to enhance student safety and awareness (Fall 2008). ● Continue with and expand on student educational programs facilitated by the School Resources Officer (Fall 2008). ● Reduce habitual truancy through coordination intervention and prevention efforts with Community & Cultural Services Department, Los Angeles County Probation, Los Angeles County District Attorney’s Office, Santa Monica Traffic Court and Los Angeles Police Department (Winter 2009). ● Continue participation in monthly regional gang meetings and continue to share and accept gang intelligence in an effort to help identify trends and project areas of concern (Summer 2008). ● Maintain a high degree of uniform patrol in high risk areas (Fall 2008). ● As required, make appropriate referrals to alternate learning institution, probation or internal youth counseling services (Summer 2008).
Introduce the designated contact to each neighborhood for crime prevention and reporting and attend community meetings to foster a relationship between the Neighborhood Resource Officers and the residents (Winter 2009).
Establish internal customer service standards and provide staff with necessary training: ● Continue to provide, refine and increase employee training to enhance customer service within the Police Department (Fall 2008). ● Implement customer feedback system (Winter 2009).
Fire
Ensure Fire Department preparedness through the updating of Pre-Incident Plans designed to provide the Department with vital information about an area or specific business should an emergency situation arise.
Continue involvement on the implementation of new statewide solar panel guidelines that provide consistency in installation of panels to ensure adequate public and firefighter safety: ● Work collaboratively with Planning & Community Development and Public Works Departments in the implementation of the guidelines for City of Santa Monica installations.
67 Community & Cultural Services
Increase the community’s access to and enjoyment of Santa Monica’s parks: ● Integrate sustainability in parks through a pilot recycling program (Summer 2008). ● Expand program offerings at Airport Park sports field (Fall 2008). ● Refine strategies to increase community gardening opportunities (Summer 2009). ● Complete improvements at Reed Park (Fall 2009). ● Initiate the design process for public restroom replacement at 3 parks (Fall 2009). ● Expand pubic information for parks and recreational facilities, including the design of a comprehensive park signage program (Fall 2009).
Increase the community’s access to and enjoyment of Santa Monica State Beach through “Best at the Beach” strategies: ● Open South Beach Green and monitor use (Summer 2008). ● Complete the community process for design of new beach restrooms (Summer 2009). ● Open the Annenberg Community Beach House to the public (Spring 2009). ● Develop a long-range plan to reduce beach bikepath use conflicts (Summer 2009). ● Develop a comprehensive and inclusive active living program at the beach (Summer 2009). ● Expand pubic information for the beach, including the design of a way- finding signage system and, with Planning & Community Development Department, a parking lot capacity advisory system (Fall 2009).
Initiate Civic Center Planning: ● Begin the community process for design of Civic Center parks and an expanded and revitalized Civic Auditorium and, working collaboratively with Santa Monica College, an early childhood educational facility (Fall 2008). ● Complete joint use planning with Santa Monica Malibu Unified School District for the Santa Monica High School and the Civic Auditorium campuses (Summer 2008).
68 Support the vital role of arts and culture in the community: ● Continue implementation of “Creative Capital” through an expanded schedule of community events, and additional arts grant funding (Summer 2009). ● Celebrate GLOW (Summer 2008). ● Support youth access to the arts through Downbeat 720, Teen Film Festival, additional events and a youth arts grant program (Summer 2009). ● Complete Shotgun House Lessee negotiations (Spring 2009).
Expand support services for children and youth of all ages: ● Participate in a Los Angeles County evaluation of 30 local early childcare centers (Summer 2009). ● Support early and school-aged child development by fully implementing a preschool intervention program and guiding the improved coordination of school-based mental health services (Summer 2010). ● Provide employment training to older youth through Rosie’s Girls, CREST Counselor-in-Training, Trades Intern, Night Bridges and Annual Job Faire programs (Summer 2009). ● Establish and maintain a college-bound support program for youth through PAL’s Ricardo Crocker Memorial Fund (Summer 2009). ● Assess the role and performance of department youth programs and make recommendations for next steps (Fall 2008). ● Work interdepartmentally to create a youth portal on the web (Summer 2009).
Address the impacts of homelessness on the community: ● Provide intensive outreach to homeless individuals determined to be most at-risk through the Homeless Service Registry (Summer 2009). ● Provide opportunities to the community to become educated about and engaged in responses to homelessness, including an e-newsletter and a panhandling education/alternative giving campaign (Spring 2009). ● Improve the City’s capacity to track service delivery and client outcomes through an interagency web-based data management system (Spring 2009). ● Review City policies and practices that may contribute to homelessness, including barriers to affordable housing (Spring 2009). ● Define the City’s “fair share” service capacity and support legislation and policies with a regional emphasis, including collaborating with Veterans Affairs Greater Los Angeles Healthcare System to reduce barriers to their services for homeless veterans (Summer 2009).
69 Continue to increase the level of customer service in Department programs and facilities: ● Raise the level of customer service through coordinated communications de- partment-wide (Summer 2009). ● Increase the efficiency of community facility reservations through auto- mated systems for the City’s Tennis Program, Civic Auditorium and the An- nenberg Community Beach House (Spring 2009). ● Improve the experience of park and beach users through revised community use policies and coordinated strategic planning (Fall 2009).
Library
Nurture and expand youth activities: ● Provide service to youth in the Pico Neighborhood through outreach to parks and schools and partnering with outside organization to provide programs (Summer 2009). ● Work with the Library’s Teen Council to develop programs and projects (Spring 2009). ● Co-sponsor the 4th Annual Santa Monica Teen Film Festival (Summer 2009).
Partner with schools and parents by expanding and refining the Summer Reading Program and increasing school liaison activities (Fall 2008).
Build Library collections and program offerings in support of community priorities: ● Increase collections and programming on sustainability (Fall 2008). ● Award 2nd Annual Green Prize for Sustainable Literature (Fall 2008). ● Increase collections and programming on active living (Winter 2009).
Improve customer service and streamline Library processes: ● Increase accessibility to computer training (Summer 2008). ● Redesign the Library website (Summer 2009). ● Evaluate further self-service options (Fall 2009).
Promote the Library Place in the City’s cultural life: ● Partner with outside agencies to use Library facilities for cultural programming (Winter 2009). ● Expand on the content and accessibility of the Image Archives (Spring 2009).
70 Housing & Economic Development
Provide greater opportunities to the homeless population by supporting the production and preservation of affordable housing: ● Assist the Civic Center Village developer in obtaining State and private equity financing for the affordable housing component of the Civic Center Village (Fall 2008). ● Complete the infrastructure improvements at the Mountain View Mobile Home Park to enable implementation of a mobile home replacement loan program (Summer 2009).
Provide financial and technical support for the implementation of eligible redevelopment projects as identified in the Redevelopment Five-Year Implementation Plan: ● Continue implementation of the Downtown Parking Plan, including upgrades to Parking Structures 2, façade improvements on Parking Structures 2,4 and 5, and initiation of design for parking structure reconstruction (Ongoing). ● Support initial planning and design of parks, community facilities and other public improvements identified in the Civic Center Specific Plan (Ongoing). ● Oversee Parking Attendant Improvement Project and Façade Improvement Project for Parking Structures 7 and 8 in conjunction with the Santa Monica Place remodel (Fall 2009). ● Prepare Redevelopment Agency’s 5-Year Implementation Plan for FY2009-10 to FY2013-14 (Summer 2009).
Support sustainable economic development in Santa Monica’s commercial districts: ● Assist the Bayside District with recommendations emanating from their study of alternative financing mechanisms and governance structures (Summer 2009). ● Support Business District assessment strategies (Ongoing). ● Collaborate with Planning & Community Development on the commercial corridor revitalization studies (Ongoing). ● Participate with Pubic Works in implementing infrastructure improvements on the Santa Monica Pier and submit 10-year infrastructure maintenance report to Council (Spring 2009). ● Collaborate with Planning & Community Development Department on revitalization of downtown cinemas (Ongoing). ● Promote Farmer’s Market as a Santa Monica resource that supports healthy and sustainable nutrition, creates opportunities for community participation, and increases markets for the State’s small farmers (Ongoing).
71 Big Blue Bus
Continue 80th Anniversary Celebration: ● Distribute special edition of Blue Notes Customer Newsletter, air public services announcements produced in collaboration with CityTV, and conduct media events (Summer 2008). ● Conduct special promotions at community events, including the Pier Concert Series and the Alt Car Expo (Fall 2008).
Complete the Santa Monica and Los Angeles segments of bus lanes on Lincoln Boulevard to ensure optimal performance of the Rapid 3 bus service: ● Receive Caltrans approval of Bus Lane Plans for Santa Monica (Summer 2008). ● Conduct community outreach and receive Los Angeles City Council approval for bus lane extension into Los Angeles (Summer 2008). ● Complete roadway striping plans and signage graphics design of Bus Only Lane in Venice (Fall 2008). ● Receive Caltrans approval of Bus Lane Plans for Los Angeles (beyond FY2009- 10).
Purchase 56 replacement alternative fueled vehicles and deploy them into the active bus fleet (Summer 2009: 10 small buses; Summer 2010: 5 small buses, 21 articulated buses, and 20 regular buses).
On-street bus stop amenities: ● Create working architectural drawings of the prototypical bus shelter for Council approval (Summer 2008). ● Conduct environmental outreach and public relations to meet Federal Transit Administration (FTA) requirements. ● Construction of new bus shelters (Spring 2009).
Continue construction of the new state-of-the-art Silver LEED Maintenance Facility designed to meet the growing demand for public transportation by increasing bus maintenance and parking storage (Spring 2010).
72 Public Works
Ensure that goals and targets of the Sustainable City Plan are incorporated into design, construction, operation and maintenance of City facilities: ● Incorporate formal sustainability review process into CIP project planning and implementation. ● Design all new City buildings to a minimum LEED Silver rating. ● Collaborate with the Community Maintenance Department to ensure the functionality, cost-effectiveness and environmental sustainability of delivered CIP projects.
Complete permanent repairs to all priority sidewalk repair locations (Winter 2009).
Complete the Charnock Well Field Restoration project: ● Complete and certify the Environmental Impact Report and Mitigation Monitoring Plan (Fall 2008). ● Begin construction Spring 2009.
Complete implementation of the Solid Waste Management’s Commercial Collection Plan, incorporating updated operating procedures, restructured collection routes, enhanced customer service, expanded waste and recycling services and increase diversion targets (Fall 2008).
Develop and Implement the Woodlawn Cemetery Business Plan: ● Develop and implement a plan for the future use and operation of the Cemetery. ● Develop short and long-term sales and marketing strategies and implement a market based price structure. ● Implement new procedures for optimal efficiencies of grounds crew. ● Identify expansion options for cemetery property including grounds, mausoleum building and maintenance facility.
Enhance the long-term viability of the Water and Wastewater enterprises by evaluating and implementing enhanced financial operations and accountability.
Enhance Capital Project Delivery System: ● Develop regular project status reporting systems. ● Develop long-range capital improvement program.
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74 2008-2009 Adopted Budget 2009-2010 Budget Plan
Financial Framework Fiscal Policies
Goal To establish the City’s fiscal policies, which will assist in ensuring its long-term fiscal stability. These policies are intended to provide direction so that the City’s finances are managed in a manner that will continue to provide for the delivery of quality services; maintain an enhanced service delivery; ensure a balanced budget; and establish reserves necessary to meet known and unknown future obligations.
Findings/Conclusions In conjunction with the preparation of the City’s budget, a series of fiscal policies are recommended. Policies are an essential component of long-term forecasts and contingency plans. We believe they will help provide critical analysis and sound review for budget development decisions.
Recommendation The following fiscal policies are recommended and, where necessary, will be explained in more detail to follow. If followed, these policies will assist in times of economic distress.
Fiscal Policy Statements General Policies ● The City will maintain sound financial practices in accordance with state law 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.
Operating Budget Policies ● The City will adopt a balanced budget annually by June 30.
● Current revenues will be sufficient to support current operating expenditures.
● 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 forecast its General Fund and other major fund expenditures and revenues for a five-year period and will update the forecast annually. The forecast will be taken into consideration when preparing budget recommendations.
Revenue Policies ● The City will endeavor to maintain a diversified and stable revenue system to minimize
75 the 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.
● User fees will be adjusted annually by CPI and reviewed at least once every five years to ensure that fees recover the costs of providing services.
● The City will investigate potential new revenue sources, particularly those which will not add to the tax burden of residents and local businesses.
● The City will work proactively with the League of California Cities and local communities to monitor legislation that may impact the City financially.
Expenditure Policies ● The City will maintain a level of expenditures that support the essential services and promote quality-of-life to its citizens.
● Each enterprise fund should reflect the true costs of operation, including direct and indirect charges for services.
Debt Policy ● Capital projects may be funded on a pay-as-you-go basis or using debt proceeds. Capital budgeting is limited by the availability of revenues and bond proceeds. The ability to meet debt service requirements will act as a ceiling on capital programming. Because capital expenditures produce long-term benefits, they can appropriately be funded by debt, which can lead to a more equitable tax burden across generations of citizens and taxpayers. However, pay-as-you-go financing provides flexibility when the economy or revenue growth slows. Therefore, the City’s goal is to maintain a balance between pay-as-you-go financing and debt financing for capital projects.
● When the City finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the expected useful life of the project.
● When possible, the City will identify a source of repayment for General Fund supported bonds and monitor the source of repayment in the future to ensure it is sufficient to meet debt repayment requirements.
Reserve/Internal Service Fund Policies ● The City will maintain a General Fund Emergency Designation at a level that is equal to at least 10% of the General Fund’s annual operating expenditure budget. Council approval will be required before expending funds from the Emergency Designation.
● In addition to the General Fund Emergency Designation, the City’s goal is to maintain an Economic Uncertainty Designation with the level to be established as needed, but not less than 3% of the General Fund’s annual operating expenditure budget.
76
● The City will maintain a designation in the General Fund for earned, but unused, vacation and sick leave benefits of General Fund employees. The assessment of this designation is made on June 30, annually. All other compensated absences are recorded in the respective governmental or proprietary funds.
● The City will maintain a capital/maintenance designation to be determined as part of the annual budget adoption. The capital/maintenance designation is to be made available by Council appropriation to meet unanticipated, unscheduled, and/or unprogrammed capital and maintenance needs of City infrastructure and facilities. This designation 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.
Capital Improvement Policies ● The City will coordinate preparation of the Capital Improvement Budget with preparation of the Operating Budget. Future operating costs associated with new capital improvements will be projected and included in the Operating Budget forecasts.
● The City will identify estimated costs and potential funding sources for each proposed capital project before it is submitted to Council for approval.
● The City administration will identify, for Council consideration, the least costly financing method for all new projects.
Accounting, Auditing & Financial Reporting Policies ● 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.
● A Comprehensive Annual Financial Report will be prepared and audited by a qualified independent public accounting firm.
Investment Policies ● 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.
77 Financial Framework for Budgeting
Basis of Budgeting Basis of budgeting for the City’s budget is consistent with the Comprehensive Annual Financial Report (CAFR) 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, inventories, and prepaid items. Year-end encumbrances are included in the fiscal year’s expenditures (actual, budgetary basis), for 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 rolled over 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 lapsed to be 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, bad debt, etc., 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 rolled over to the next year until the completion of the project.
Summary General Fund Special Revenue Funds Enterprise and Capital Project Funds Internal Service Funds
Basis of Accounting Modified Accrual Accrual
Exceptions: ● Multi-year capital proj ect ● Multi-year capital project budgets are preferably budgeted budgets are preferably budgeted on a full cost basis. on a full cost basis.
● Non-cash items, such as ● Non-cash items, such as investment adjustments to investment adjustments to market value, are not budgeted. market value, depreciation, amortization, bad debt, etc., are not budgeted.
78 Legal Level of Budget Control The City Council is required to adopt an annual budget resolution on or before June 30 of each fiscal year for the General Fund and each special revenue fund (except the Rent Control Fund). The City Council also serves as the governing bodies for the City of Santa Monica Redevelopment Agency, the Housing Authority, and the Parking Authority, which adopt budgets for Redevelopment, Housing Authority, and Parking Authority Funds.
To adopt the budget requires a majority Council vote (4 of 7 Council members).
The City Council approves any revisions that alter the total expenditures of any major object or program category (Salaries & Wages, Supplies & Expenses including Capital Outlay, or Capital Improvements) within a department by fund (known as the legal level of budgetary control).
The legal level of budget control is as follows:
● Operating expenditure budget – at major object level: Salaries & Wages and Supplies & Expenses (including Capital Outlay) within department, by fund.
● Capital Improvement Program budget – at fund level.
● The City Manager is authorized by the City Council to allocate the budget to more detailed levels of control for administrative purposes.
To change the budget at the legal level of control requires Council approval. Changes due to emergency work, additional project costs exceeding the budget authority, receipt of a grant, etc., take place throughout the year through bi-weekly council meetings. Citywide comprehensive budget review takes place twice a year at mid-year budget review in January and year-end budget review in October.
To change the budget after it is adopted requires a supermajority Council vote (5 of 7 Council members).
Administrative Indirect Charges for General Fund Services Enterprise and special revenue fund programs, which are financed by service user fees or grant funding, have been assessed 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 data processing, financial services, facilities maintenance, legal services, administrative time, etc.), which is directly applicable to enterprise and special revenue fund operations. The FY2008-09 reimbursements are based on an allocation plan developed during FY2007-08, reflecting actual support service costs for FY2006-07.
Debt Financing Debt financing is used for major capital projects that will benefit residents for many years to come. Use of debt financing is limited by the City Charter, which provides that indebtedness of the City be limited 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. The City’s adopted debt policy calls for the use of debt
79 financing only when the annual debt payments can be financed from current revenue streams.
City of Santa Monica, California Legal Debt Limit and Margin June 30, 2007
Total gross assessed value $ 20,680,189,720
Debt limit: 10% of total assessed value (1) 2,068,018,972
Amount of debt applicable to debt limit: Total bonded debt 175,685,000 Less: Assets in debt service funds available for payment of bonds 18,747,400 Total amount of debt applicable to debt limit 156,937,600 Legal debt margin (2) $ 1,911,081,372
(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.
(2) As of 6/30/2007, the City's applicable outstanding debt was $1.9 billion under the legal debt limit. However, issuance of additional debt is not based solely on the legal debt limit, but also on the City's capacity to meet debt payment schedules with available revenue.
Source: County of Los Angeles and City of Santa Monica Finance Department
80 City of Santa Monica, California Summary of Long-Term Indebtedness June 30, 2007
Final
Date of Original Maturity Interest Balanc e IssueIssue Date Rates June 30, 2007 Bonds Subjec t to Debt Limit: Revenue bonds: Downtown Redevelopment 2002 May 1, 2002$ 5,640,000 July 1, 2008 2.00 - 3.60%$ 2,200,000 Parking Authority 2002 May 1, 2002 10,480,000 July 1, 2016 3.50 - 4.50% 9,055,000 Public Finance Authority 1999 Sept 15, 1999 13,200,000 July 1, 2021 4.25 - 5.50% 10,980,000 Public Finance Authority 2002 Jan 1, 2002 17,310,000 July 1, 2021 2.00 - 4.75% 14,605,000 Public Finance Authority 2004 Dec 1,2004 38,930,000 July 1, 2025 3.35 - 5.00% 38,930,000 Subtotal - Revenue bonds, governmental activities 75,770,000
Tax allocation bonds: Ocean Park Redevelopment 2002 May 1, 2002 19,315,000 July 1, 2018 3.75 - 5.00% 15,620,000 Earthquake Recovery Project 2006 April 1,2006 64,720,000 July 1, 2030 4.00 - 5.50% 62,495,000 Subtotal - Tax allocation bonds, governmental activities 78,115,000
General Obligation bonds: Main Library Improvements 1998 June 25, 1998 3,060,000 July 1, 2010 4.00 - 4.30% 1,800,000 Main Library Improvements 1990 April 10, 1990 4,500,000 July 1, 2004 6.00 - 6.75% — Main Library Improvements 2002 Aug 27, 2002 25,000,000 July 1, 2022 2.00 - 4.60% 20,000,000 Subtotal - General Obligation bonds, governmental activities 21,800,000 Subtotal - Bonds Subjec t to Debt Limit : 175,685,000
Other debts: Hyperion Project Revenue 1993 Dec 22, 1993 38,620,000 Jan 1, 2022 4.25 - 12.00% 9,670,000 Hyperion Project Revenue 2005 Oct 1, 2005$ 20,305,000 Jan 1, 2018 3.00 - 5.00% 19,045,000 Certificates of participation 1995 Aug 15, 1995 4,025,000 July 1, 2007 8.875 - 9.10% 420,000
Loans: State Department of Transportation loans Various 1,305,444 July 1, 2010 6.50 - 7.40% 88,870 State Water Resources Control Board loan Jan 29, 1999$ 5,000,000 July 1, 2019 2.60% 3,528,176 Subtotal - Other Debts: 32,752,046 Total $ 208,437,046
Management believes it is in compliance with all debt covenants.
81 Revenue Bonds The City issues revenue bonds where the City pledges income derived from the acquired or constructed assets to pay debt service. During the fiscal year ended June 30, 2002, the City issued $17,310,000 of revenue bonds to finance the acquisition, construction, and installation of certain capital improvements constituting a public safety facility and related improvements, facilities and equipment.
On May 1, 2002, the City issued $5,640,000 of Downtown Project refunding bonds bearing interest at 4.6% to defease the outstanding 1992 Downtown Project Bonds $6,395,000. This resulted in cashflow savings of $576,502 and an economic gain (difference between the present value of the new debt service payments and the old debt service payments) of $236,855. As of June 30, 2002, $6,395,000 of defeased 1992 bonds are outstanding and are not included in the accompanying basic financial statements.
On May 1, 2002 the City issued $10,480,000 of Parking Authority refunding bonds bearing interest at 4.6% to defease the outstanding 1992 Parking Authority Bonds totaling $10,915,000. This resulted in a cash flow savings of $2,458,815 and an economic gain (difference between the present value of the new debt service payments and the old debt service payments) of $555,874. As of June 30, 2002, $10,915,000 of defeased 1992 bonds are outstanding and not included in the accompanying basic financial statements.
On December, 2004 the City issued $38,930,000 of Public Financing Authority lease revenue bonds bearing interest at 4.6% to construct the Civic Center Parking Structure.
Tax Allocation Bonds On May 1, 2002, the City issued $19,315,000 of Ocean Park refunding and new money bonds bearing interest at 5.03% to defease the outstanding 1992 Ocean Park Project Bonds totaling $9,290,000 and to provide funds for new moderate/low income projects. This resulted in cashflow savings of $1,392,130 and an economic gain (difference between the present value of the new debt service payments and the old debt service payments) of $1,090,046. As of June 30, 2002, $9,290,000 of defeased 1992 bonds are outstanding and are not included in the accompanying basic financial statements.
General Obligation Bonds On August 27, 2002, the City issued $25,000,000 of Library Improvement Project bonds bearing interest at 4.06% to finance the acquisition, construction and installation of certain capital improvements to the City's main library and related improvements, facilities and equipment.
82 City of Santa Monica, California Debt Service Schedule
FY2008-09 FY2009-10 Fund Bond Descriptions Principal Interest Total Principal Interest Total General Public Finance Authority Lease Revenue Bond Series 1999$ 555,000 $ 527,541 $ 1,082,541 $ 585,000 $ 501,178 $ 1,086,178 General Public Finance Authority Lease Revenue Bond Series 2002 780,000 574,379 1,354,379 810,000 543,178 1,353,178 General Library General Obligation Bond Series 1998 460,000 40,605 500,605 495,000 21,284 516,284 General Library General Obligation Bond Series 2002 1,250,000 737,500 1,987,500 1,250,000 675,000 1,925,000 General Parking Authority Lease Revenue Refunding Series 2002 810,000 314,554 1,124,554 845,000 284,178 1,129,178 General Civic Center Parking Lease Revenue Bond Series 2004 875,000 1,673,588 2,548,588 920,000 1,629,838 2,549,838 Total - General Fund$ 4,730,000 $ 3,868,167 $ 8,598,167 $ 4,905,000 $ 3,654,656 $ 8,559,656
RDA-Low/Mod Earthquake Redevelopment Tax Allocation Bond Sr 2006 and
83 Incm Housing Ocean Park Redevelopment Tax Allocation Bond Sr 2002 - 20 $542,000 $696,658 $1,238,658 $570,000 $669,586 $1,239,586 RDA-Ocean Park Ocean Park Redevelopment Tax Allocation Bond Sr 2002 - 80% 876,000 519,918 1,395,918 916,000 482,688 1,398,688 RDA-Earthquake Earthquake Redevelopment Tax Allocation Bond Sr 2006 - 80% 1,292,000 2,266,715 3,558,715 1,364,000 2,195,654 3,559,654 Total - Redevelopment Funds$ 2,710,000 $ 3,483,291 $ 6,193,291 $ 2,850,000 $ 3,347,928 $ 6,197,928
Wastewater Hyperion Revenue Bond Series A 2005$ 1,500,000 $ 1,049,312 $ 2,549,312 $ 1,545,000 $ 999,775 $ 2,544,775 Total - W astew ater Fund$ 1,500,000 $ 1,049,312 $ 2,549,312 $ 1,545,000 $ 999,775 $ 2,544,775
Airport State Department of Transportation Loan 1 17,778 3,486 21,264 17,778 2,324 20,102 Airport State Department of Transportation Loan 2 4,440 989 5,429 4,440 659 5,099 Total - Airport Fund$ 22,218 $ 4,475 $ 26,693 $ 22,218 $ 2,983 $ 25,201
Stormwater State Water Resources Control Board Loan$ 237,613 $ 85,712 $ 323,325 $ 243,790 $ 79,535 $ 323,325 Total - Stormw ater Fund $ 237,613 $ 85,712 $ 323,325 $ 243,790 $ 79,535 $ 323,325 GANN Appropriations Limit The GANN Limit was approved on November 6, 1979 by California voters. Under the GANN Limit, a maximum amount is established for tax-funded government services. That amount is to be adjusted each year depending on changes in state population, inflation and the transfer of financial responsibility for various government 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.
City of Santa Monica, California GANN Appropriations Limit Calculation for FY2008-09
FY2007-08 GANN Appropriations Limit (a) $ 672,203,138
Adjustment Factors Allowable FY2008-09 Adjustment: Non-Residential Assessed Valuation Change (b) 1.0669 times City Population Change (c) 1.0090 = X 1.0765
FY2008-09 GANN Appropriations Limit$ 723,628,090
Comparison of GANN Limit to Expenditures/Appropriations Subject to Limit Last Five Fiscal Years
FY2004-05 FY2005-06 FY2006-07 FY2007-08 FY2008-09
GANN Limit $475,656,176 560,418,107 634,393,297 672,203,138 723,628,090 Subject to Limit 159,351,631 (d) 136,485,064 (d) 149,899,137 (d) 140,334,834 (e) 151,447,404 (f) Amount (Over)/Under Limit $316,304,545 $423,933,043 $484,494,160 $531,868,304 $572,180,686
Based on the above analysis, it is unlikely that future expenditures/appropriations subject to limitation will exceed the City’s GANN limit.
(a) As adopted by the City Council on June 12, 2007 (Resolution No. 10223) (b) Based on assessed valuation data provided by the Los Angeles County Assessor for FY2007-08 (c) Per State Department of Finance, May 2008 (d) Actual expenditures subject to limitation (e) Estimated actual expenditures subject to limitation (f) Appropriations subject to limitation
84 2008-2009 Adopted Budget 2009-2010 Budget Plan
Economic Analysis & Revenue Assumptions Overall Economic Conditions
The assumptions used in preparing the FY2008-09 revenue budget and the FY2009-10 revenue plan are based on a review of information concerning the national, state, regional, and local economies for the remainder of FY2007-08 and for FY2008-09 through FY2009-10. Several respected sources of data were used including the UCLA Graduate School of Management, the Los Angeles Economic Development Corporation (LAEDC), Bloomberg News, and economic analyses from various other respected sources.
National Economy On the national level, the economy has deteriorated over the last few months as the housing slump and resulting “credit crunch” have spilled over into other areas in the economy and are significantly hampering economic growth. The revised Real Gross Domestic Product (GDP) grew at an annualized growth rate of 1% in the first quarter of 2008 after growing only 0.6% in the fourth quarter of 2007, which was equal to the weakest quarter since 2002. Many economists now believe the economy has or will slip into a recession and expect economic growth to be slow or negative for the next few quarters. The June 2008 UCLA Forecast for the Nation and California projects GDP growth at less than 1% for all of 2008 (although there will likely be a temporary bump in the second quarter 2008 due to the economic stimulus checks). Real GDP is not expected to hit the 3% rate of growth that most economists suggest is “neutral” until 2010.
The slump in the housing market Real GDP Growth vs. Unemployment has been a major contributor to the economic slowdown, as both Real GDP Unemployment the volume and average sales 8.0% prices continue to decline. Sales 6.0% of existing homes in June 2008 4.0% were down 15.5% from the same period last year, on an 2.0% annualized basis, and median 0.0% prices were down 6.1%. New 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 home sales and housing starts (f) (f) show a similar pattern, and Source: UCLA Anderson Forecast foreclosures are at record levels in many areas of the country. The National Association of Realtors forecasts more of the same for the remainder of 2008 before the market bottoms out and begins a slow recovery in 2009. For 2008, as a whole, sales of existing homes are projected to decrease 6.1% from 2007 levels with a 6.2% decrease in prices. The outlook for new home sales is even worse with sales volume and prices projected to decrease 32.3% and 3.2%, respectively, in 2008. In 2009, existing home sales are expected to show a modest 5% increase with a 4.3% increase in median prices.
Other key economic indicators such as unemployment, consumer spending, and consumer
85 confidence are also reflecting recessionary-type conditions. U.S. Existing Home Sales The June 2008 unemployment Home Sales in Millions Median Price in Thousands rate was 5.5%, compared with 4.6%, one year ago and is likely 8.0 $250 to continue to increase. The 6.0 $200 UCLA Forecast projects an $150 4.0 unemployment rate of 6% by the $100 fourth quarter of 2009. Retail 2.0 $50 sales have been fairly flat in 0.0 $0 recent months as major purchases, particularly new auto 2003 2004 2005 2006 2007 2008 2009 sales, have been declining. Consumer Confidence as Source: National Association of Realtors measured by the Conference Board has plummeted recently. The June 2008 figure decreased 13% from May and was 52% less than one year earlier. Inflation, particularly in food and energy, has been increasing significantly in recent months leaving less disposable income in consumers’ pockets for other purchases.
In summary, it now appears that the economy is in, or very close to, a recession. However, there is some disagreement about the length and severity of the recession. There are some indications that the recession will be fairly short by historical standards and that a mild recovery will begin by the second half of 2008. However, the Index of Leading Indicators, which attempts to measure the future course of the economy, decreased in June after two months of small decreases, and the index is well below the level of one year ago. The stock market has struggled due to concerns about the economy and the potential impact of the continuing housing and credit difficulties. Between April 1 and the end of June, the Dow Jones Industrial Average declined by nearly 14%. The Federal Reserve (the Fed) has ended its cycle of interest rate cuts, which lowered the Fed Funds target rate from 5.25% to 2%. The Federal Reserve is expected to keep the Fed Funds rate flat until late in 2008 in an effort to boost the sagging economy, but increasing inflation may force the Fed to raise rates earlier, which could hamper the economic recovery. The biggest threats to economic growth continue to be the housing market and inflation.
State Economy California Housing Market The issues for the California economy are essentially the same Single Family Home Resales in Thousands as for the nation. The key factor Median Price in Thousands is the residential real estate 600 $600 market. Although existing single family home sales in June 400 $400 increased for the second month in a row after declining for thirty 200 $200 consecutive months, median 0 $0 prices were down 37.7% from a year earlier. Also, the California 2002 2003 2004 2005 2006 2007 economy, like the national Source: National Association of Realtors economy, is showing other signs
86 California Taxable Sales & of weakness. Statewide Sales Personal Income Growth Tax collections for the fourth quarter of 2007 were essentially Taxable Sales Personal Income flat with the same quarter in 10% 2006, and the slowdown is expected to continue. Growth in 6% personal income and taxable sales in 2008 and 2009 are 2% projected to be at the lowest -2% rates since 2003.
2002 2003 2004 2005 2006 2007 2008 2009 The State budget also continues (f) (f) (f) Source: UCLA Anderson Forecast to be a significant threat. The Governor and State Legislature were forced to take extraordinary steps to try and resolve a multi-billion dollar deficit in FY2007-08 and the State faces further deficits in FY2008-09 of up to $20 billion. There is the possibility that the State will borrow local property tax and transportation revenues to balance the FY2008-09 budget.
The State unemployment rate increased to 6.9% in June 2008, up from 5.3% one year earlier, and is at its highest level since October 2003. The June 2008 UCLA Forecast projected that State unemployment will remain near 6% throughout 2008 and 2009 before decreasing in 2010.
Local Economy Within this context, the City's economy is expected to grow slower in FY2008-09 and FY2009- 10 than in recent years. Santa Monica benefits from a more diversified tax base than many cities. For example, the City’s five major tax sources, Transient Occupancy Taxes (TOT), Sales Taxes, Property Taxes, Utility Users Taxes, and Business License Taxes each make up between 10% and 15% of General Fund revenues. In many cities, sales and property taxes alone account for up to 60% of revenues. City of Santa Monica Property Transfers However, most of these tax sources are Number of Transfers Average Per Transfer economy-driven and 2,000 $6,000 will be affected by 1,500 the current economic $4,000 slowdown. 1,000 $2,000 500 The declining real 0 $0 estate market has had 1998- 1999- 2000- 2001- 2002- 2003- 2004- 2005- 2006- 2007- an impact in Santa 99 00 01 02 03 04 05 06 07 08 Monica. While Santa Monica has not seen Source: County of Los Angeles Registrar Recorder the same sort of price declines as other areas, the number of property transfers this fiscal year was down 26.1% from last year and was the lowest number of transfers since the City implemented its own Real Property Transfer Tax in FY1992-93. This decrease in transfers will likely affect property tax receipts in future years. The temporary closure of Santa Monica Place will
87 negatively impact Sales Tax City of Santa Monica Permits & Valuation revenues in both FY2008-09 and Valuation (In Millions) Number of Permits the beginning of FY2009-10. Additionally, legal challenges still $250 3,000 pose a threat to the 2,750 telecommunications portion of $200 the City’s Utility Users Tax 2,500 revenues. Tourism, which $150 2,250 provides a strong stimulus to the local economy by creating jobs $100 2,000 and producing revenues, while 2003-04 2004-05 2005-06 2006-07 expected to remain relatively strong, has shown signs of Source: City of Santa Monica Building & Safety Division weakness in recent months.
Historically, Santa Monica has tended to be impacted less during times of economic downturn and recover faster than many other jurisdictions. However, the recovery may be a little slower this time as Santa Monica is being impacted by many of the same factors dragging down the national and State economies, particularly declines in property sales and automobile sales. In addition, building permit activity indicates that there may be a slowdown in development. These factors are projected to limit General Fund revenue growth to 2.6% in FY2008-09 and 3.6% in FY2009-10.
88 Major General Fund Tax Base Projections
General Fund Revenues Local Taxes represent Business Diversified Tax Base approximately 70% of License Taxes projected FY2008-09 General Utility Users 10% Fund revenues. Five of these Tax 13% tax sources, Transient Parking Occupancy Taxes (TOT), Sales Transient Facility Tax Taxes, Property Taxes, Utility Occupancy Users Taxes (UUT), and Taxes 15% Real Property Transfer Business License Taxes, Sales Taxes Taxes 2% account for $162 million out 13% of the $175 million in local All Other Non- taxes projected to be Property Tax Revenues received in the next fiscal 30% Taxes 14% year. The remaining tax revenues are from Parking Facilities Taxes, Real Property Transfer Taxes, Vehicle License Fees, and Condominium Taxes. The projections reflect a somewhat conservative approach based on the economic impacts described above and applying standard forecasting methodologies, such as trend analysis, known extraordinary circumstances (for example, the closure of Santa Monica Place), fiscal impacts of legislative changes, and professional judgment, to arrive at the revenue projection. Listed below are the basic assumptions used to develop the revenue forecast for the major tax accounts based on information known at this time. Many unknown variables, including economic changes and unforeseen legislative changes, could affect the ultimate amount of monies actually received.
Property Taxes — 14% of General Fund Revenues The continuing problems in the housing market are projected to affect Santa Monica in the short term. The number of property sales has decreased significantly over the last two years and the trend in housing prices has been mixed. Most economists believe that the housing market decline will not hit bottom until some time late in 2008 and will remain weak throughout 2009. In addition, the slowing economy may spill over into the commercial real estate market. Based on these conditions, it is anticipated that the assessed value growth in Santa Monica will continue, but at a slower rate than experienced during the last several years.
The rate of City secured property tax increases, after accounting for the impact of the Earthquake Recovery Redevelopment Project Area (RDA), where no assessed value increases flow to the General Fund, are projected to increase slightly less than 4% annually in FY2008- 09 and FY2009-10. Revenue from unsecured property taxes (such as airplanes) is projected to remain relatively flat throughout the forecast period. Pass-through revenues from the Earthquake Recovery RDA will approximate the rate of tax increment growth in the project
89 area. The State Public Safety Augmentation Funds are projected to grow at approximately the sales tax growth rate.
Sales Taxes — 13% of General Fund Revenues Sales taxes are expected to grow slowly in both FY2008-09 and FY2009-10, reflecting the economic slowdown, particularly in the area of new automobile sales, which is one of the City’s largest sales tax sources. Baseline growth for FY2008-09 is 2% from ongoing FY2007-08 revenues. The FY2009-10 forecast reflects a 3.5% growth rate. The forecast is adjusted to account for loss of revenue for eighteen months from the closure of Santa Monica Place for renovation, and increased revenue from the renovated facility after it re-opens.
Transient Occupancy Taxes — 15% of General Fund Revenues Tourism is expected to remain strong, resulting in continued TOT growth, but at reduced levels from the last several years. Based on information provided by PKF Consulting and the Santa Monica Convention and Visitors Bureau, the baseline increases of 4% per year are entirely based on room rental rate increases as occupancy levels are projected to remain at the current high levels. In addition, the Shangri-La Hotel is expected to re-open in FY2008- 09 after being closed for nearly two years for renovations. Business travel is being affected by the economic slowdown, and an extended recession could further impact revenues.
Utility Users Taxes — 13% of General Fund Revenues The forecast assumes an approximate annual growth rate of 3% for natural gas and cable television. Telephone is projected to increase approximately 1% per year, reflecting a decrease in hardwire services offset by an increase in wireless services. Taxes from electric utilities are driven by Southern California Edison rates and are projected to grow by 2% in FY2008-09 and 8.2% in FY2009-10, reflecting an anticipated general rate increase. Taxes from water and wastewater services assume utility rate increases in these areas.
Business License Taxes — 10% of General Fund Revenues Revenues reflect a slower rate of growth for FY 2008-09 and FY 2009-10. Baseline growth rates are projected at 3.7% in FY2008-09 and 1.8% in FY2009-10. Additionally, revenues are projected to be enhanced by about $210,000 per year from additional enforcement actions resulting from the addition of a Business License Inspector. The highest rates of growth are expected to be in the Professional and Service categories.
Parking Facility Taxes — 3% of General Fund Revenues Parking facility taxes are projected to increase by 4.2% annually, reflecting historical trends.
Real Property Transfer Taxes — 2% of General Fund Revenues Slowing economic conditions are significantly reducing property turnover in the City. The number of transfers in FY2007-08 through February is almost 20% less during the same period than last year and will likely end up at the lowest level since at least FY1992-93. FY2008-09 revenues are projected to be essentially flat with FY2007-08 reflecting continuing softness in the real estate market. FY2009-10 revenues are projected to increase by 9.5% from FY2008- 09 as the real estate market begins to recover.
90 2008-2009 Adopted Budget 2009-2010 Budget Plan
Fund Overviews Fund Descriptions
Classification of Funds The financial operations of the City are organized into funds for which budgets are prepared. These funds are grouped into four major categories: General, Special Revenue, Capital Projects, and Proprietary.
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.
Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for specified purposes.
● Special Revenue Source (04) Fund — To account for various mitigation funds from developers’ agreements primarily on housing, traffic and parking areas.
● Charnock (05) Fund — To account for the settlement funds received from various oil companies for water and environmental remediation at the Charnock well field. For CAFR reporting purpose, this fund is combined with the Special Revenue Source (04) Fund.
● Clean Beaches and Ocean Parcel Tax (06) Fund — To account for activity related to implementation of Watershed Management Plan and the passage of Measure V in November 2006.
● Beach Recreation (11) Fund — To account for beach parking and concession revenues and expenditures related to beach maintenance and recreation activities.
● Housing Authority (12) Fund — To account for the receipt and expenditure of federal funds related to housing programs.
● Disaster Relief (13) Fund — To account for Federal and State disaster relief grants and the City‘s recovery expenditures related to the January 17, 1994 Northridge Earthquake.
● TORCA (14) Fund — To account for filing fee and conversion tax revenues and expenditures related to various housing programs authorized by Chapter XX of the City Charter.
● Community Development Block Grant (19) Fund — 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.
91 ● Miscellaneous Grants (20) Fund — To account for the receipt and expenditure of miscellaneous Federal, State and County awarded grants and special allocations provided to the City.
● Asset Seizure (21) Fund — 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. No expenditures are proposed during the budget process. Instead, appropriations are recommended to the Council by a separate staff report when eligible expenses are identified by the Police Department.
● Citizens Option for Public Safety (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 proposed use of funds. Appropriations are recommended to the Council by a separate staff report after the hearing is conducted.
● Beach House (24) Fund — To account for a major grant from the Annenberg Foundation for the rehabilitation and adaptive reuse of the 415 Pacific Coast Highway building. Beginning in FY2008-09, the fund also includes revenue and expenditures for operations of the Annenberg Beach House scheduled to open Spring 2009.
● Rent Control (29) Fund — To account for revenues and expenditures of the Rent Control Board. Though included in the Comprehensive Annual Financial Report (CAFR), the fund is not discussed in this document, as the budget is prepared separately for the Rent Control Board’s adoption.
● Gas Tax (43) Fund — To account for State and County gasoline tax allocations and any Federal funds provided to the City for street-related purposes.
● Air Quality Management District (AQMD) (44) Fund — To account for the receipt of Air Quality Management District funds and eligible expenditures.
● Parks and Recreation (53) Fund — 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.
Capital Projects Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities.
● Capital Projects (02) Fund — Primarily financed through transfers from the General Fund for acquisition, construction, and major renovation of City infrastructure and facilities.
● Low/Moderate Income Housing (15) Fund — To account for the twenty percent housing set aside of the tax increment revenues from the three redevelopment project areas.
● Downtown Redevelopment (16) Fund — To account for the revenues and expenditures of the downtown redevelopment project area of the Santa Monica Redevelopment Agency. The project area includes the Santa Monica Place and the two adjacent
92 parking structures.
● Earthquake Redevelopment (17) Fund — To account for the revenues and expenditures of the earthquake redevelopment project area of the Santa Monica Redevelopment Agency.
● Ocean Park Redevelopment (18) Fund — To account for the revenues and expenditures of the Ocean Park Project area of the Santa Monica Redevelopment Agency. The project area includes 1A (two high-rise apartment buildings) and 1B (two senior citizen residential housing complexes).
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 (a) where 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) where 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.
● Water (25) Fund — To account for revenues and expenses of providing water service to the citizens of the City.
● Solid Waste Management (27) Fund — To account for revenues and expenses of operating the City's refuse collection, street sweeping and cleaning, and recycling programs.
● Pier (30) Fund — To account for revenues and expenses connected with management and development of the Santa Monica Pier.
● Wastewater (31) Fund — To account for revenues and expenses associated with maintaining the sanitary sewer and storm drain systems within the City.
● Civic Auditorium (32) Fund — To account for revenues and expenses connected with management of the Santa Monica Civic Auditorium.
● Airport/Special Aviation (33/52) Funds — To account for revenues and expenses connected with management of the Santa Monica Municipal Airport.
● Stormwater Management (34) Fund — To account for revenues and expenses associated with storm water management.
● Cemetery (37) Fund — To account for revenues and expenses associated with operation of Woodlawn Cemetery.
● Big Blue Bus (41) Fund — To account for revenues and expenses related to operation of the City's municipal bus lines.
● Vehicle Management (54) Fund — To account for user charges from other funds and expenses related to replacement, maintenance and fueling of City owned vehicles, including specialized mechanical equipment.
93 ● Information Technology Replacement and Services (55) Fund — To account for user charges from other funds and expenses related to replacement of computer and telecommunication equipment.
● Comprehensive Self-insurance (56) Fund — To account for contributions from other funds and expenses related to the administration and payment of general liability claims.
● Bus Self-insurance (57) Fund — To account for contributions from the Big Blue Bus Fund and expenses related to the administration and payment of bus-related liability claims.
● Automobile Self-insurance (58) Fund — To account for contributions from other funds and expenses related to the administration and payment of automobile-related liability claims.
● Workers’ Compensation Self-insurance (59) Fund — To account for contributions from City Departments and expenses related to the administration and payment of workers' compensation claims.
● Parking Authority (77) Fund — The Parking Authority is a financing authority for the City's parking structures. The fund provides capital funding for new and improved parking facilities primarily in downtown Santa Monica.
Three other fund types that are included in the City’s Comprehensive Annual Financial Report are not budgeted for various reasons:
Fiduciary Funds, which consist of General Trust and Agency Fund (80) and Street Light Fund (801), 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.
Permanent Funds, which consist of Cemetery Perpetual Care (82) Fund and Mausoleum Perpetual Care (89) 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 Funds, which consist of City Debt Service Fund and Redevelopment Agency Debt Service Fund, are used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.
94 Fund Balance Projections for FY2008-09
Fund Balance is the amount of financial resources immediately available for use. Generally, it represents the excess of unrestricted current assets over current liabilities. Fund Balance projected for the end of the current fiscal year (FY2007-08) is estimated based on updates of anticipated revenues and expenditures. These updates are used initially to present the City Council with a mid-year status report on the budget. Following the mid-year budget review, estimates of actual FY2007-08 revenues and expenditures are updated to reflect subsequent major changes, as necessary. Projection for FY2008-09 and FY2009- 10 is based on a budgetary basis.
(+) Plus (-) Less (+) Plus 6/30/2008 2008-09 2008-09 Net Balance 6/30/2009 Projected Budgeted Budgeted Sheet Projected Fund Category/Type Fund Balance Revenues Expenditures Transfers Fund Balance
GENERAL FUND General $ 28,319,000 * 250,154,572 252,500,930 (960,080) 25,012,562
SPECIAL REVENUE FUNDS Special Revenue Source 15,632,851 4,718,214 1,047,655 0 19,303,410 Charnock 59,708,314 11,388,500 4,922,134 0 66,174,680 Clean Beaches/Ocean Parcel Tax 1,447,000 2,424,500 583,000 0 3,288,500 Beach Recreation 3,992,992 7,836,345 6,737,009 0 5,092,328 Housing Authority 209,515 15,505,700 15,715,215 0 0 TORCA 849,000 374,000 379,896 0 843,104 CDBG 0 3,344,970 1,745,938 (1,599,032) 0 Miscellaneous Grants 7,860,278 15,680,139 8,708,110 (6,972,029) 7,860,278 Citizens' Option for Public Safety 10,122 10,000 0 0 20,122 Beach House 0 11,265,633 2,193,048 (10,771,081) (1,698,496) Gas Tax 673,160 2,288,150 2,272,450 0 688,860 Air Quality Mgmt Dist (AQMD) 377,916 661,000 652,400 0 386,516 Parks & Recreation Facilities 57,232 48,000 0 0 105,232
CAPITAL PROJECT FUNDS Capital Projects Fund 0000 Redevelopment Agency (All Funds) 25,521,086 65,774,000 80,024,374 0 11,270,712
ENTERPRISE FUNDS Water 9,114,764 15,680,113 18,386,601 0 6,408,276 Solid Waste Management 1,810,498 21,832,535 21,043,567 0 2,599,466 Pier 2,939,968 3,298,041 6,238,009 0 0 Wastewater 11,396,215 14,216,579 16,888,897 (1,500,000) 7,223,897 Civic Auditorium 1,051,944 2,704,000 3,755,944 0 0 Airport/Special Aviation 521,497 4,632,892 4,472,585 (70,218) 611,586 Stormwater Management 144,754 1,596,042 2,076,273 (237,613) (573,090) Cemetery 0 828,111 1,373,458 545,347 0 Big Blue Bus 0 106,252,347 88,105,904 (18,146,443) 0 Parking Authority 8,465,880 499,785 797,810 0 8,167,855
INTERNAL SERVICE FUNDS Vehicle Management 19,561,622 9,892,292 10,670,165 0 18,783,749 Info Tech Replacement & Services 2,737,478 1,796,549 1,415,894 0 3,118,133 Comprehensive Self-Insurance 5,128,382 5,898,500 5,311,800 (750,000) 4,965,082 Bus Self-Insurance 306,459 1,939,600 1,794,500 (300,000) 151,559 Automobile Self-Insurance 1,172,237 786,900 792,100 0 1,167,037 Workers' Comp. Self-Insurance 3,984,545 7,573,900 7,254,478 (350,000) 3,953,967 TOTAL ALL FUNDS $ 212,994,709 590,901,909 567,860,144 (41,111,149) 194,925,325
* Reflects the undesignated/unreserved portion of the General Fund balance and is net of reserves and designations
95 Fund Balance Projections for FY2008-09
Balance Sheet Transfer lists significant increases or decreases of financial resources by balance sheet account.
Fund Balance Analysis provides a brief explanation of why a fund's projected ending balance is greater or less than the beginning balance by 10% or more and future or fund manager's ramifications if any.
GENERAL FUND
Balance Sheet Transfer: Transfers In: 159,628 Santa Monica Place Designation 30,000 Employee Training 48,000 Partial loan repayment from the Airport Fund Transfers Out: (222,708) Loan to the Cemetery Fund (75,000) Revenues not available for regular operations (700,000) Fire Vehicle Replacement Designation (200,000) Fuel Set-aside Net Transfers (960,080)
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ (3,306,438) / -11.7%
General Fund's balance reflects a balancing act of prioritizing community needs and adhering to fiscal policies such as maintaining a minimum 10% emergency reserve and using one-time funds for one-time projects. The beginning balance of $28.3 million is approximately $3.3 million greater than the 10% reserve policy of $25.0 million. The higher balance is primarily due to higher revenue receipts and expenditure savings in FY2007-08. The additional fund balance is allocated in FY2008-09 primarily toward tree trimming and replacement, contractual personnel services for backlog projects, and pier piling replacement capital projects.
SPECIAL REVENUE FUNDS
SPECIAL REVENUE SOURCE FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 3,670,559 / 23.5%
The increase of $3.7 million is primarily due to the transfer of Traffic Congestion Relief funds ($0.9 million) from the Gas Tax (43) fund, the first installment of Prop 1B funds ($1.5 million) and interest earnings ($0.9 million). Revenues collected in this fund are restricted for special purposes; appropriation will be made when eligible projects are ready for production.
CHARNOCK FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 6,466,366 / 10.8%
Fund balance increase primarily reflects interest earnings on available funds, as design and preconstruction activities continue on the Charnock Wellfield Restoration. As the project moves forward and critical paths identified, funds will be appropriated.
96 Fund Balance Projections for FY2008-09
CLEAN BEACHES AND OCEAN PARCEL TAX FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 1,841,500 / 127.3%
A special tax with annual receipt of approximately $2.3 million was passed for implementation of the Watershed Management Plan. A financing plan is currently being developed and as priority projects are identified funds will be appropriated. The financing plan is anticipated to be completed in FY2008-09.
BEACH RECREATION FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ 1,099,336 / 27.5%
Fund balance increase is primarily the result of increased Beach parking rates for daily parkers and Beach parking permits. Additionally, expenditures related to the Annenberg Community Beach House have been moved to the Beach House Fund.
HOUSING AUTHORITY FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ (209,515) / -100.0%
The administrative fees paid by the Department of Housing and Urban Development (HUD) is the primary revenue for the operation of the housing program. Due to federal budget cuts in housing programs, the fund suffers rate reductions in administrative fees, which together with rising program costs result in fund balance projected to be depleted by end of FY2008- 09.
The City continues to advocate through legislative bodies to increase the administrative fees and look into different ways to improve operating efficiency to cut costs. However, a General Fund subsidy might become necessary in future years.
CDBG FUND Balance Sheet Transfer: Transfers Out: (1,599,032) To match revenue and expenditure assumptions Net Transfers (1,599,032)
MISCELLANEOUS GRANTS FUND Balance Sheet Transfer: Transfers Out: (6,972,029) To match revenue and expenditure assumptions Net Transfers (6,972,029)
97 Fund Balance Projections for FY2008-09
CITIZENS' OPTION FOR PUBLIC SAFETY Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 10,000 / 98.8%
Revenue sources include a per-capita allocation of approximately $176,000 and interest earnings of $10,000. However, the per- capita allocation is at risk of the State's budget reduction as per the Governor's May budget revisions; as such FY2008-09 revenue reflects only interest earnings of $10,000.
According to the State guidelines, COPS funds cannot supplant the City budget and a public hearing is required for the proposed use of funds. As such, no appropriation is made at the annual budget process. Instead, an appropriation is made when an eligible project is identified and a public hearing is conducted. Fund balance increases or decreases by 10% or greater does not impact the City's operation, as the fund is used to augment public safety related expenses.
BEACH HOUSE FUND Balance Sheet Transfer: Transfers Out: (10,771,081) Balance sheet adjustment for grant revenue received for previously Net Transfers (10,771,081) budgeted CIP projects
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ (1,698,496) / -100.0%
Operating expenditures for the new Annenberg Community Beach House will exceed projected operating revenues but since the Beach House Fund and the Beach Fund are related the Beach Fund’s available fund balance will be used to balance the Beach House Fund’s negative fund balance. After a full year of operation it is anticipated that an operational review will be completed for the Annenberg Community Beach House.
PARKS AND RECREATION FACILITIES Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $48,000 / 83.9%
The fund receives approximately $46,000 of Unit Dwelling Tax and $2,000 of interest earnings for parks and recreation facilities. Depending on the City's work priorities, funds available, and the availability of eligible projects appropriations fluctuate and so does the fund balance. Fund balance increases or decreases by 10% or greater does not impact the City's operation, as the fund is used primarily on capital improvement projects. FY2008-09 increase reflects no appropriations for in FY2008-09.
CAPITAL PROJECT FUNDS
REDEVELOPMENT AGENCY (All Funds) Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ (14,250,374) / -55.8%
The redevelopment funds are used to pay debt, administrative costs, low and moderate income housing (mandated by the redevelopment law), and projects consistent with the Redevelopment Agency's five-year implementation plan (redevelopment projects). Appropriation for redevelopment projects varies depending on funds available (after legal debt obligation, pass thru to other agencies, and administrative costs), the City's work priorities and the availability of eligible projects. FY2008-09 decrease is due to funding for eligible capital projects.
98 Fund Balance Projections for FY2008-09
ENTERPRISE FUNDS
WATER FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ (2,706,488) / -29.7%
Ongoing revenues are sufficient to cover the operating expenses, but they are not able to pay for the capital improvements needed annually to maintain the water system infrastructure, thus reducing the available fund balance. A rate study was completed in FY2007-08 to address the declining fund balance. Rate recommendations were presented to the City Council in May 2008. The new rates and structure are due to be affirmed in July 2008 after the 45 day 218 process notice.
SOLID WASTE MANAGEMENT FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 788,968 / 43.6%
As part of an RFP process that began in FY2007-08, the City was awarded exclusively the city-wide commercial collection services. Although there will be significant capital expenses required for implementation, the ongoing revenues are sufficient to cover the ongoing and one-time expenses. The fund balance is projected to remain steady through FY2008-09.
PIER FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ (2,939,968) / -100.0%
Greater than anticipated rental revenues and interest earnings along with a reduction in capital projects generated a positive fund balance in FY2007-08. Pier Fund is projected to be subsidized by the General fund in FY2008-09, the fund balance is to be exhausted before the General Fund subsidy.
WASTEWATER FUND Balance Sheet Transfer: Transfers Out: (1,500,000) Principal payment on Wastewater Revenue Bond, Series A 2005 Net Transfers (1,500,000)
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ (4,172,318) / -36.6%
Ongoing revenues are sufficient to cover the operating expenses, but they are not able to pay for the capital improvements needed annually to maintain the wastewater system infrastructure thus reducing the available fund balance. A rate study was completed in FY2007-08 to address the declining fund balance. Rate recommendations were presented to the City Council in May 2008. The new rates and structure are due to be affirmed in July 2008 after the 45 day 218 process notice.
99 Fund Balance Projections for FY2008-09
CIVIC AUDITORIUM FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ (1,051,944) / -100.0%
The fund has a structural deficit of close to $300,000 due to ongoing expenses outpacing ongoing revenues and a negative revenue impact from the civic center development activities. As such, the fund needs to be subsidized by the General Fund to balance the budget. Because the General Fund only contributes enough subsidy to balance the budget, the fund is required to exhaust its fund balance first before receiving a subsidy.
AIRPORT FUND (includes Special Aviation Fund) Balance Sheet Transfer: Transfers Out: (22,218) Principal payment on Department of Transportation loans (48,000) Repayment on loan from the General Fund Net Transfers (70,218)
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ 90,089 / 17.3%
Greater than anticipated land lease rental revenues and interest earnings generated a positive fund balance as of 6/30/2008. Although the fund maintains a positive fund balance, future funding for major capital improvement projects may require a General Fund loan in future budget years.
STORMWATER MANAGEMENT FUND Balance Sheet Transfer: Transfers Out: (237,613) Principal payment on State revolving loan for SMURRF Net Transfers (237,613)
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ (717,844) / -495.9%
Expenses continue to outpace revenues thus resulting in a declining fund balance. Since this Stormwater Management Fund and the Clean Beaches and Ocean Parcel Tax Fund are related, it is anticipated that the financing plan being developed in FY2008-09 will recommend that some of the expenses currently budgeted in this fund will be transferred to the other fund.
CEMETERY FUND Balance Sheet Transfer: Transfers In: 322,639 From restricted cash for Perpetual Care eligible expenses 222,708 Loan from the General Fund Net Transfers 545,347
BIG BLUE BUS FUND Balance Sheet Transfer: Transfers Out: (18,146,443) Balance sheet adjustment for grant revenue allocation and the Net Transfers (18,146,443) projected expense budget
100 Fund Balance Projections for FY2008-09
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY REPLACEMENT AND SERVICE FUND Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by$ 380,655 / 13.9%
The fund balance is increased by interest earnings and contributions for the replacement program net of equipment purchases. Purchases are based on a replacement schedule and vary from year to year, causing the fund balance to fluctuate. Funds are carefully monitored to ensure adequate funding for the computer and communication equipment replacement program.
COMPREHENSIVE SELF-INSURANCE FUND Balance Sheet Transfer: Transfers Out: (750,000) Reserve Adjustments Net Transfers (750,000)
BUS SELF-INSURANCE FUND Balance Sheet Transfer: Transfers Out: (300,000) Reserve Adjustments Net Transfers (300,000)
Fund Balance Analysis: FY2008-09 fund balance is projected to increase/(decrease) by $ (154,900) / -50.5%
The decrease is primarily due to a reduction in the Big Blue Bus fund contributions resulting from anticipated decrease in claim payments. Though the percentage is high, the decrease is less than $50,000, an insignificant amount.
WORKERS' COMPENSATION SELF-INSURANCE FUND Balance Sheet Transfer: Transfers Out: (350,000) Reserve Adjustments Net Transfers (350,000)
101 Fund Balance Projections for FY2009-10
(+) Plus (-) Less (+) Plus 6/30/2009 2009-10 2009-10 Net Balance 6/30/2010 Projected Budgeted Budgeted Sheet Projected Fund Category/Type Fund Balance Revenues Expenditures Transfers Fund Balance
GENERAL FUND General $ 25,012,562 * 259,109,343 257,072,674 (1,303,358) 25,745,873
SPECIAL REVENUE FUNDS Special Revenue Source 19,303,410 4,625,902 3,859,612 0 20,069,700 Charnock 66,174,680 12,986,000 5,340,935 0 73,819,745 Clean Beaches/Ocean Parcel Tax 3,288,500 2,519,225 283,000 0 5,524,725 Beach Recreation 5,092,328 7,091,064 6,908,932 0 5,274,460 Housing Authority 0 15,823,100 16,056,100 233,000 0 TORCA 843,104 350,000 182,149 0 1,010,955 CDBG 0 2,442,970 1,735,958 (707,012) 0 Miscellaneous Grants 7,860,278 9,879,491 8,851,539 (1,569,805) 7,318,425 Citizens' Option for Public Safety 20,122 10,000 0 0 30,122 Beach House (1,698,496) 1,916,802 3,461,538 0 (3,243,232) Gas Tax 688,860 1,710,000 1,695,300 0 703,560 Air Quality Mgmt Dist (AQMD) 386,516 185,000 177,400 0 394,116 Parks & Recreation Facilities 105,232 48,700 0 0 153,932
CAPITAL PROJECT FUNDS Capital Projects Fund 00000 Redevelopment Agency (All Funds) 11,270,712 69,212,000 73,703,381 0 6,779,331
ENTERPRISE FUNDS Water 6,408,276 15,794,535 18,752,520 0 3,450,291 Solid Waste Management 2,599,466 22,382,940 22,506,775 0 2,475,631 Pier 0 3,427,336 3,427,336 0 0 Wastewater 7,223,897 14,628,951 19,333,712 (1,545,000) 974,136 Civic Auditorium 0 2,987,000 2,987,000 0 0 Airport/Special Aviation 611,586 4,785,878 4,574,664 (70,218) 752,582 Stormwater Management (573,090) 1,598,022 2,293,455 (243,791) (1,512,314) Cemetery 0 847,967 1,453,441 605,474 0 Big Blue Bus 0 97,863,613 68,784,850 (29,078,763) 0 Parking Authority 8,167,855 454,279 2,131,223 0 6,490,911
INTERNAL SERVICE FUNDS Vehicle Management 18,783,749 11,048,601 7,912,637 0 21,919,713 Info Tech Replacement & Services 3,118,133 1,676,499 1,538,244 0 3,256,388 Comprehensive Self-Insurance 4,965,082 6,170,200 5,447,800 (750,000) 4,937,482 Bus Self-Insurance 151,559 2,019,400 1,809,500 (300,000) 61,459 Automobile Self-Insurance 1,167,037 821,500 806,100 0 1,182,437 Workers' Comp.Self-Insurance 3,953,967 7,476,400 7,658,515 (400,000) 3,371,852
ALL FUNDS: $ 194,925,325 581,892,718 550,746,290 (35,129,473) 190,942,280
* Reflects only the undesignated/unreserved portion of the General Fund balance and is net of reserves and designations
102 BALANCE SHEET TRANSFERS:
GENERAL FUND
Transfers In: 48,000 Partial loan repayment from the Airport Fund 30,000 Employee Training 93,346 Snyder Traffic Mitigation Transfers Out: (266,704) Loan to the Cemetery Fund (233,000) Loan to the Housing Authority Fund (200,000) Fuel set-aside (75,000) Revenue not available for regular operations (700,000) Fire Vehicle Replacement Reserve Net Transfers (1,303,358)
SPECIAL REVENUE FUNDS
HOUSING AUTHORITY FUND Transfers In: 233,000 Loan from the General Fund Net Transfers 233,000
CDBG FUND Transfers Out: (707,012) To match revenue and expenditure assumptions Net Transfers (707,012)
MISCELLANEOUS GRANTS FUND Transfers Out: (1,569,805) To match revenue and expenditure assumptions Net Transfers (1,569,805)
ENTERPRISE FUNDS
WASTEWATER FUND Transfers Out: (1,545,000) Principal payment on Wastewater Revenue Bond, Series A 2005 Net Transfers (1,545,000)
AIRPORT FUND (*includes Special Aviation Fund) Transfers Out: (22,218) Principal payment on Department of Transportation loans (48,000) Repayment on loan from the General Fund Net Transfers (70,218)
STORMWATER MANAGEMENT FUND Transfers Out: (243,791) Principal payment on State revolving loan for SMURRF Net Transfers (243,791)
CEMETERY FUND Transfers In: 338,770 From restricted cash for Perpetual Care eligible expenses 266,704 Loan from the General Fund Net Transfers 605,474
103 BIG BLUE BUS FUND Transfers Out: (29,078,763) Adjustment for grant revenue received for previously budgeted capital Net Transfers (29,078,763) projects
INTERNAL SERVICE FUNDS
COMPREHENSIVE SELF-INSURANCE FUND Transfers Out: (750,000) Reserve Adjustments Net Transfers (750,000)
BUS SELF-INSURANCE FUND Transfers Out: (300,000) Reserve Adjustments Net Transfers (300,000)
WORKERS' COMPENSATION SELF-INSURANCE FUND Transfers Out: (400,000) Reserve Adjustments Net Transfers (400,000)
104 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
General Fund and Special Special Revenue Funds General Revenue Source Charnock (01) (04) (05)
Revenues: Property taxes $ 34,858,533 $ 0 $ 0 Incremental property taxes Sales taxes 32,866,500 0 0 Other taxes 107,428,800 0 0 Licenses and permits 19,504,612 0 0 Intergovernmental 648,900 2,342,881 0 Charges for services 26,905,622 240,000 0 Fines and forfeitures 14,047,530 0 0 Investment 4,700,000 817,000 5,600,000 Rent 5,441,455 0 0 Settlement income 0 0 5,788,500 Other 3,752,620 1,318,333 0 Total revenues $ 250,154,572 $ 4,718,214 $ 11,388,500
Expenditures: General government 44,592,865 0 0 Public safety 90,708,647 0 0 General services 34,933,419 0 4,685,141 Cultural and recreation services 31,763,511 0 0 Library 10,643,281 0 0 Housing and community development 33,028,423 500,000 0 Other 2,239,754 0 0 Debt service expenditures: 0 0 0 Principal 0 0 0 Interest 0 0 0 Bond issuance costs 0 0 0 Total expenditures $ 247,909,900 $ 500,000 $ 4,685,141
Excess (deficiency) of revenues over (under) expenditures $ 2,244,672 $ 4,218,214 $ 6,703,359
Other financing sources (uses): Proceeds from issuance of long-term debt 0 0 0 Transfers in 13,869,992 0 0 Transfers out (18,461,022) (547,655) (236,993) Payment to refunded bond escrow agent 0 0 0 Premium on debt issued 0 0 0 Discount on debt issued 0 0 0 Total other financing sources (uses) $ (4,591,030) $ (547,655) $ (236,993)
Net changes in fund balance before balance sheet transfers $ (2,346,358) $ 3,670,559 $ 6,466,366
Balance sheet transfer $ (960,080) 00
Increase/(decrease) of fund balance $ (3,306,438) $ 3,670,559 $ 6,466,366
105 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Clean Beaches General Fund and & Ocean Special Revenue Funds Parcel Tax Beach Recreation Housing Authority (06) (11) (12)
Revenues: Property taxes $ 0 $ 0 $ 0 Incremental property taxes Sales taxes 000 Other taxes 2,357,500 0 0 Licenses and permits 0 112,683 0 Intergovernmental 0 0 15,460,700 Charges for services 0 6,906,494 0 Fines and forfeitures 000 Investment 67,000 217,000 45,000 Rent 0 72,274 0 Settlement income 000 Other 0 527,894 0 Total revenues $ 2,424,500 $ 7,836,345 $ 15,505,700
Expenditures: General government 0 223,878 0 Public safety 000 General services 583,000 2,457,557 0 Cultural and recreation services 0 4,055,574 0 Library 000 Housing and community development 0 0 15,559,700 Other 000 Debt service expenditures: 000 Principal 000 Interest 000 Bond issuance costs 000 Total expenditures $ 583,000 $ 6,737,009 $ 15,559,700
Excess (deficiency) of revenues over (under) expenditures $ 1,841,500 $ 1,099,336 $ (54,000)
Other financing sources (uses): Proceeds from issuance of long-term debt 000 Transfers in 0 0 1,200,000 Transfers out 0 0 (1,355,515) Payment to refunded bond escrow agent 000 Premium on debt issued 000 Discount on debt issued 000 Total other financing sources (uses) $ 0 $ 0$ (155,515)
Net changes in fund balance before balance sheet transfers $ 1,841,500 $ 1,099,336 $ (209,515)
Balance sheet transfer 000
Increase/(decrease) of fund balance $ 1,841,500 $ 1,099,336 $ (209,515)
106 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
General Fund and Miscellaneous Special Revenue Funds TORCA CDBG Grants COPS (14) (19) (20) (20)
Revenues: Property taxes $ 0 $ 0 $ 0 $ 0 Incremental property taxes Sales taxes 0000 Other taxes 100,000 0 2,317,646 0 Licenses and permits 0000 Intergovernmental 0 3,294,970 12,922,493 0 Charges for services 0000 Fines and forfeitures 0000 Investment 274,000 50,000 440,000 10,000 Rent 0000 Settlement income 0000 Other 0000 Total revenues $ 374,000 $ 3,344,970 $ 15,680,139 $ 10,000
Expenditures: General government 0000 Public safety 0000 General services 0 500,000 4,983,402 0 Cultural and recreation services 0 0 284,509 0 Library 0 0 5,000 0 Housing and community development 306,396 114,356 719,000 0 Other 0000 Debt service expenditures: 0000 Principal 0000 Interest 0000 Bond issuance costs 0000 Total expenditures $ 306,396 $ 614,356 $ 5,991,911 $ 0
Excess (deficiency) of revenues over (under) expenditures $ 67,604 $ 2,730,614 $ 9,688,228 $ 10,000
Other financing sources (uses): Proceeds from issuance of long-term debt 0000 Transfers in 0000 Transfers out (73,500) (1,131,582) (2,716,199) 0 Payment to refunded bond escrow agent 0000 Premium on debt issued 0000 Discount on debt issued 0000 Total other financing sources (uses) $ (73,500) $ (1,131,582) $ (2,716,199) $ 0
Net changes in fund balance before balance sheet transfers $ (5,896) $ 1,599,032 $ 6,972,029 $ 10,000
Balance sheet transfer 0 $ (1,599,032) $ (6,972,029) 0
Increase/(decrease) of fund balance $ (5,896) $ 0 $ 0 $ 10,000
107 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
General Fund and Parks & Special Revenue Funds Beach House Gas Tax SCAQMD AB2766 Recreation (24) (43) (44) (53)
Revenues: Property taxes $ 0 $ 0 $ 0 $ 0 Incremental property taxes Sales taxes 0000 Other taxes 0 0 0 46,000 Licenses and permits 0000 Intergovernmental 0 2,247,150 650,000 0 Charges for services 321,541 0 0 0 Fines and forfeitures 0000 Investment 5,000 21,000 11,000 2,000 Rent 168,011 20,000 0 0 Settlement income 0000 Other 10,771,081 0 0 0 Total revenues $ 11,265,633 $ 2,288,150 $ 661,000 $ 48,000
Expenditures: General government 77,300 0 0 0 Public safety 0000 General services 691,340 5,300 652,400 0 Cultural and recreation services 1,424,408 0 0 0 Library 0000 Housing and community development 0000 Other 0000 Debt service expenditures: 0000 Principal 0000 Interest 0000 Bond issuance costs 0000 Total expenditures $ 2,193,048 $ 5,300 $ 652,400 $ 0
Excess (deficiency) of revenues over (under) expenditures $ 9,072,585 $ 2,282,850 $ 8,600 $ 48,000
Other financing sources (uses): Proceeds from issuance of long-term debt 0000 Transfers in 0000 Transfers out 0 (2,267,150) 0 0 Payment to refunded bond escrow agent 0000 Premium on debt issued 0000 Discount on debt issued 0000 Total other financing sources (uses) $ 0$ (2,267,150) $ 0 $ 0
Net changes in fund balance before balance sheet transfers $ 9,072,585 $ 15,700 $ 8,600 $ 48,000
Balance sheet transfer $ (10,771,081) 000
Increase/(decrease) of fund balance $ (1,698,496) $ 15,700 $ 8,600 $ 48,000
108 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Enterprise and Internal Service Funds Water Solid Waste Pier Wastewater (25) (27) (30) (31)
Operating revenues - Charges for services $14,960,113$ 20,966,262 $ 3,082,841 $ 13,308,379 Non-operating revenues - Investment and rental Sales taxes 0 0 0 0 Grants 0 0 0 0 Investment 470,000 300,000 156,000 670,000 Fines and Forfeits 0 0 0 5,000 Gain on Sale of Capital Assets Other 250,000 566,273 59,200 233,200 Total non-operating revenue $ 720,000 $ 866,273 $ 215,200 $ 908,200
Total revenues $ 15,680,113 $ 21,832,535 $ 3,298,041 $ 14,216,579
Operating expenses: Personnel services 5,410,336 7,893,870 1,663,932 2,060,026 Administrative indirect 1,121,766 845,676 253,219 562,612 Contractual services 512,900 5,068,627 1,457,303 5,526,200 Repairs and maintenance 210,800 2,772,650 333,089 870,350 Materials and supplies 3,992,126 1,778,400 5,489,794 5,656,502 Utilities 462,494 57,600 143,900 17,797 Water Purchase 4,541,875 0 0 0 Casualty, property and liability costs 133,700 533,200 168,300 168,800 Claims expense, net of claims reserve adjustments 0 0 0 0 Insurance and bonds 0 0 0 0 Miscellaneous fees and costs 0 0 0 0 Administrative fees 0 0 0 0 Other 512,852 1,312,414 424,857 1,198,812 Total operating expenses $ 16,898,849 $ 20,262,437 $ 9,934,394 $ 16,061,099 Non-operating expenses: Interest expense 5,000 1,049,313 Other 0 Total expenses $ 16,903,849 $ 20,262,437 $ 9,934,394 $ 17,110,412
Transfers: Transfers in 236,993 0 3,696,385 221,515 Transfers out (1,719,745) (781,130) 0 0 Net transfers $ (1,482,752) $ (781,130) $ 3,696,385 $ 221,515
Net changes in fund balance before balance sheet transfers $ (2,706,488) $ 788,968 $ (2,939,968) $ (2,672,318)
Balance sheet transfer: 0 0 0 (1,500,000)
Increase/(decrease) of fund balance $ (2,706,488) $ 788,968 $ (2,939,968) $ (4,172,318)
109 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Enterprise and Civic Internal Service Funds Auditorium Airport Stormwater Cemetery (32) (33) / (52) (34) (37)
Operating revenues - Charges for services $ 2,587,000 $ 4,347,632 $ 1,397,380 $ 819,211 Non-operating revenues - Investment and rental Sales taxes 00 00 Grants 00 00 Investment 117,000 119,000 37,000 8,900 Fines and Forfeits 00 00 Gain on Sale of Capital Assets Other 0 166,260 161,662 0 Total non-operating revenue $ 117,000 $ 285,260 $ 198,662 $ 8,900
Total revenues $ 2,704,000 $ 4,632,892 $ 1,596,042 $ 828,111
Operating expenses: Personnel services 2,554,679 1,219,115 0 779,934 Administrative indirect 186,565 859,695 0 284,428 Contractual services 67,000 517,246 0 53,693 Repairs and maintenance 125,450 375,618 0 61,849 Materials and supplies 712,337 409,687 0 74,808 Utilities 214,000 187,628 0 67,620 Water Purchase 00 00 Casualty, property and liability costs 133,400 78,600 0 46,300 Claims expense, net of claims reserve adjustments 00 00 Insurance and bonds 00 00 Miscellaneous fees and costs 00 00 Administrative fees 0 0 4,246 0 Other 17,295 596,166 80,825 4,826 Total operating expenses $ 4,010,726 $ 4,243,755 $ 85,071 $ 1,373,458 Non-operating expenses: Interest expense 260,130 85,712 Other Total expenses $ 4,010,726 $ 4,503,885 $ 170,783 $ 1,373,458
Transfers: Transfers in 254,782 48,000 11,225 0 Transfers out 0 (16,700) (1,916,715) 0 Net transfers $ 254,782 $ 31,300 $ (1,905,490) $ 0
Net changes in fund balance before balance sheet transfers $ (1,051,944) $ 160,307 $ (480,231) $ (545,347)
Balance sheet transfer: 0 (70,218) (237,613) 545,347
Increase/(decrease) of fund balance $ (1,051,944) $ 90,089 $ (717,844) $ 0
110 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Info Tech Enterprise and Parking Vehicle Replacement Internal Service Funds Big Blue Bus Authority Management and Services (41) (77) (54) (55)
Operating revenues - Charges for services $ 14,810,682 $ 149,785 $ 8,997,292 $ 1,650,549 Non-operating revenues - Investment and rental Sales taxes 35,113,197 0 0 0 Grants 53,324,866 0 0 0 Investment 1,178,513 350,000 770,000 146,000 Fines and Forfeits 00 0 0 Gain on Sale of Capital Assets Other 1,825,089 0 125,000 0 Total non-operating revenue $ 91,441,665 $ 350,000 $ 895,000 $ 146,000
Total revenues $ 106,252,347 $ 499,785 $ 9,892,292 $ 1,796,549
Operating expenses: Personnel services 35,579,745 1,494 2,751,872 0 Administrative indirect 3,176,753 0 507,955 0 Contractual services 3,455,238 0 28,900 0 Repairs and maintenance 1,553,942 0 1,589,850 0 Materials and supplies 41,745,391 0 5,348,623 1,415,894 Utilities 452,985 0 72,740 0 Water Purchase 0 0 52,700 0 Casualty, property and liability costs 1,841,200 0 0 0 Claims expense, net of claims reserve adjustments 00 0 0 Insurance and bonds 00 0 0 Miscellaneous fees and costs 0 0 317,525 0 Administrative fees 00 0 0 Other 529,050 0 0 0 Total operating expenses $ 88,334,304 $ 1,494 $ 10,670,165 $ 1,415,894 Non-operating expenses: Interest expense Other Total expenses $ 88,334,304 $ 1,494 $ 10,670,165 $ 1,415,894
Transfers: Transfers in 615,700 3,669,878 0 0 Transfers out (387,300) (4,466,194) 0 0 Net transfers $ 228,400 $ (796,316) $ 0 $ 0
Net changes in fund balance before balance sheet transfers $ 18,146,443 $ (298,025) $ (777,873) $ 380,655
Balance sheet transfer: (18,146,443) 0 0 0
Increase/(decrease) of fund balance $ 0 $ (298,025) $ (777,873) $ 380,655
111 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Enterprise and Self-Insurance - Self-Insurance - Self-Insurance Self-Insurance - Internal Service Funds Comprehensive Bus - Auto Workers' Comp (56) (57) (58) (59)
Operating revenues - Charges for services $ 5,748,500 $ 1,871,600 $ 724,900 $ 6,683,900 Non-operating revenues - Investment and rental Sales taxes 000 0 Grants 000 0 Investment 150,000 68,000 62,000 890,000 Fines and Forfeits 000 0 Gain on Sale of Capital Assets Other 000 0 Total non-operating revenue $ 150,000 $ 68,000 $ 62,000 $ 890,000
Total revenues $ 5,898,500 $ 1,939,600 $ 786,900 $ 7,573,900
Operating expenses: Personnel services 0 0 0 1,445,808 Administrative indirect 000 0 Contractual services 000 0 Repairs and maintenance 000 0 Materials and supplies 0 0 0 20,370 Utilities 0 0 0 2,500 Water Purchase 000 0 Casualty, property and liability costs 000 0 Claims expense, net of claims reserve adjustments 1,240,000 1,000,000 575,000 5,700,000 Insurance and bonds 3,150,000 320,000 11,000 334,500 Miscellaneous fees and costs 594,800 191,500 100,300 257,800 Administrative fees 10,000 8,000 6,000 185,300 Other 000 0 Total operating expenses $ 4,994,800 $ 1,519,500 $ 692,300 $ 7,946,278 Non-operating expenses: Interest expense Other Total expenses $ 4,994,800 $ 1,519,500 $ 692,300 $ 7,946,278
Transfers: Transfers in 0 0 0 691,800 Transfers out (317,000) (275,000) (99,800) 0 Net transfers $ (317,000) $ (275,000) $ (99,800) $ 691,800
Net changes in fund balance before balance sheet transfers $ 586,700 $ 145,100 $ (5,200) $ 319,422
Balance sheet transfer: (750,000) 0 0 (350,000)
Increase/(decrease) of fund balance $ (163,300) $ 145,100 $ (5,200) $ (30,578)
112 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Low/Mod Income Capital Project Fund Housing Downtown Capital Projects Redevelopment Redevelopment (2) (15) (16)
Revenues: Property taxes $ 0 $ 12,677,000 $ 633,000 Incremental property taxes 0 0 0 Sales taxes 0 0 0 Other taxes 0 0 0 Licenses and permits 0 0 0 Intergovernmental 0 0 0 Charges for services 0 0 0 Fines and forfeitures 0 0 0 Investment 0 333,000 18,000 Rent 0 0 180,000 Settlement income 0 0 0 Other 000 Total revenues $ 0$ 13,010,000 $ 831,000
Expenditures: General government 0 0 0 Public safety 100,000 0 0 General services 8,526,500 0 0 Cultural and recreation services 2,784,878 0 0 Library 00 Housing and community development 355,000 10,193,100 70,191 Payment of property tax increment pass-throughs 000 Debt service expenditures: 0 0 0 Principal 0 0 230,000 Interest 0 0 0 Total expenditures$ 11,766,378 $ 10,193,100 $ 300,191
Other financing sources (uses): Proceeds from issuance of long-term debt 0 0 0 Transfers in 11,766,378 0 0 Transfers out 0 (2,728,859) (411,080) Payment to refunded bond escrow agent 000 Premium on debt issued 0 0 0 Discount on debt issued 0 0 0 Total other financing sources (uses)$ 11,766,378 $ (2,728,859) $ (411,080)
sheet transfers $ 0 $ 88,041 $ 119,729
Balance sheet transfer: 000
Increase/(decrease) of fund balance $ 0 $ 88,041 $ 119,729
113 FY2008-09 REVENUE AND EXPENDITURE SUMMARY
Capital Project Fund Earthquake Ocean Park Redevelopment Redevelopment (17) (18)
Revenues: Property taxes $ 47,050,000 $ 3,023,000 Incremental property taxes 00 Sales taxes 00 Other taxes 00 Licenses and permits 00 Intergovernmental 00 Charges for services 00 Fines and forfeitures 00 Investment 1,605,000 155,000 Rent 00 Settlement income 00 Other 100,000 0 Total revenues $ 48,755,000 $ 3,178,000
Expenditures: General government 00 Public safety 00 General services 00 Cultural and recreation services 00 Library 00 Housing and community development 39,453,807 1,246,370 Payment of property tax increment pass-throughs 14,526,000 0 Debt service expenditures: 00 Principal 00 Interest 00 Total expenditures $ 53,979,807 $ 1,246,370
Other financing sources (uses): Proceeds from issuance of long-term debt 00 Transfers in 00 Transfers out (9,560,369) (1,604,598) Payment to refunded bond escrow agent 00 Premium on debt issued 00 Discount on debt issued 00 Total other financing sources (uses) $ (9,560,369) $ (1,604,598)
sheet transfers $ (14,785,176) $ 327,032
Balance sheet transfer: 00
Increase/(decrease) of fund balance $ (14,785,176) $ 327,032
114 FY2008-09 REVENUE SUMMARY BY CATEGORY
Property Licenses & Intergovern- Charges for Fines and Fund Sales Taxes Other Taxes Investment Rent Grants Other Total Taxes Permits mental Services Forfeits
General (01) $ 34,858,533 $ 32,866,500 $ 107,428,800 $ 19,504,612 $ 648,900 $ 26,835,622 $ 14,047,530 $ 4,700,000 $ 5,441,455 0$ 3,822,620 $ 250,154,572 Special Revenue Source (04) 0 0 0 0 2,342,881 240,000 0 817,000 0 0 1,318,333 4,718,214 Charnock (05) 0 0 0 0 0 0 0 5,600,000 0 0 5,788,500 11,388,500 Clean Beaches & Ocean Parcel Tax 0 0 2,357,500 0 0 0 0 67,000 0 0 0 2,424,500 (06) Beach (11) 0 0 0 112,683 0 6,906,494 0 217,000 72,274 0 527,894 7,836,345 Housing Authority (12) 0 0 0 0 15,460,700 0 0 45,000 0 0 0 15,505,700 TORCA (14) 0 0 100,000 0 0 0 0 274,000 0 0 0 374,000
Redevelopment1 (15-18) 63,383,000 0 0 0 0 0 0 2,111,000 180,000 0 100,000 65,774,000 CDBG (19) 0 0 0 0 3,294,970 0 0 50,000 0 0 0 3,344,970 Misc. Grants (20) 0 0 2,317,646 0 12,922,493 0 0 440,000 0 0 0 15,680,139
COPS2 (22) 0 0 0 0 0 0 0 10,000 0 0 0 10,000 Beach House (24) 0 0 0 0 0 321,541 0 5,000 168,011 10,771,081 0 11,265,633 Water (25) 0 0 0 0 0 14,960,113 0 470,000 0 0 250,000 15,680,113 Solid Waste (27) 0 0 0 0 0 20,966,262 0 300,000 0 0 566,273 21,832,535 Pier (30) 0 0 0 0 0 3,082,841 0 156,000 0 0 59,200 3,298,041
115 Wastewater (31) 0 0 0 0 0 13,308,379 5,000 670,000 0 0 233,200 14,216,579 Civic Auditorium (32) 0 0 0 0 0 2,587,000 0 117,000 0 0 0 2,704,000
Airport3 (33 and 52) 0 0 0 0 0 4,347,632 0 119,000 0 0 166,260 4,632,892 Stormwater (34) 0 0 0 0 0 1,397,380 0 37,000 0 0 161,662 1,596,042 Cemetery (37) 0 0 0 0 0 819,211 0 8,900 0 0 0 828,111 Big Blue Bus (41) 0 35,113,197 0 0 0 14,810,682 0 1,178,513 0 53,324,866 1,825,089 106,252,347 Gas Tax (43) 0 0 0 0 2,247,150 0 0 21,000 20,000 0 0 2,288,150 SCAQMD (44) 0 0 0 0 650,000 0 0 11,000 0 0 0 661,000 Parks and Recreation (53) 0 0 46,000 0 0 0 0 2,000 0 0 0 48,000 Vehicle Management (54) 0 0 0 0 0 8,997,292 0 770,000 0 0 125,000 9,892,292 Information Technology (55) 0 0 0 0 0 1,650,549 0 146,000 0 0 0 1,796,549 Self-insurance Comprehensive (56) 0 0 0 0 0 5,748,500 0 150,000 0 0 0 5,898,500 Self-insurance Bus (57) 0 0 0 0 0 1,871,600 0 68,000 0 0 0 1,939,600 Self-insurance Auto (58) 0 0 0 0 0 724,900 0 62,000 0 0 0 786,900 Self-insurance Workers' Comp (59) 0 0 0 0 0 6,683,900 0 890,000 0 0 0 7,573,900 Parking Authority (77) 0 0 0 0 0 149,785 0 350,000 0 0 0 499,785 SUBTOTAL$ 98,241,533 $ 67,979,697 $ 112,249,946 $ 19,617,295 $ 37,567,094 $ 136,409,683 $ 14,052,530 $ 19,862,413 $ 5,881,740 $ 64,095,947 $ 14,944,031 $ 590,901,909 Reimbursements and Transfers 0 0 0 0 0 (40,639,370) 0 (629,852) (2,286,202) 0 0 (43,555,424) TOTAL$ 98,241,533 $ 67,979,697 $ 112,249,946 $ 19,617,295 $ 37,567,094 $ 95,770,313 $ 14,052,530 $ 19,232,561 $ 3,595,538 $ 64,095,947 $ 14,944,031 $ 547,346,485
1 Includes all four redevelopment funds which are Low/Moderate Income Housing, Downtown Redevelopment, Earthquake Redevelopment and Ocean Park Redevelopment fund 2 Citizens' Option for Public Safety (COPS) fund 3 Includes Airport and Special Aviation funds Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
GENERAL FUND Property Taxes $ 28,031,617 $ 32,586,134 $ 33,830,681 $ 33,915,977 $ 34,858,533 $ 942,556 2.8 % $ 36,209,930 Sales Taxes 31,871,592 33,267,253 32,366,400 32,351,450 32,866,500 515,050 1.6 34,683,495 Other Local Taxes 94,065,035 100,228,061 103,849,000 103,607,600 107,428,800 3,821,200 3.7 112,113,590 Licenses and Permits 18,276,306 19,001,498 19,491,903 19,377,044 19,504,612 127,568 0.7 19,595,555 Intergovernmental 498,489 1,101,941 536,185 460,750 648,900 188,150 40.8 400,800 Charges for Service 19,728,269 25,670,676 26,808,155 25,490,338 26,905,622 1,415,284 5.6 27,891,188 Fines and Forfeitures 13,101,714 14,191,723 13,869,400 14,128,500 14,047,530 (80,970) (0.6) 14,049,410 Interest 4,192,437 7,979,846 6,125,000 5,036,000 4,700,000 (336,000) (6.7) 4,386,000 Rent 5,165,180 5,873,728 5,671,655 5,703,925 5,441,455 (262,470) (4.6) 5,993,155 Other 6,263,575 3,980,179 3,677,268 3,734,417 3,752,620 18,203 0.5 3,786,220 TOTAL GENERAL FUND $ 221,194,214 $ 243,881,039 $ 246,225,647 $ 243,806,001 $ 250,154,572 $ 6,348,571 2.6 % $ 259,109,343
SPECIAL REVENUE SOURCE FUND Intergovernmental $ 0 $ 0 $ 0 $ 0 $ 2,342,881 $ 2,342,881 N/A % $ 2,305,569 Charges for Services 277,553 283,574 240,000 240,000 240,000 0 0.0 240,000 116 Interest 507,547 1,166,561 500,000 900,000 817,000 (83,000) (9.2) 762,000 Other 1,235,924 1,885,910 1,168,333 1,829,583 1,318,333 (511,250) (27.9) 1,318,333 TOTAL SPECIAL REV. SOURCE FUND $ 2,021,024 $ 3,336,045 $ 1,908,333 $ 2,969,583 $ 4,718,214 $ 1,748,631 58.9 % $ 4,625,902
CHARNOCK FUND Interest $ 3,643,320 $ 6,999,238 $ 5,950,000 $ 10,950,000 $ 5,600,000 $ (5,350,000) (48.9) % $ 4,500,000 Other 6,453,804 69,153,512 8,500,000 895,347 5,788,500 4,893,153 546.5 8,486,000 TOTAL CHARNOCK FUND $ 10,097,124 $ 76,152,750 $ 14,450,000 $ 11,845,347 $ 11,388,500 $ (456,847) (3.9) % 12,986,000
CLEAN BEACHES & OCEAN FUND Other Local Taxes $ 0 $ 0 $ 2,300,000 $ 2,300,000 $ 2,357,500 $ 57,500 2.5 % $ 2,428,225 Interest 0 0 40,000 30,000 67,000 37,000 123.3 % 91,000 TOTAL CLEAN BCHS & OCEAN $ 0 $ 0 $ 2,340,000 $ 2,330,000 $ 2,424,500 $ 94,500 4.1 % $ 2,519,225
BEACH RECREATION FUND Licenses & Permits $ 102,400 $ 138,600 $ 97,433 $ 112,683 $ 112,683 $ 0 0.0 % $ 112,683 Charges for Services 5,501,163 5,786,683 5,123,054 5,478,272 6,906,494 1,428,222 26.1 6,178,184 Interest 119,659 354,806 246,000 260,000 217,000 (43,000) (16.5) 200,000 Rent 71,294 71,294 72,274 72,274 72,274 0 0.0 72,303 Other 1,165,434 641,835 511,924 538,988 527,894 (11,094) (2.1) 527,894 TOTAL BEACH RECREATION FUND $ 6,959,950 $ 6,993,218 $ 6,050,685 $ 6,462,217 $ 7,836,345 $ 1,374,128 21.3 % $ 7,091,064 Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
HOUSING AUTHORITY FUND Intergovernmental $ 14,085,193 $ 15,618,864 $ 15,146,900 $ 15,177,200 $ 15,460,700 $ 283,500 1.9 % $ 15,781,100 Interest 5,233 79,144 8,600 78,000 45,000 (33,000) (42.3) 42,000 Other 9,302 67,114 0 0 0 0 N/A 0 TOTAL HOUSING AUTHORITY FUND $ 14,099,728 $ 15,765,122 $ 15,155,500 $ 15,255,200 $ 15,505,700 $ 250,500 1.6 % $ 15,823,100
TORCA FUND Other Local Taxes $ 733,729 $ 318,545 $ 100,000 $ 400,000 $ 100,000 $ (300,000) (75.0) % $ 100,000 Interest 288,827 472,206 240,000 349,000 274,000 (75,000) (21.5) 250,000 Other 1,111 0 0 100,000 0 (100,000) (100.0) 0 TOTAL TORCA FUND $ 1,023,667 $ 790,751 $ 340,000 $ 849,000 $ 374,000 $ (475,000) (55.9) % $ 350,000
REDEVELOPMENT FUNDS Property Taxes $ 52,818,794 $ 58,163,695 $ 60,172,329 $ 60,172,329 $ 63,383,000 $ 3,210,671 5.3 % $ 67,069,000
117 Interest 1,649,385 4,526,699 1,953,000 2,536,000 2,111,000 (425,000) (16.8) 1,863,000 Rent 1,310,777 1,321,965 1,340,320 1,340,320 180,000 (1,160,320) (86.6) 180,000 Other 186,948 216,741 100,000 1,562,773 100,000 (1,462,773) (93.6) 100,000 TOTAL REDEVELOPMENT FUNDS $ 55,965,904 $ 64,229,100 $ 63,565,649 $ 65,611,422 $ 65,774,000 $ 162,578 0.2 % $ 69,212,000
COMMUNITY DEVELOPMENT BLOCK GRANT FUND Intergovernmental $ 640,884 $ 899,318 $ 2,694,970 $ 1,300,000 $ 3,294,970 $ 1,994,970 153.5 % $ 2,394,970 Interest 40,126 54,080 45,000 52,000 50,000 (2,000) (3.8) 48,000 TOTAL CDBG FUND $ 681,010 $ 953,398 $ 2,739,970 $ 1,352,000 $ 3,344,970 $ 1,992,970 147.4 % $ 2,442,970
MISC. GRANTS FUND Other Taxes $ 2,345,292 $ 2,270,043 $ 2,358,434 $ 2,306,469 $ 2,317,646 $ 11,177 0.5 % $ 2,399,000 Intergovernmental 3,714,164 7,375,329 6,156,460 8,751,721 12,922,493 4,170,772 47.7 7,089,295 Interest 283,659 648,251 400,000 487,000 440,000 (47,000) (9.7) 400,000 TOTAL MISC. GRANTS FUND $ 6,343,115 $ 10,293,623 $ 8,914,894 $ 11,545,190 $ 15,680,139 $ 4,134,949 35.8 % $ 9,888,295
COPS FUND Intergovernmental $ 132,017 $ 176,633 $ 176,000 $ 175,223 $ 0 $ (175,223) (100.0) % $ 0 Interest 6,097 13,561 6,000 10,000 10,000 0 0.0 10,000 TOTAL COPS FUND $ 138,114 $ 190,194 $ 182,000 $ 185,223 $ 10,000 $ (175,223) (94.6) % $ 10,000 Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
BEACH HOUSE FUND Charges for Services $ 0 $ 0 $ 0 $ 0 $ 321,541 $ 321,541 N/A % $ 605,553 Interest 0 0 0 0 5,000 5,000 N/A 5,000 Rent 0 0 0 0 168,011 168,011 N/A 1,306,249 Annenberg Grant 915,555 1,413,364 14,400,000 14,400,000 10,771,081 (3,628,919) (25.2) % 0 TOTAL BEACH HOUSE FUND $ 915,555 $ 1,413,364 $ 14,400,000 $ 14,400,000 $ 11,265,633 $ (3,134,367) (21.8) % $ 1,916,802
WATER FUND Charges for Services $ 13,868,393 $ 15,323,653 $ 14,514,577 $ 14,659,577 $ 14,960,113 $ 300,536 2.1 % $ 15,109,135 Interest 121,570 1,062,199 440,000 625,000 470,000 (155,000) (24.8) 440,000 Other 294,319 267,244 225,000 260,000 250,000 (10,000) (3.8) 245,400 TOTAL WATER FUND $ 14,284,282 $ 16,653,096 $ 15,179,577 $ 15,544,577 $ 15,680,113 $ 135,536 0.9 % $ 15,794,535
SOLID WASTE MGMT. FUND
118 Charges for Services $ 17,097,812 $ 18,766,107 $ 17,696,180 $ 17,809,930 $ 20,966,262 $ 3,156,332 17.7 % $ 21,532,667 Interest 148,693 422,935 200,000 310,000 300,000 (10,000) (3.2) 284,000 Other 387,293 481,965 377,195 394,700 566,273 171,573 43.5 566,273 TOTAL SOLID WASTE MGMT. FUND $ 17,633,798 $ 19,671,007 $ 18,273,375 $ 18,514,630 $ 21,832,535 $ 3,317,905 17.9 % $ 22,382,940
PIER FUND Charges for Services $ 2,693,200 $ 3,081,338 $ 2,897,600 $ 2,884,600 $ 3,082,841 $ 198,241 6.9 % $ 3,220,336 Interest 215,900 491,646 250,000 300,000 156,000 (144,000) (48.0) 145,000 Other 47,113 225,527 60,300 57,500 59,200 1,700 3.0 62,000 TOTAL PIER FUND $ 2,956,213 $ 3,798,511 $ 3,207,900 $ 3,242,100 $ 3,298,041 $ 55,941 1.7 % $ 3,427,336
WASTEWATER FUND Fines and Forfeitures $ 23,725 $ 22,724 $ 15,000 $ 46,000 $ 5,000 $ (41,000) (89.1) % $ 5,000 Charges for Services 11,151,325 12,449,350 12,726,969 12,438,779 13,308,379 869,600 7.0 13,765,751 Grants 9,880 0 0 2,396 0 (2,396) (100.0) 0 Interest 625,430 1,275,116 794,000 797,500 670,000 (127,500) (16.0) 625,000 Other 333,279 333,253 296,200 317,700 233,200 (84,500) (26.6) 233,200 TOTAL WASTEWATER FUND $ 12,143,639 $ 14,080,443 $ 13,832,169 $ 13,602,375 $ 14,216,579 $ 614,204 4.5 % $ 14,628,951 Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
CIVIC AUDITORIUM FUND Charges for Services $ 2,608,759 $ 2,789,196 $ 2,604,000 $ 2,864,000 $ 2,587,000 $ (277,000) (9.7) % $ 2,892,000 Interest 97,903 202,550 35,000 127,000 117,000 (10,000) (7.9) 95,000 Other 524,539 (2,293) 0 0 0 0 N/A 0 TOTAL CIVIC AUDITORIUM FD $ 3,231,201 $ 2,989,453 $ 2,639,000 $ 2,991,000 $ 2,704,000 $ (287,000) (9.6) % $ 2,987,000
AIRPORT FUND* Charges for Services $ 3,862,454 $ 3,992,190 $ 4,241,838 $ 4,286,187 $ 4,347,632 $ 61,445 1.4 % $ 4,499,799 Interest 117,688 214,463 90,000 123,239 119,000 (4,239) (3.4) 114,000 Other 241,262 254,800 166,260 166,260 166,260 0 0.0 172,079 TOTAL AIRPORT FUND $ 4,221,404 $ 4,461,453 $ 4,498,098 $ 4,575,686 $ 4,632,892 $ 57,206 1.3 % $ 4,785,878
* Represents both Airport and Special Aviation Funds
STORMWATER MGMT. FUND 119 Charges for Services $ 1,610,715 $ 1,376,672 $ 1,406,970 $ 1,411,000 $ 1,397,380 $ (13,620) (1.0) % $ 1,402,360 Interest 66,778 146,710 28,000 50,000 37,000 (13,000) (26.0) 34,000 Other 1,338,713 161,662 161,662 181,034 161,662 (19,372) (10.7) 161,662 TOTAL STORMWATER MGMT FUND $ 3,016,206 $ 1,685,044 $ 1,596,632 $ 1,642,034 $ 1,596,042 $ (45,992) (2.8) % $ 1,598,022
CEMETERY FUND Charges for Services $ 665,399 $ 735,719 $ 795,328 $ 850,338 $ 819,211 $ (31,127) (3.7) % $ 839,667 Interest 12,519 36,497 23,000 10,000 8,900 (1,100) (11.0) 8,300 Other 125 387 0 0 0 0 N/A 0 TOTAL CEMETERY FUND $ 678,043 $ 772,603 $ 818,328 $ 860,338 $ 828,111 $ (32,227) (3.7) % $ 847,967
BIG BLUE BUS FUND Charges for Services $ 13,333,584 $ 13,078,631 $ 14,672,827 $ 14,633,349 $ 14,810,682 $ 177,333 1.2 % $ 15,024,659 Capital Grants 20,842,246 12,185,518 15,119,300 29,915,549 53,324,866 23,409,317 78.3 42,382,250 State Sales Tax Proceeds 32,280,952 31,723,528 34,448,810 34,917,174 35,113,197 196,023 0.6 37,402,933 Interest 488,857 1,602,483 879,000 1,178,513 1,178,513 0 0.0 1,201,513 Other 921,090 2,233,258 1,652,241 1,587,622 1,825,089 237,467 15.0 1,852,258 TOTAL BIG BLUE BUS FUND $ 67,866,729 $ 60,823,418 $ 66,772,178 $ 82,232,207 $ 106,252,347 $ 24,020,140 29.2 % $ 97,863,613 Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
GAS TAX FUND Intergovernmental $ 2,046,238 $ 2,299,365 $ 1,670,000 $ 1,092,850 $ 2,247,150 $ 1,154,300 105.6 % $ 1,670,000 Interest 45,465 159,045 95,000 60,000 21,000 (39,000) (65.0) 20,000 Rent 15,404 13,008 0 15,400 20,000 20,000 0 0.0 20,000 TOTAL GAS TAX FUND $ 2,107,107 $ 2,471,418 $ 1,780,400 $ 1,172,850 $ 2,288,150 $ 1,115,300 95.1 % $ 1,710,000
SCAQMD AB 2766 FUND Intergovernmental $ 111,187 $ 367,884 $ 252,000 $ 521,000 $ 650,000 $ 129,000 24.8 % $ 175,000 Interest 6,021 14,874 10,000 12,000 11,000 (1,000) (8.3) 10,000 TOTAL SCAQMD AB 2766 FUND $ 117,208 $ 382,758 $ 262,000 $ 533,000 $ 661,000 $ 128,000 24.0 % $ 185,000
PARKS & REC FACILITIES FUND Other Taxes $ 59,200 $ 53,800 $ 32,000 $ 46,000 $ 46,000 $ 0 0.0 % $ 46,000 Interest 5,016 9,466 6,300 8,100 2,000 (6,100) (75.3) 2,700 120 TOTAL PARKS & RECREATION $ 64,216 $ 63,266 $ 38,300 $ 54,100 $ 48,000 $ (6,100) (11.3) % $ 48,700 FACILITIES FUND
VEHICLE MANAGEMENT FUND Charges for Services $ 8,419,336 $ 8,902,729 $ 10,338,510 $ 10,368,479 $ 8,997,292 $ (1,371,187) (13.2) % $ 10,203,601 Interest 479,410 1,166,257 950,000 800,000 770,000 (30,000) (3.8) 720,000 Other 803,674 92,833 32,500 135,000 125,000 (10,000) (7.4) 125,000 TOTAL VEHICLE MANAGEMENT FUND $ 9,702,420 $ 10,161,819 $ 11,321,010 $ 11,303,479 $ 9,892,292 $ (1,411,187) (12.5) % $ 11,048,601
INFORMATION TECHNOLOGY FUND Charges for Services $ 1,658,890 $ 1,725,931 $ 1,705,601 $ 1,632,000 $ 1,650,549 $ 18,549 1.1 % $ 1,540,499 Interest 96,570 189,337 100,000 152,000 146,000 (6,000) (3.9) 136,000 TOTAL INFORMATION TECHNOLOGY $ 1,755,460 $ 1,915,268 $ 1,805,601 $ 1,784,000 $ 1,796,549 $ 12,549 0.7 % $ 1,676,499 REPLACEMENT AND SERVICES FUND
COMP SELF-INSURANCE FUND Charges for Services $ 6,836,387 $ 5,713,297 $ 5,444,300 $ 5,526,368 $ 5,748,500 $ 222,132 4.0 % $ 6,020,200 Interest 160,998 463,879 275,000 100,000 150,000 50,000 50.0 150,000 Other 19 0 0 0 0 0 N/A 0 TOTAL COMPREHENSIVE $ 6,997,404 $ 6,177,176 $ 5,719,300 $ 5,626,368 $ 5,898,500 $ 272,132 4.8 % $ 6,170,200 SELF-INSURANCE FUND Five-Year Revenue Summary
FY2007-08 FY2007-08 FY2007-08 to FY2008-09 FY2005-06 FY2006-07 Revised Estimated FY2008-09 ChangeChange FY2009-10 FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Plan
BUS SELF-INSURANCE FUND Charges for Services $ 3,104,949 $ 2,469,230 $ 1,592,500 $ 1,592,500 $ 1,871,600 $ 279,100 17.5 % $ 1,955,400 Interest 63,684 139,841 97,000 60,000 68,000 8,000 13.3 64,000 TOTAL BUS SELF-INSURANCE FUND $ 3,168,633 $ 2,609,071 $ 1,689,500 $ 1,652,500 $ 1,939,600 $ 287,100 17.4 % $ 2,019,400
AUTO SELF-INSURANCE FUND Charges for Services $ 589,484 $ 716,982 $ 732,900 $ 739,661 $ 724,900 $ (14,761) (2.0) % $ 764,500 Interest 44,023 95,037 80,000 60,000 62,000 2,000 3.3 57,000 TOTAL AUTO SELF-INSURANCE FUND $ 633,507 $ 812,019 $ 812,900 $ 799,661 $ 786,900 $ (12,761) (1.6) % $ 821,500
WORKERS' COMP SELF-INSURANCE FUND Charges for Services $ 7,723,126 $ 6,313,417 $ 6,030,400 $ 6,180,400 $ 6,683,900 $ 503,500 8.1 % $ 6,646,400 Interest 584,272 1,333,027 970,000 930,000 890,000 (40,000) (4.3) 830,000 121 Other 22,036 8,224 0 0 0 0 N/A 0 TOTAL WORKERS' COMP $ 8,329,434 $ 7,654,668 $ 7,000,400 $ 7,110,400 $ 7,573,900 $ 463,500 6.5 % $ 7,476,400 SELF-INSURANCE FUND
PARKING AUTHORITY FUND Charges for Services $ 138,100 $ 141,600 $ 146,131 $ 146,131 $ 149,785 $ 3,654 2.5 % $ 154,279 Interest 231,203 679,061 220,000 425,000 350,000 (75,000) (17.6) 300,000 TOTAL PARKING AUTHORITY FUND $ 369,303 $ 820,661 $ 366,131 $ 571,131 $ 499,785 $ (71,346) (12.5) % $ 454,279
TOTAL ALL FUNDS $ 478,715,612 $ 582,001,756 $ 533,885,477 $ 550,423,619 $ 590,901,909 $ 40,478,290 7.4 % $ 581,901,522
LESS REIMBURSEMENTS AND TRANSFERS (43,174,727) (44,585,180) (44,145,663) (44,296,231) (43,555,424) 740,807 (1.7) (45,702,021)
GRAND TOTAL $ 435,540,885 $ 537,416,576 $ 489,739,814 $ 506,127,388 $ 547,346,485 $ 41,219,097 8.1 % $ 536,199,501
DISASTER RELIEF FUND Intergovernmental $ (1,514,747) $ 1,851,491 $ 7,200,000 $ 4,733,000 $ 4,543,800 $ (189,200) (4.0) % $ 0 Interest 11,755 10,877 24,000 0 0 0 N/A 0 Other 54,346 40,971 0 18,000 0 (18,000) (100.0) 0 ------TOTAL DISASTER RELIEF FUND $ (1,448,646) $ 1,903,339 $ 7,224,000 $ 4,751,000 $ 4,543,800 $ (207,200) (4.4) % $ 0 Revenue Analysis
Overview Departmental staff works in concert with Finance Department staff to develop revenue projections. The projections reflect a somewhat conservative, yet consistent, approach with established budget practices reflecting 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 projection. Revenue forecasting is one of the most challenging aspects in the budget process, as many unknown variables, including economic changes over which the City has no control, affect the ultimate amount of monies going into the City’s coffers. These variables also include the impact of fluctuations in the local, regional, statewide, and national economy; consumer habits and demands; and the fiscal impacts of legislative changes.
In Millions Total City Revenues $750 (net of reimbursements and transfers)
$500 Total City revised budgeted revenues for FY2007- $250 08, after adjustments for reimbursements and transfers and exclusive of Disaster Relief Fund $0 revenues, are $489.7 million. Estimated actual total City revenues for FY2007-08 are $506.1 05-06 06-07 07-08 08-09 09-10 million, or 3.3% greater than the revised budget. Actual Actual Est. Budget Plan Total projected City revenues for FY2008-09 are $547.3 million, an 8.1% increase from the FY2007-08 estimated actual. The $41.2 million change primarily reflects a $24 million increase in Big Blue Bus revenues due to increased net capital expense reimbursements (primarily for the Campus Expansion project) from the Los Angeles County Metropolitan Transit Authority, increased revenue in the Miscellaneous Grants fund reflecting the timing of grants and new grants ($4.1 million), increased General Fund revenues ($5.9 million or 2.4%), increased Solid Waste Fund revenues primarily due to the addition of new commercial customers ($3.3 million), and a net $3.9 million increase from all other funds.
Revenues in FY2009-10 are projected to decrease by $11.1 million (2.0%) from FY2008-09. The decrease mainly reflects less one-time revenues, including Beach House Grant revenues for the 415 PCH project ($9.3 million), as the project will be completed in FY2008-09; less Big Blue Bus revenues ($7.4 million), mostly due to the timing of capital grant reimbursements; and less Miscellaneous Grant revenues reflecting project timing and the completion of grants in FY2008-09 ($5.8 million). Partially offsetting these losses are increased General Fund revenues ($8.9 million) and greater Redevelopment Agency revenue ($3.4 million) that is primarily from tax increments. Net revenues from all other funds are projected to decrease by $0.9 million.
122 Fund Details Revenue changes of all City funds are detailed in the section that follows.
123 Fund Changes
FY2007-08 Revised Budget$ 246,225,647 General Fund FY2007-08 Estimated Actual 243,806,001 Increase/(Decrease) -1.0%
FY2007-08 total estimated actual revenues are FY2008-09 Budget$ 250,154,572 $243.8 million, $2.4 million (1.0%) less than Increase/(Decrease) 2.6% FY2007-08 revised revenue budget. FY2008-09 total General Fund revenues are projected to FY2009-10 Budget Plan$ 259,109,343 be $250.2 million, which is $6.4 million (2.6%) greater than FY2007-08 estimated actual. Increase/(Decrease) 3.6% FY2009-10 total General Fund revenues are projected to be $259.1 million, which is $8.9 million (3.6%) greater than in FY2008-09. In Millions $300 General Fund revenues are grouped into the following major revenue categories. An in- depth review of each of these major revenue $200 categories follows:
● Property Taxes $100 ● Sales Taxes $0 ● Other Taxes 05-06 06-07 07-08 08-09 09-10 Utility Users Taxes Actual Actual Est. Budget Plan Transient Occupancy Taxes Business Licenses Taxes Other Local Taxes ● Licenses & Permits ● Intergovernmental ● Charges for Services ● Fines/Forfeitures ● Investment Income ● Rent ● Other
124 Fund Changes
FY2007-08 Revised Budget$ 33,830,681 Property Taxes FY2007-08 Estimated Actual 33,915,977 Increase/(Decrease) 0.3%
Property tax revenues result from a 1% levy on FY2008-09 Budget$ 34,858,533 the fair market value of all real property in Increase/(Decrease) 2.8% the City. Proposition 13, passed by California voters in 1979, specifies that assessed value of FY2009-10 Budget Plan$ 36,209,930 properties may increase at the rate of the Consumer Price Index, not to exceed 2% per Increase/(Decrease) 3.9% year, unless the property is improved or sold, thus establishing a new market value. In Millions The 1% property tax levy is collected by the $40 County Tax Collector and is distributed to various public agencies located in the County $30 including cities, school districts, and special districts. Santa Monica’s share of the 1% levy $20 is approximately 14-17% depending on the area of the City where the property is located. $10
The primary component of property taxes is $0 taxes secured by real property. The City also 05-06 06-07 07-08 08-09 09-10 receives unsecured property taxes, a Actual Actual Est. Budget Plan reimbursement of homeowner’s exemptions, and an additional levy over the 1% rate used to pay debt service on voter approved debt. Beginning in FY2004-05, this category also includes property taxes received in exchange for lost Vehicle License Fee (VLF) revenue resulting from the permanent decrease in the VLF rate per the FY2004-05 State budget.
FY2007-08 Estimated actual property tax revenues are $85,296 more than the revised budget, reflecting greater than anticipated supplemental taxes ($141,600) and delinquent taxes and penalties ($40,000). Partially offsetting are less than anticipated unsecured taxes ($85,000) and homeowners exemption reimbursements ($11,304).
FY2008-09 Revenues are projected to be $942,556 or 2.8% greater than FY2007-08 estimated actual due to greater secured taxes, including property taxes received in exchange for lost VLF ($965,828) and increased pass-through payments from the Redevelopment Agency ($231,343) reflecting increased assessed values. Partially offsetting are less unsecured revenues ($244,000) as certain revenues received in FY 2007-08 are expected to be one-time and a net decrease of $10,615 in various other property taxes.
125 FY2009-10 Revenues are estimated to be $1,351,397 more than in FY2008-09, due to a $984,151 increase in secured taxes (including property taxes received in exchange for lost VLF). The increase in revenues is due to a marginal increase in assessed values—although a lower rate of increase than in recent years due to the housing market slowdown, greater pass-through payments from the Redevelopment Agency ($230,901), and a net increase of $136,345 in other property taxes.
126 Fund Changes
FY2007-08 Revised Budget$ 32,366,400 Sales Taxes FY2007-08 Estimated Actual 32,351,450 Increase/(Decrease) 0.0%
The total sales tax rate in Santa Monica is FY2008-09 Budget$ 32,866,500 8.25%. This is allocated as follows: Increase/(Decrease) 1.6%
State* FY2009-10 Budget Plan$ 34,683,495 6.25% (including 0.25% shifted from local Increase/(Decrease) 5.5% governments for bond debt service per Proposition 57).
Local* In Millions $40 ● 0.75% to City General Fund ● 0.25% to County for transportation $30 services $20
Prop A $10 0.50% allocated to local agencies from the Los Angeles County Metropolitan Transit Authority. $0 05-06 06-07 07-08 08-09 09-10 Prop C Actual Actual Est. Budget Plan O.50% allocated to local agencies from the Los Angeles County Metropolitan Transit Authority.
Of the 6.25% State portion, 0.5% is redirected to local governments for public safety uses per voter approved Prop 172.
* In March 2004, California voters approved Proposition 57, which authorized the issuance of $15 billion in bonds to finance a portion of the State’s budget deficit and a swap of one-quarter of local sales taxes for an equal amount of “in-lieu” sales taxes to be funded from property tax revenues, specifically, the ERAF (Triple Flip).
The line item budget includes the Triple Flip revenues as a separate line item in the “Sales Taxes” category.
FY2007-08 Estimated actual is essentially equal to the revised budget.
FY2008-09 Revenues are projected to be $515,050, or 1.6%, more than FY2007-08 estimated actual. The rate of taxable sales growth is projected to be approximately 2%, which is less than in recent years, reflecting the economic downturn. Offsetting the taxable sales increase will be the revenue loss resulting from the closure of Santa Monica Place for renovation during the fiscal year.
127 FY2009-10 Revenues are anticipated to increase by $1,816,995, or 5.5%, from FY2008-09. The rate of taxable sales growth is projected to be approximately 3.5% as the economy slowly recovers. The projection also assumes the reopening of Santa Monica Place during the second quarter of the fiscal year.
128 Fund Changes
FY2007-08 Revised Budget$ 31,170,000 Utility Users Tax FY2007-08 Estimated Actual 31,390,000 Increase/(Decrease) 0.7%
The City’s 10% Utility Users Tax (UUT) is FY2008-09 Budget$ 32,180,300 applied to electricity, natural gas, telephone Increase/(Decrease) 2.5% (both hardwire and wireless), cable, and water/wastewater services. FY2009-10 Budget Plan$ 33,739,140
FY2007-08 Increase/(Decrease) 4.8% Estimated actual is $220,000 more than the revised budget, primarily due to greater than anticipated revenues from telephone and In Millions electrical service, partially offset by less than $40 anticipated revenues from natural gas. $30 FY2008-09 $20 Revenues are projected to be $790,300 more than FY2007-08 estimated actual reflecting $10 increased revenues from all utilities including the impact of water and wastewater rate $0 increases. 05-06 06-07 07-08 08-09 09-10
Actual Actual Est. Budget Plan FY2009-10 Revenues are projected to be $1.6 million more than in FY2008-09 reflecting increased revenues from all utilities including projected electrical rate increases and additional increases in water and wastewater rates.
129 Fund Changes
Transient Occupancy FY2007-08 Revised Budget$ 35,800,000 Tax FY2007-08 Estimated Actual 35,700,000 Increase/(Decrease) -0.3%
The City levies a 14% tax on transient room FY2008-09 Budget$ 37,340,000 rentals. Increase/(Decrease) 4.6%
FY2007-08 FY2009-10 Budget Plan$ 39,129,000 Estimated actual revenues are slightly less Increase/(Decrease) 4.8% than budget, reflecting latest year-to-date results.
FY2008-09 In Millions $40 Revenues are projected to be $1.64 million greater than FY 2007-08 estimated actual, $30 primarily due to a continuing strong tourism market and a projected average room rate $20 increase of 4%. Occupancy is expected to remain at the current high levels. $10 Additionally, one hotel closed during FY 2007- 08 for renovations is expected to re-open $0 midway through the fiscal year. 05-06 06-07 07-08 08-09 09-10
Actual Actual Est. Budget Plan FY2009-10 Revenues are projected to increase by $1.8 million from FY2008-09 primarily reflecting moderate growth (4%) in average room rates as tourism is expected to remain strong, as well as the full year impact of the hotel that will re-open midway during FY2008-09.
130 Fund Changes
FY2007-08 Revised Budget$ 23,679,000 Business License Taxes FY2007-08 Estimated Actual 23,679,000 Increase/(Decrease) 0.0%
Businesses operating in the City of Santa FY2008-09 Budget$ 24,765,000 Monica are required to obtain a business Increase/(Decrease) 4.6% license annually. In most cases, the amount of the tax is based on the gross receipts of the FY2009-10 Budget Plan$ 25,203,000 business. There are three major tax categories: Increase/(Decrease) 1.8%
Professional $5.00 for each $1,000 in gross receipts In Millions $30 Services
$3.00 for each $1,000 in gross receipts $20
Other $10 $1.25 for each $1,000 in gross receipts
Certain other small categories pay a flat fee. $0 Businesses with gross receipts between 05-06 06-07 07-08 08-09 09-10 $40,000 and $60,000 annually pay the Actual Actual Est. Budget Plan minimum tax of $75. Businesses with world- wide gross receipts less than $40,000 annually are exempt.
FY2007-08 No change from the revised budget.
FY2008-09 Revenues are projected to be $1,086,000 greater than FY 2007-08 estimated actual reflecting a baseline growth rate of 3.7%. The forecast also includes approximately $200,000 in additional revenues expected from increased compliance efforts, partially offset by a loss of revenues resulting from the closure of Santa Monica Place.
FY2009-10 Revenues are projected to increase by $438,000 (1.8%), which is less than historical trends, reflecting the economic slowdown in 2008 (FY2009-10 taxes will be based on the 2008 gross receipts of businesses).
131 Fund Changes
FY2007-08 Revised Budget$ 13,200,000 Other Taxes FY2007-08 Estimated Actual 12,838,600 Increase/(Decrease) -2.7%
Other Taxes include Real Property Transfer FY2008-09 Budget$ 13,143,500 Tax, Vehicle License Fees, Parking Facility Increase/(Decrease) 2.4% Tax, and Condominium Tax. FY2009-10 Budget Plan$ 14,042,450 FY2007-08 Increase/(Decrease) 6.8% Estimated actual is $361,400 less than the revised budget primarily due to less than anticipated Real Property Transfer Taxes reflecting the housing market slump resulting Parking Real Property Transfer in reduced property turnover ($400,000), $30Motor Vehicle Other partially offset by increased condominium taxes. In Millions $20 FY2008-09 The projected FY2008-09 increase of $304,900 $10 primarily reflects more Parking Facility Taxes ($327,000) and VLF fees ($12,000), partially $0 offset by less Real Property Transfer Taxes 05-06 06-07 07-08 08-09 09-10 ($23,600) and condominium taxes ($10,500), Actual Actual Est. Budget Plan reflecting the continuing slowdown in the housing market.
FY2009-10 Revenues are estimated to be $898,950 more than in FY2008-09 reflecting greater Real Property Transfer taxes as the housing market begins to recover from the housing slowdown ($436,600), Parking Facility Taxes ($446,000), Condominium Taxes ($2,050), and VLF fees ($14,300).
132 Fund Changes
FY2007-08 Revised Budget$ 19,491,903 Licenses and Permits FY2007-08 Estimated Actual 19,377,044 Increase/(Decrease) -0.6%
FY2007-08 FY2008-09 Budget$ 19,504,612 Estimated actual revenues are $114,859 less Increase/(Decrease) 0.7% than the revised budget primarily due to less than anticipated revenues from Civic Center FY2009-10 Budget Plan$ 19,595,555 structure attendant parking ($256,531), Increase/(Decrease) 0.5% parking structure permit fees ($50,000), franchise fees ($98,156), and revenue from various other license and permit fees ($10,172). Partially offsetting are increased In Millions revenues from Main Library ($200,000) and $25 Downtown attendant parking ($100,000). $20
FY2008-09 $15
Revenues are projected to increase by $10 $127,568 from FY2007-08 estimated actual primarily due to increased Civic Center $5 attendant parking revenues ($50,000), greater $0 on-street meter revenue ($60,000), and more 05-06 06-07 07-08 08-09 09-10 franchise fees ($24,656), filming permits Actual Actual Est. Budget Plan ($22,300), fire permits ($15,700), and $9,912 from various other licenses and permits. Partially offsetting are less parking structure permit ($50,000) and valet licensing fees ($5,000).
FY2009-10 Revenues are estimated to be $90,943 greater than the FY2008-09 budget due to greater franchise fees ($62,000) and an increase of $28,943 from other licenses and permits.
133 Fund Changes
FY2007-08 Revised Budget$ 536,185 Intergovernmental FY2007-08 Estimated Actual 460,750 Increase/(Decrease) -14.1%
FY2007-08 FY2008-09 Budget$ 648,900 Estimated actual revenues are $75,435 less Increase/(Decrease) 40.8% than the revised budget, reflecting less State reimbursements for the Library Book Loan FY2009-10 Budget Plan$ 400,800 Program ($40,000), Peace Officer Training Increase/(Decrease) -38.2% Program ($9,700), and County booking fees ($30,335). Partially offsetting are a net increase of $4,600 in other Intergovernmental revenues. In Thousands $1,200 FY2008-09
Revenues are projected to be $188,150 more $800 than in FY2007-08, reflecting election cost reimbursements from the Santa Monica/Malibu Unified School District, the Santa Monica $400 Community College District, and the Rent Control Board ($250,000), and partially offset $0 by a $61,850 net decrease in other 05-06 06-07 07-08 08-09 09-10 Intergovernmental revenues, primarily due to Actual Actual Est. Budget Plan one-time revenues received in FY2007-08.
FY2009-10 Revenues are projected to be $248,100 less than in FY2008-09 primarily due to no election cost reimbursements, as no elections are scheduled.
134 Fund Changes
FY2007-08 Revised Budget$ 26,808,155 Charges for Services FY2007-08 Estimated Actual 25,490,338 Increase/(Decrease) -4.9%
FY2007-08 FY2008-09 Budget$ 26,905,622 Estimated actual charges for services are Increase/(Decrease) 5.6% $1,317,817 less than the revised budget, primarily due to a net decrease in various FY2009-10 Budget Plan$ 27,891,188 development/construction related revenues Increase/(Decrease) 3.7% reflecting the slowing economy ($828,527), delays in Building & Safety’s special inspection program ($400,000), less revenue from community classes ($62,700), and decreased In Millions revenues from various Police Department fees $30 for service ($81,200). Partially offsetting is a net increase in user fees for other services ($54,610). $20
FY2008-09 $10 The $1,415,284 increase projected for FY2008- 09 reflects increased contributions from other $0 City funds to pay for overhead costs 05-06 06-07 07-08 08-09 09-10 ($771,376), the transfer of Environmental Actual Actual Est. Budget Plan Program revenues from the Wastewater Fund due to reorganization ($287,000), an increase in direct charges for service between funds ($211,092), increased Fire Inspection fees ($86,840), and a net increase of $58,976 from other charges for services.
FY2009-10 Revenues are projected to be $985,566 greater than in FY2008-09 primarily reflecting increased contributions from other City funds to pay for overhead costs ($559,178); a net increase in development/construction related revenues ($235,095) due to economic recovery; an increase in direct charges for services between funds ($66,127); and a net increase of $125,166 from other charges for services, primarily due to scheduled CPI fee rate revisions.
135 Fund Changes
FY2007-08 Revised Budget$ 13,869,400 Fines and Forfeitures FY2007-08 Estimated Actual 14,128,500 Increase/(Decrease) 1.9%
FY2007-08 FY2008-09 Budget$ 14,047,530 Estimated actual revenues are $259,100 above Increase/(Decrease) -0.6% the revised budget, reflecting greater than anticipated California Vehicle Code fines FY2009-10 Budget Plan$ 14,049,410 ($113,500), fines from parking citations Increase/(Decrease) 0.0% ($100,000), and other fines ($45,600).
FY2008-09 In Millions The $80,970 decrease is primarily due to less $20 parking citation fines, partially offset by the transfer of the Environmental Program from $15 the Wastewater Fund due to reorganization.
$10 FY2009-10 No significant change from FY2008-09. $5
$0 05-06 06-07 07-08 08-09 09-10 Actual Actual Est. Budget Plan
136 Fund Changes
FY2007-08 Revised Budget$ 6,125,000 Investment Income FY2007-08 Estimated Actual 5,036,000 Increase/(Decrease) -17.8%
FY2007-08 FY2008-09 Budget$ 4,700,000 Estimated actual is $1,089,000 less than the Increase/(Decrease) -6.7% revised budget, reflecting an unanticipated sharp decrease in interest rates. FY2009-10 Budget Plan$ 4,386,000 Increase/(Decrease) -6.7% FY2008-09 Revenues are $336,000 less than FY2007-08 estimated actual, reflecting the carry forward In Millions effects of significant interest rates decreases $10 in FY2007-08. $8 FY2009-10 $6 Revenues are $314,000 less than FY2008-09 budget, reflecting the carry forward effects of $4 significant interest rate decreases in FY2007- $2 08. While interest rates are expected to be higher, much of the impact of the higher rates $0 will be realized in future years, as a 05-06 06-07 07-08 08-09 09-10 significant portion of the interest received this Actual Actual Est. Budget Plan year will be from investments purchased during the low rate environment of late FY2007-08 and FY2008-09.
137 Fund Changes
FY2007-08 Revised Budget$ 5,671,655 Rent FY2007-08 Estimated Actual 5,703,925 Increase/(Decrease) 0.6%
FY2007-08 FY2008-09 Budget$ 5,441,455 Estimated actual is $32,270 more than the Increase/(Decrease) -4.6% revised budget due to greater than anticipated revenues from dark fiber leases ($75,000) and FY2009-10 Budget Plan$ 5,993,155 other sources ($37,770), partially offset by Increase/(Decrease) 10.1% less than anticipated revenue from Downtown Parking Structure 5 retail rents ($80,500).
FY2008-09 In Millions $8 Revenues from rentals are $262,470 less than FY2007-08 estimated actual primarily due to $6 the termination of the transfer from the Downtown Redevelopment Project Area, $4 coinciding with final payoff of project area bonds ($530,000). Partially offsetting are $2 increased dark fiber leases ($240,000), and a net increase in rentals from other properties $0 of $27,530. 05-06 06-07 07-08 08-09 09-10
Actual Actual Est. Budget Plan FY2009-10 Revenues from rental of City-owned properties are expected to increase by $551,700 due to increased dark fiber leases ($420,000), greater revenues from Parking Structure 5 retail space ($104,500), and from other increases totaling $27,200.
138 Fund Changes
FY2007-08 Revised Budget$ 3,677,268 Other Revenues FY2007-08 Estimated Actual 3,734,417 Increase/(Decrease) 1.6%
FY2007-08 FY2008-09 Budget$ 3,752,620 Estimated actual is $57,149 above the revised Increase/(Decrease) 0.5% budget, reflecting greater than anticipated mall maintenance assessment revenues from FY2009-10 Budget Plan$ 3,786,220 the Third Street Promenade businesses Increase/(Decrease) 0.9% ($66,000), partially offset by a net decrease of $8,851 in revenue from other sources.
FY2008-09 In Millions $8 Revenues from other sources are projected to show a net increase of $18,203 primarily $6 related to more mall maintenance assessment revenues from 3rd Street Promenade $4 businesses ($40,000), partially offset by a net decrease of $21,797 from other revenue $2 sources. $0 FY2009-10 05-06 06-07 07-08 08-09 09-10 Revenues are projected to be $33,600 more Actual Actual Est. Budget Plan than in FY2008-09 primarily due to more revenues from the mall maintenance assessment from 3rd Street Promenade businesses ($19,000) and a net increase of $14,600 in revenue from other revenue sources.
139 Fund Changes
Special Revenue Source FY2007-08 Revised Budget$ 1,908,333 Fund FY2007-08 Estimated Actual 2,969,583 Increase/(Decrease) 55.6%
This is a fund established in FY2000-01 in FY2008-09 Budget$ 4,718,214 accordance with Government Accounting Increase/(Decrease) 58.9% Standards Board Statement 33, to record revenues restricted for use on certain eligible FY2009-10 Budget Plan$ 4,625,902 projects. Increase/(Decrease) -2.0% FY2007-08 Estimated actual is $1,061,250 greater than the revised budget primarily due to more In Millions interest earnings ($400,000), developer $6 payments to be used for housing purposes ($615,000), and more mall parking levy fees ($50,000). $4
FY2008-09 $2 Revenues are projected to be $1,748,631 greater than FY2007-08 estimated actual, $0 reflecting receipt of Prop 1B funds from 05-06 06-07 07-08 08-09 09-10 Caltrans for street-related projects Actual Actual Est. Budget Plan ($1,465,668), Traffic Congestion Relief funds ($877,213) from the State (these funds were previously recorded in the Gas Tax Fund, and developer fees from a new Cultural Arts In-Lieu fee ($100,000). These funds will be partially offset by less housing-related developer fees ($615,000) and less interest earnings ($83,000).
FY2009-109 A decrease of $92,312 from FY2008-09 reflects less Prop 1B funds and interest earnings partially offset by an increase in Traffic Congestion Relief funds.
140 Fund Changes
FY2007-08 Revised Budget$ 14,450,000 Charnock Fund FY2007-08 Estimated Actual 11,845,347 Increase/(Decrease) -18.0%
This fund was established in FY2003-04 to FY2008-09 Budget$ 11,388,500 record activity related to a settlement with oil Increase/(Decrease) -3.9% companies concerning the contamination of the City-owned Charnock water wells. FY2009-10 Budget Plan$ 12,986,000 Included in the settlement are funds held in an escrow account to reimburse the City for Increase/(Decrease) 14.0% its costs to design, construct, and operate a new water treatment facility. Those funds were recorded as deferred revenue, and are In Millions recognized as revenue when they are $100 expended. $80 FY2007-08 $60 Estimated actual is $2,604,653 less than the revised budget. The decrease reflects less $40 than anticipated reimbursement of costs for $20 the design of the new water treatment facility due to a project timing change, partially $0 offset by increased interest earnings. 05-06 06-07 07-08 08-09 09-10 Actual Actual Est. Budget Plan FY2008-09 Revenues reflect projected interest earnings ($5,600,000) and anticipated reimbursement of costs that relate to design and construction of the new water treatment facility ($5,788,500).
FY2009-10 Revenues reflect projected interest earnings ($4,500,000) and anticipated reimbursement of costs that relate to design, construction and operation of the new water treatment facility ($8,486,000).
141 Fund Changes
Clean Beaches and FY2007-08 Revised Budget$ 2,340,000 Ocean Parcel Tax Fund FY2007-08 Estimated Actual 2,330,000 Increase/(Decrease) -0.4%
This fund was established in FY2006-07 to FY2008-09 Budget$ 2,424,500 record activity related to implementation of Increase/(Decrease) 4.1% the Watershed Management Plan and the passage of Measure V, Clean Beaches and FY2009-10 Budget Plan$ 2,519,225 Ocean Parcel Tax, in November 2006. Increase/(Decrease) 3.9% FY2007-08 Estimated actual is $10,000 less than the revised budget due to less than anticipated In Millions interest earnings. $5
$4 FY2008-09 Revenues are projected to be $94,500 greater $3 than FY2007-08 estimated actual due to a CPI $2 increase in the parcel tax assessment ($57,500) and greater projected interest $1 earnings ($37,000). $0
05-06 06-07 07-08 08-09 09-10 FY2009-10 Actual Actual Est. Budget Plan Revenues are projected to be $94,725 greater than FY2008-09 budget due to CPI increase in the parcel tax assessment ($70,725) and greater projected interest earnings ($24,000).
142 Fund Changes
FY2007-08 Revised Budget$ 6,050,685 Beach Recreation Fund FY2007-08 Estimated Actual 6,462,217 Increase/(Decrease) 6.8%
This fund accounts for beach parking and FY2008-09 Budget$ 7,836,345 concession revenues and expenditures related Increase/(Decrease) 21.3% to beach maintenance and recreation activities. FY2009-10 Budget Plan$ 7,091,064
FY2007-08 Increase/(Decrease) -9.5% Estimated actual is $411,532 above the revised budget due to greater than anticipated revenue from beach parking ($362,258), In Millions greater interest earnings ($14,000), and an $10 increase of $35,274 from other revenue $8 sources. $6 FY2008-09 $4 Revenues are projected to be $1,374,128 greater than FY2007-08 estimated actual $2 primarily due to greater beach parking $0 revenues from increased parking rates 05-06 06-07 07-08 08-09 09-10 ($1,444,065) and revenues from the new surf Actual Actual Est. Budget Plan and sand application fee ($39,250). This increase is partially offset by the transfer of revenues from the 415 Pacific Coast Highway (PCH) restaurant to The Beach House Fund ($62,700), less interest earnings ($43,000), and a net decrease of $3,487 from other revenue sources.
FY2009-10 Revenues are anticipated to be $745,281 less than in FY2008-09. This decrease reflects less beach parking revenues due to the loss of parking in the 1550 PCH lot for construction staging for the Pier Bridge Widening Project ($737,668). Less revenues are also anticipated from other revenue sources ($7,613), primarily from lower interest earnings.
143 Fund Changes
FY2007-08 Revised Budget$ 15,155,500 Housing Authority Fund FY2007-08 Estimated Actual 15,255,200 Increase/(Decrease) 0.7%
The Housing Authority Fund accounts for the FY2008-09 Budget$ 15,505,700 receipt and expenditure of Federal and State Increase/(Decrease) 1.6% funds related to housing programs. FY2009-10 Budget Plan$ 15,823,100 FY2007-08 Increase/(Decrease) 2.0% Estimated actual reflects an increase of $99,700 over the revised budget due to greater than anticipated interest earnings ($69,400) and HUD reimbursements that relate In Millions to the administration component of the $20 Section 8 Housing program ($30,300). $15 FY2008-09 $10 Revenues are projected to increase by $250,500 from FY2007-08 due to an increase in $5 HUD reimbursements for the administration ($5,100) and program ($278,400) components $0 of the Section 8 Housing. The increase is 05-06 06-07 07-08 08-09 09-10 partially offset by less interest earnings Actual Actual Est. Budget Plan ($33,000).
FY2009-10 Revenues are projected to increase by $317,400 over FY2008-09 budget. The increase reflects larger HUD reimbursements for the administration ($36,400) and program ($284,000) components of the Section 8 Housing, partially offset by less interest earnings ($3,000).
144 Fund Changes Tenant Ownership Rights FY2007-08 Revised Budget$ 340,000 Charter Amendment FY2007-08 Estimated Actual 849,000 (TORCA) Fund Increase/(Decrease) 149.7%
The TORCA Fund accounts for TORCA FY2008-09 Budget$ 374,000 Conversion Tax revenues and expenditures Increase/(Decrease) -55.9% related to various housing programs as authorized by Article XX—Tenant Ownership FY2009-10 Budget Plan$ 350,000 Rights of the City Charter. Increase/(Decrease) -6.4% FY2007-08 Estimated actual is $509,000 more than the revised budget, primarily due to greater than In Millions anticipated interest earnings ($109,000) and $1.5 Prop K Conversion Tax loan pay-offs ($300,000), as well as a one-time payment related to litigation ($100,000). $1.0
FY2008-09 $0.5 Revenues are projected to be $475,000 less than FY2007-08 estimated actual due to less $0.0 interest earnings ($75,000) and less Prop K 05-06 06-07 07-08 08-09 09-10 Conversion Tax loan pay-offs ($300,000). Actual Actual Est. Budget Plan Additionally, one-time revenues, in the amount of $100,000, were received in the prior fiscal year.
FY2009-10 Revenues are projected to be $24,000 less than FY2008-09 budget due to less interest earnings.
145 Fund Changes
Redevelopment Funds FY2007-08 Revised Budget$ 63,565,649 (Low/Moderate Income Housing, FY2007-08 Estimated Actual 65,611,422 Downtown, Earthquake and Ocean Park) Increase/(Decrease) 3.2%
Low/Moderate Income Housing FY2008-09 Budget$ 65,774,000 To account for the twenty percent housing set Increase/(Decrease) 0.2% aside of the tax increment revenues from the three redevelopment project areas. FY2009-10 Budget Plan$ 69,212,000 Increase/(Decrease) 5.2% Downtown Redevelopment To account for the revenues and expenditures of the downtown redevelopment project area In Millions of the Santa Monica Redevelopment Agency. $80 The project area includes the Santa Monica Place and the two adjacent parking $60 structures.
$40 Earthquake Redevelopment To account for the revenues and expenditures $20 of the earthquake redevelopment project area of the Santa Monica Redevelopment Agency. $0 The project area includes approximately 90 05-06 06-07 07-08 08-09 09-10 percent of all red-tagged and 80 percent of all Actual Actual Est. Budget Plan yellow-tagged buildings damaged by the January 17, 1994 Northridge Earthquake. Recovery project work is ongoing.
Ocean Park Redevelopment To account for the revenues and expenditures of the Ocean Park Project area of the Santa Monica Redevelopment Agency. The project area includes 1A (two high-rise apartment buildings) and 1B (two senior citizen residential housing complexes).
FY2007-08 Estimated actual is $2,045,773 more than the revised budget primarily due to one-time revenues from the relinquishment of an easement for Santa Monica Place parking structures ($1,450,143) and greater than anticipated interest earnings ($583,000).
FY2008-09 Revenues are projected to increase by $162,578 over FY2007-08 estimated actual. This reflects the increased tax increment revenue due to assessed valuation increases in the Earthquake Recovery and Ocean Park Project areas ($3,612,334). Partially offsetting are less tax increment revenue from the Downtown Project area due to the temporary closure of Santa Monica Place for renovations ($401,663), the ending of lease payments from the General Fund for the Santa Monica Place parking structures debt service as all bonds have
146 been paid off ($1,160,320), a decrease in interest earnings ($425,000), and a decrease due to one-time revenues in the prior year from Santa Monica Place ($1,450,143), and other sources ($12,630).
FY2009-10 Revenues are estimated to be $3,438,000 greater than FY2008-09 budget. The increase is due to greater tax increment revenues that reflect assessed valuation increases in all project areas ($3,686,000) and offset partially by decreased interest earnings ($248,000).
147 Fund Changes
Community Development FY2007-08 Revised Budget$ 2,739,970 Block Grant (CDBG) Fund FY2007-08 Estimated Actual 1,352,000 Increase/(Decrease) -50.7%
The Community Development Block Grant FY2008-09 Budget$ 3,344,970 (CBDG) Fund accounts for Federal Increase/(Decrease) 147.4% entitlements under the Housing and Community Development Act of 1974 (as FY2009-10 Budget Plan$ 2,442,970 amended). The City Council annually allocates CDBG funds to various programs. Increase/(Decrease) -27.0%
FY2007-08 Estimated actual is projected to decrease by In Millions $1,387,970 from the revised budget. This $5 decrease reflects no draw downs of current $4 year block grant funds ($1,394,970), and is partially offset by greater interest earnings $3 ($7,000). $2 FY2008-09 $1
Projected increase of $1,992,970 from FY2007- $0 08 estimated actual reflects the drawdown of 05-06 06-07 07-08 08-09 09-10 the CDBG current year allocation ($1,394,970) Actual Actual Est. Budget Plan as well as increased draw downs of prior year allocations ($600,000) based on estimated spending for CDBG-funded projects. Partially offsetting is a slight decrease of $2,000 in interest earnings.
FY2009-10 Revenues are projected to decrease by $902,000 from FY2008-09 budget. This reflects an anticipated decrease in the drawdown of prior year block grant funds ($900,000) and less interest earnings ($2,000).
148 Fund Changes
Miscellaneous Grants FY2007-08 Revised Budget$ 8,914,894 Fund FY2007-08 Estimated Actual 11,545,190 Increase/(Decrease) 29.5%
This fund accounts for the receipt and FY2008-09 Budget$ 15,680,139 expenditure of miscellaneous federal, state Increase/(Decrease) 35.8% and county awarded grants and special allocations provided to the City. FY2009-10 Budget Plan$ 9,888,295
FY2007-08 Increase/(Decrease) -36.9% The $2,630,296 increase from FY2007-08 revised budget mainly reflects the net result of timing changes in the receipt of grants and In Millions the new grants received during the year. $20
FY2008-09 $15 The $4,134,949 increase is primarily due to $10 the timing changes in the receipt of grants and the new grants anticipated during the year. $5
FY2009-10 $0 The net decrease of $5,791,844 is primarily 05-06 06-07 07-08 08-09 09-10 due to the expected completion of a number Actual Actual Est. Budget Plan of grants in FY2008-09. Partially offsetting is the receipt of new grant funds.
149 Fund Changes
Citizens’ Option for Public FY2007-08 Revised Budget$ 182,000 Safety (COPS) Fund FY2007-08 Estimated Actual 185,223 Increase/(Decrease) 1.8%
This fund accounts for State-funded revenues FY2008-09 Budget$ 10,000 and associated expenditures for the Citizens Increase/(Decrease) -94.6% Option for Public Safety (COPS) program established per AB3229 of 1996. FY2009-10 Budget Plan$ 10,000
FY2007-08 Increase/(Decrease) 0.0% The increase of estimated actual over the revised budget is primarily due to greater than anticipated interest earnings. In Thousands $250 FY2008-09 $200 Decrease reflects potential State budget reduction. $150 $100 FY2009-10 $50 No change is projected. $0 05-06 06-07 07-08 08-09 09-10 Actual Actual Est. Budget Plan
150 Fund Changes
FY2007-08 Revised Budget$ 14,400,000 Beach House Fund FY2007-08 Estimated Actual 14,400,000 Increase/(Decrease) 0.0%
These revenues reflect a grant from the FY2008-09 Budget$ 11,265,633 Annenberg Foundation to be used for the Increase/(Decrease) -21.8% rehabilitation, adaptive reuse, and construction of the 415 Pacific Coast Highway FY2009-10 Budget Plan$ 1,916,802 (PCH) property, as well as operating revenues from the facility, which is scheduled to open Increase/(Decrease) -83.0% during FY2008-09.
FY2007-08 In Millions No change is projected from the revised $20 budget. $15 FY2008-09 $10 Revenues reflect the timing of the receipt of grant funding based on the project $5 construction cycle, which is scheduled to end during the year, as well as operating revenues $0 from the facility for a partial year. 05-06 06-07 07-08 08-09 09-10
Actual Actual Est. Budget Plan FY2009-10 Revenues reflect the operation of the facility for a full year.
151 Fund Changes
FY2007-08 Revised Budget$ 15,179,577 Water Fund FY2007-08 Estimated Actual 15,544,577 Increase/(Decrease) 2.4%
This fund accounts for revenues and expenses FY2008-09 Budget$ 15,680,113 of providing water service to the citizens of Increase/(Decrease) 0.9% the City. FY2009-10 Budget Plan$ 15,794,535 FY2007-08 Increase/(Decrease) 0.7% Estimated actual is $365,000 above the revised budget. This is the result of increased water demand mitigation fees ($150,000), greater interest earnings ($185,000), and a net In Millions increase of $30,000 from other revenue $20 sources. $15 FY2008-09 $10 Revenues are projected to be $135,536 greater than FY2007-08 estimated actual. $5 This reflects an increase in revenues from water sales ($207,034), water capital facilities $0 fees and developer payments ($180,000), and 05-06 06-07 07-08 08-09 09-10 other sources ($13,502). The increase is Actual Actual Est. Budget Plan partially offset by decreased water demand mitigation ($100,000), Baysaver fees ($10,000), and interest earnings ($155,000).
FY2009-10 Revenues are projected to be $114,422 greater than FY2008-09 budget due to increased revenues from water sales ($121,633) and other sources ($32,789). The increase is partially offset by a decrease in Baysaver fees ($10,000) and interest earnings ($30,000).
152 Fund Changes
Solid Waste FY2007-08 Revised Budget$ 18,273,375 Management Fund FY2007-08 Estimated Actual 18,514,630 Increase/(Decrease) 1.3%
This fund accounts for revenues and expenses FY2008-09 Budget$ 21,832,535 of operating the City's refuse collection, street Increase/(Decrease) 17.9% sweeping and cleaning, and recycling programs. FY2009-10 Budget Plan$ 22,382,940
FY2007-08 Increase/(Decrease) 2.5% Estimated actual is $241,255 above the revised budget, reflecting greater interest earnings ($110,000), transfer station activities In Millions ($110,700), and private hauler surcharges $25 ($81,700). Partially offsetting are less $20 construction and demolition fees ($33,000) and a net decrease of $28,145 from other $15 revenue sources. $10 FY2008-09 $5
Revenues are anticipated to be $3,317,905 $0 greater than FY2007-08 estimated actual due 05-06 06-07 07-08 08-09 09-10 to increased refuse collection fees Actual Actual Est. Budget Plan ($3,302,332) and more revenues from other sources ($187,673). The increase is partially offset by decreased private hauler surcharges ($162,100) and less projected interest earnings ($10,000).
FY2009-10 Revenues are projected to be $550,405 greater than FY2008-09 budget due to increases in refuse collection fees ($566,405), partially offset by a projected decrease in interest earnings ($16,000).
153 Fund Changes
FY2007-08 Revised Budget$ 3,207,900 Pier Fund FY2007-08 Estimated Actual 3,242,100 Increase/(Decrease) 1.1%
This fund accounts for revenues and expenses FY2008-09 Budget$ 3,298,041 connected with management and development Increase/(Decrease) 1.7% of the Santa Monica Pier. FY2009-10 Budget Plan$ 3,427,336 FY2007-08 Increase/(Decrease) 3.9% Estimated actual is $34,200 above the revised budget due to greater than anticipated interest earnings ($50,000). The increase is partially offset by less Common Area In Millions Maintenance (CAM) Fees ($13,000) and Special $5 Promotion Fees ($2,800). $4
FY2008-09 $3
Revenues are projected to be $55,941 more $2 than FY2007-08 estimated actual due to an increase in vendor/Pier rental revenues $1 ($156,000), CAM fees ($11,800), and revenues $0 from other sources ($32,141); partially offset 05-06 06-07 07-08 08-09 09-10 by less interest earnings ($144,000). Actual Actual Est. Budget Plan
FY2009-10 Revenues are projected to be $129,295 more than in FY2008-09 due to an increase in vendor/Pier rental revenues ($120,500), CAM fees ($11,000), and revenues from other sources ($8,795), partially offset by decreased interest earnings ($11,000).
154 Fund Changes
FY2007-08 Revised Budget$ 13,832,169 Wastewater Fund FY2007-08 Estimated Actual 13,602,375 Increase/(Decrease) -1.7%
This fund accounts for revenues and expenses FY2008-09 Budget$ 14,216,579 associated with maintaining the sanitary sewer Increase/(Decrease) 4.5% and storm drain systems within the City. FY2009-10 Budget Plan$ 14,628,951 FY2007-08 Increase/(Decrease) 2.9% Estimated actual is $229,794 below the revised budget. This reflects a decrease in the City of Los Angeles’ reimbursement for its share of the Moss Avenue Pumping Station In Millions operation and maintenance costs ($300,000), $20 less connection ($15,000) and industrial waste ($15,000) fees. The decrease is partially $15 offset by increased administrative fines ($31,000), underground tank permits $10 ($10,330), and revenues from other sources ($58,876). $5
FY2008-09 $0 05-06 06-07 07-08 08-09 09-10 Revenues are projected to be $614,204 Actual Actual Est. Budget Plan greater than FY2007-08 estimated actual due to increased sewer service charges ($402,200), wastewater capital facility fees ($690,000), and connection fees ($5,000), partially offset by environmental program revenues, primarily due to the transfer of revenues to the General Fund reflecting a reorganization ($344,000), less interest earnings ($124,000), and less revenue from other sources ($14,996).
FY2009-10 Revenues are projected to be $412,372 greater than in FY2008-09 due to increased sewer service charges ($338,175), greater City of Los Angeles reimbursement for its share of Moss Avenue Pumping Station operation and maintenance costs ($118,270), and more saddle fees ($927), partially offset by less interest earnings ($45,000).
155 Fund Changes
FY2007-08 Revised Budget$ 2,639,000 Civic Auditorium Fund FY2007-08 Estimated Actual 2,991,000 Increase/(Decrease) 13.3%
This fund accounts for revenues and expenses FY2008-09 Budget$ 2,704,000 connected with management of the Santa Increase/(Decrease) -9.6% Monica Civic Auditorium. FY2009-10 Budget Plan$ 2,987,000 FY2007-08 Increase/(Decrease) 10.5% Estimated actual is projected to be $352,000 more than the revised budget. This reflects greater than anticipated revenues from auditorium rentals ($240,000), interest In Millions earnings ($92,000), and concessions ($20,000). $5
$4 FY2008-09 The $287,000 projected decrease in revenues $3 is due to the closure of the facility for more $2 than one month for electrical system upgrades ($277,000), plus less interest earnings $1 ($10,000). $0
05-06 06-07 07-08 08-09 09-10 FY2009-10 Actual Actual Est. Budget Plan The $283,000 increase reflects the return of the facility to a full year of operations after the partial closure in FY2008-09 ($305,000), but the increase is partially offset by less interest earnings ($22,000).
156 Fund Changes
Airport/ FY2007-08 Revised Budget$ 4,498,098 Special Aviation Funds FY2007-08 Estimated Actual 4,575,686 Increase/(Decrease) 1.7%
These funds account for revenues and FY2008-09 Budget$ 4,632,892 expenses connected with management of the Increase/(Decrease) 1.3% Santa Monica Municipal Airport. FY2009-10 Budget Plan$ 4,785,878 FY2007-08 Increase/(Decrease) 3.3% The $77,588 increase from the revised budget reflects greater than anticipated land lease revenues ($66,541), tie down charges ($30,200), and interest earnings ($41,000); In Millions partially offset by less than anticipated fuel $6 sales ($30,787), hangar rentals ($23,715), and net revenues from other sources ($5,651). $4 FY2008-09 Revenues are projected to be $57,206 more $2 than FY2007-08 estimated actual due to more hangar rental revenue ($88,452), fuel sales $0 ($30,787), and office/shop rentals ($20,478). 05-06 06-07 07-08 08-09 09-10 Partially offsetting are less land lease revenue Actual Actual Est. Budget Plan ($48,072), tie-down revenues ($30,200), and interest earnings ($4,239).
FY2009-10 Revenues are projected to be $152,986 more than FY2008-09 budget, reflecting more land lease revenue ($54,387), hangar rental revenue ($35,087), office/shop rentals ($28,193), and revenues from other sources ($35,319).
157 Fund Changes
Stormwater FY2007-08 Revised Budget$ 1,596,632 Management Fund FY2007-08 Estimated Actual 1,642,034 Increase/(Decrease) 2.8%
This fund accounts for revenues and expenses FY2008-09 Budget$ 1,596,042 associated with storm water management. Increase/(Decrease) -2.8%
FY2007-08 FY2009-10 Budget Plan$ 1,598,022 Estimated actual is $45,402 greater than the Increase/(Decrease) 0.1% revised budget due to increased stormwater in-lieu fees ($19,372), interest earnings ($22,000), and reimbursements from the City of Los Angeles for SMURRF operating costs In Millions ($10,230); partially offset by less stormwater $5 management user fees ($6,000) and sales of $4 recycled water ($200). $3 FY2008-09 $2 Revenues are projected to be $45,992 less than FY2007-08 estimated actual due to $1 decreased interest earnings ($13,000), sales of $0 recycled water ($18,700), and stormwater in- 05-06 06-07 07-08 08-09 09-10 lieu fees ($19,372). Partially offsetting is an Actual Actual Est. Budget Plan increased reimbursement from the City of Los Angeles for SMURRF operating costs ($5,080).
FY2009-10 Revenues are projected to be $1,980 greater than FY2008-09 budget due to a projected increase in reimbursements from the City of Los Angeles for SMURRF operating costs ($5,280), partially offset by less projected interest earnings ($3,000) and sales of recycled water ($300).
158 Fund Changes
FY2007-08 Revised Budget$ 818,328 Cemetery Fund FY2007-08 Estimated Actual 860,338 Increase/(Decrease) 5.1%
This fund accounts for revenues and expenses FY2008-09 Budget$ 828,111 associated with operation of Woodlawn Increase/(Decrease) -3.7% Cemetery. FY2009-10 Budget Plan$ 847,967 FY2007-08 Increase/(Decrease) 2.4% Estimated actual is $42,010 greater than the revised budget. This reflects increased mausoleum sales ($35,000) and cemetery miscellaneous sales ($20,010), partially offset In Thousands by less than anticipated interest earnings $1,000 ($13,000). $800
FY2008-09 $600
Revenues are projected to be $32,227 less $400 than FY2007-08 estimated actual due to decreased mausoleum sales ($33,125), $200 cemetery miscellaneous sales ($12,760), and $0 interest earnings ($1,100). Partially offsetting 05-06 06-07 07-08 08-09 09-10 are increased cemetery lot sales ($8,661) and Actual Actual Est. Budget Plan mausoleum miscellaneous sales ($6,097).
FY2009-10 Revenues are projected to be $19,856 greater than FY2008-09 budget due to increased cemetery lot sales ($10,653), mausoleum sales ($2,306), and cemetery miscellaneous sales ($8,917), partially offset by less mausoleum miscellaneous sales ($1,420) and interest earnings ($600).
159 Fund Changes
FY2007-08 Revised Budget$ 66,772,178 Big Blue Bus Fund FY2007-08 Estimated Actual 82,232,207 Increase/(Decrease) 23.2%
This fund accounts for revenues and expenses FY2008-09 Budget$ 106,252,347 related to operation of the City's municipal Increase/(Decrease) 29.2% bus lines. FY2009-10 Budget Plan$ 97,863,613 FY2007-08 Increase/(Decrease) -7.9% Estimated actual is $15.5 million greater than the revised budget, reflecting more than anticipated net capital expense reimbursements ($14.6 million) and additional In Millions State Transit Assistance (STA) funds of $1.0 $120 million from the revised Governor’s state budget. The increase is partially offset by a net decrease of $0.1 million in revenues from $80 other sources. $40 FY2008-09
Revenues reflecting anticipated operating and $0 capital funding allocations are projected to be 05-06 06-07 07-08 08-09 09-10 $24 million greater than FY2007-08 estimated Actual Actual Est. Budget Plan actual reflecting increased net capital expense reimbursements, primarily for the Campus Expansion project, from the Los Angeles County Metropolitan Transit Authority (MTA).
FY2009-10 Revenues are projected to be $7.4 million less than in FY2008-09 due to a decrease of $10.9 million in capital expense reimbursements as the Campus Expansion project winds down; partially offset by increases in MTA funding of $3.3 million and $0.2 million from various local revenue sources.
160 Fund Changes
FY2007-08 Revised Budget$ 1,780,400 Gas Tax Fund FY2007-08 Estimated Actual 1,172,850 Increase/(Decrease) -34.1%
This fund accounts for State gasoline tax FY2008-09 Budget$ 2,288,150 allocations provided to the City for street Increase/(Decrease) 95.1% related purposes. FY2009-10 Budget Plan$ 1,710,000 FY2007-08 Increase/(Decrease) -25.3% Estimated actual is $607,550 less than the revised budget. The decrease reflects delay in receipt of gas tax apportionment funding ($577,150) and less than projected interest In Millions earnings ($35,000), partially offset by the $4 increase in lease rental revenue ($4,600). $3 FY2008-09 $2 Revenues are projected to be $1,115,300 greater than FY2007-08 estimated actual due $1 to repayment of the prior year tax apportionment funds that were withheld in $0 FY2007-08 ($1,154,300), partially offset by a 05-06 06-07 07-08 08-09 09-10 projected decrease in interest earnings Actual Actual Est. Budget Plan ($39,000). The above tax apportionment amount includes full-year funding for FY2008- 09.
FY2009-10 Revenues are projected to be $578,150 less than FY2008-09 budget due to the one-time payment in the prior year ($577,150) and decreased interest earnings ($1,000).
161 Fund Changes
Air Quality Management FY2007-08 Revised Budget$ 262,000 District (AQMD) Fund FY2007-08 Estimated Actual 533,000 Increase/(Decrease) 103.4%
This fund accounts for the receipt of Air FY2008-09 Budget$ 661,000 Quality Management District funds and eligible Increase/(Decrease) 24.0% expenditures. FY2009-10 Budget Plan$ 185,000 FY2007-08 Increase/(Decrease) -72.0% Increase from the revised budget is due to the receipt of the Carl Moyers grant of $56,000, greater than anticipated Mobile Source Reduction Committee (MSRC) discretionary In Thousands funds for low emission engines and vehicles $800 ($150,000), increased AB2766 fees ($63,000), and more interest earnings ($2,000). $600
FY2008-09 $400
Increase of $128,000 from FY2007-08 $200 estimated actual reflects increased MSRC discretionary funds ($185,000) for low $0 emission heavy-duty vehicles, partially offset 05-06 06-07 07-08 08-09 09-10 by the completion of the Carl Moyers grant in Actual Actual Est. Budget Plan FY2007-08 ($56,000), and less interest earnings ($1,000).
FY2009-10 Decrease from FY2008-09 budget reflects less MSRC funds ($475,000) as future receipt of these funds is uncertain and less interest earnings ($1,000).
162 Fund Changes
Parks and Recreation FY2007-08 Revised Budget $ 38,300 Facilities Fund FY2007-08 Estimated Actual 54,100 Increase/(Decrease) 41.3%
This fund accounts for funds collected under FY2008-09 Budget $ 48,000 the City’s Unit Dwelling Tax, which is $200 for Increase/(Decrease) -11.3% each dwelling unit constructed in the City ($1,000 for single family residence). The FY2009-10 Budget Plan $ 48,700 funds are used for the acquisition, improvement, and expansion of public parks, Increase/(Decrease) 1.5% playgrounds, and recreational facilities.
FY2007-08 In Thousands Increase from the revised budget reflects $80 greater than anticipated Unit Dwelling Taxes ($14,000) and interest earnings ($1,800). $60
FY2008-09 $40
Revenues are projected to be $6,100 less than $20 FY2007-08 estimated actual due to decreased interest earnings. $0
05-06 06-07 07-08 08-09 09-10 FY2009-10 Actual Actual Est. Budget Plan The $700 increase from FY2008-09 budget reflects more interest earnings.
163 Fund Changes
Vehicle Management FY2007-08 Revised Budget$ 11,321,010 Fund FY2007-08 Estimated Actual 11,303,479 Increase/(Decrease) -0.2%
This fund receives allocations from City FY2008-09 Budget$ 9,892,292 departments to finance the City’s annual Increase/(Decrease) -12.5% scheduled costs for vehicle maintenance, fuel, the scheduled replacement of vehicles, and FY2009-10 Budget Plan$ 11,048,601 the operating costs and future replacement of the City’s compressed natural gas (CNG) Increase/(Decrease) 11.7% facility.
FY2007-08 In Millions The $17,531 decrease from the revised budget $15 reflects less interest earnings ($150,000), partially offset by unanticipated sales of obsolete vehicles ($102,500) and a net $10 increase of $29,969 in revenues from other sources. $5
FY2008-09 $0 The budget is projected to be $1.4 million less 05-06 06-07 07-08 08-09 09-10 than FY2007-08 estimated actual primarily due Actual Actual Est. Budget Plan to a reduction of contributions from participating funds for program savings from FY2003-04 to FY2006-07, as well as normal fluctuation of the vehicle replacement program contributions.
FY2009-10 The budget plan is projected to be $1.2 million greater than FY2008-09 budget due to the resumption of normal contribution levels from participating funds for the replacement program, as well as greater contributions for maintenance and fuel, partially offset by less interest earnings.
164 Fund Changes Information Technology FY2007-08 Revised Budget$ 1,805,601 Services and Replacement FY2007-08 Estimated Actual 1,784,000 Fund Increase/(Decrease) -1.2%
This fund receives allocations from City FY2008-09 Budget$ 1,796,549 departments to finance the City’s annual Increase/(Decrease) 0.7% scheduled costs for replacement of computer equipment and telephone-related services. FY2009-10 Budget Plan$ 1,676,499
FY2007-08 Increase/(Decrease) -6.7% Estimated actual is $21,601 less than the revised budget. This decrease reflects less than anticipated contributions for current and In Millions future replacement of computer equipment, $3 partially offset by greater interest earnings.
$2 FY2008-09 Revenues are projected to be $12,549 greater than FY2007-08 estimated actual primarily due $1 to increased contributions from other City funds for purchases of additional computer $0 equipment based on projected need, partially 05-06 06-07 07-08 08-09 09-10 offset by less interest earnings. Actual Actual Est. Budget Plan
FY2009-10 Revenues are projected to be $120,050 less than FY2008-09 budget due to decreases in contributions from other City funds for purchases of additional computer equipment, based on projected needs at this time, and less interest earnings.
165 Fund Changes
Comprehensive FY2007-08 Revised Budget$ 5,719,300 Self-Insurance Fund FY2007-08 Estimated Actual 5,626,368 Increase/(Decrease) -1.6%
This fund accounts for contributions from FY2008-09 Budget$ 5,898,500 other funds and expenses related to the Increase/(Decrease) 4.8% administration and payment of general liability claims. FY2009-10 Budget Plan$ 6,170,200
FY2007-08 Increase/(Decrease) 4.6% Estimated actual reflects a decrease in interest earnings ($175,000), partially offset by greater than anticipated contributions from In Millions other funds ($55,700) and unanticipated $10 insurance recoveries ($26,368). $8
FY2008-09 $6
Revenues are projected to be $272,132 more $4 than FY2007-08 estimated actual. This reflects an increase in required contributions $2 from City funds to meet operating and reserve $0 requirements based on an analysis of potential 05-06 06-07 07-08 08-09 09-10 claims against the City ($248,500) and greater Actual Actual Est. Budget Plan interest earnings ($50,000). The increase is partially offset by less insurance recoveries ($26,368).
FY2009-10 Revenues are projected to be $271,700 greater than FY2008-09 budget. This reflects an increase in required contributions from City funds to meet operating and reserve requirements.
166 Fund Changes
Bus FY2007-08 Revised Budget$ 1,689,500 Self-Insurance Fund FY2007-08 Estimated Actual 1,652,500 Increase/(Decrease) -2.2%
This fund accounts for contributions from the FY2008-09 Budget$ 1,939,600 Big Blue Bus Fund and expenses related to the Increase/(Decrease) 17.4% administration and payment of bus-related liability claims. FY2009-10 Budget Plan$ 2,019,400
FY2007-08 Increase/(Decrease) 4.1% Estimated actual is $37,000 below the revised budget due to less interest earnings. In Millions FY2008-09 $5 Revenues are projected to be $287,100 more $4 than FY2007-08 estimated actual. This reflects an increase in the contribution $3 needed from the Big Blue Bus Fund to meet $2 operating needs and reserve requirements ($279,100), and an increase in projected $1 interest earnings ($8,000). $0
05-06 06-07 07-08 08-09 09-10 FY2009-10 Actual Actual Est. Budget Plan Revenues are projected to be $79,800 more than FY2008-09 budget, reflecting an increase in the contribution needed from the Big Blue Bus Fund to meet operating needs and reserve requirements ($83,800). The increase is slightly offset by a reduction in projected interest earnings ($4,000).
167 Fund Changes
Automobile FY2007-08 Revised Budget$ 812,900 Self-Insurance Fund FY2007-08 Estimated Actual 799,661 Increase/(Decrease) -1.6%
This fund accounts for contributions from FY2008-09 Budget$ 786,900 other funds and expenses related to the Increase/(Decrease) -1.6% administration and payment of automobile- related liability claims. FY2009-10 Budget Plan$ 821,500
FY2007-08 Increase/(Decrease) 4.4% Estimated actual is $13,239 below the revised budget due to less interest earnings ($20,000), partially offset by greater than anticipated In Thousands insurance recoveries ($6,761). $1,000
$800 FY2008-09 Revenues are projected to be $12,761 less $600 than FY2007-08 estimated actual. This $400 reflects a decrease in the contribution needed from the Automobile Fund to meet operating $200 needs and reserve requirements ($18,000), $0 partially offset by increased interest earnings 05-06 06-07 07-08 08-09 09-10 and other revenues ($5,239). Actual Actual Est. Budget Plan
FY2009-10 Revenues are projected to be $34,600 greater than FY2008-09 budget, reflecting an increase in the contribution needed from the Automobile Fund to meet operating needs and reserve requirements ($39,600). This increase is partially offset by less interest earnings ($5,000).
168 Fund Changes
Workers’ Compensation FY2007-08 Revised Budget$ 7,000,400 Self-Insurance Fund FY2007-08 Estimated Actual 7,110,400 Increase/(Decrease) 1.6%
This fund accounts for contributions from City FY2008-09 Budget$ 7,573,900 Departments and expenses related to the Increase/(Decrease) 6.5% administration and payment of workers' compensation claims. FY2009-10 Budget Plan$ 7,476,400
FY2007-08 Increase/(Decrease) -1.3% Estimated actual is $110,000 greater than the revised budget. This reflects increased insurance recoveries ($150,000), partially In Millions offset by decreased interest earnings $10 ($40,000). $8
FY2008-09 $6
Revenues are projected to be $463,500 $4 greater than FY2007-08 estimated actual, reflecting an increase in contributions $2 required from all City funds to meet operating $0 and reserve requirements ($653,500). The 05-06 06-07 07-08 08-09 09-10 increase is partially offset by a decrease in Actual Actual Est. Budget Plan projected insurance recoveries ($150,000) and interest earnings ($40,000).
FY2009-10 Revenues are projected to be $97,500 less than FY2008-09 budget. This reflects a decrease in contributions from other City funds to meet operating and reserve requirements ($37,500) and less interest earnings ($60,000).
169 Fund Changes
FY2007-08 Revised Budget$ 366,131 Parking Authority Fund FY2007-08 Estimated Actual 571,131 Increase/(Decrease) 56.0%
The Parking Authority is a financing authority FY2008-09 Budget$ 499,785 for the City's parking structures. The fund Increase/(Decrease) -12.5% provides capital funding for new and improved parking facilities primarily in downtown Santa FY2009-10 Budget Plan$ 454,279 Monica. Increase/(Decrease) -9.1% FY2007-08 Estimated actual is $205,000 greater than the revised budget, reflecting greater than In Millions anticipated interest earnings. $1.5
FY2008-09 $1.0 Revenues are projected to be $71,346 less than FY2007-08 estimated actual, reflecting decreased interest earnings ($75,000) and $0.5 partially offset by the annual CPI increase applied to the payment from the General Fund $0.0 for a portion of the lease of the 175 Ocean 05-06 06-07 07-08 08-09 09-10 Park Boulevard property ($3,654). Actual Actual Est. Budget Plan
FY2009-10 Revenues are projected to be $45,506 less than the FY2008-09 budget, reflecting less interest earnings ($50,000) and partially offset by the annual CPI increase applied to the payment from the General Fund for a portion of the lease of 175 Ocean Park Boulevard ($4,494).
170 Fund Changes
Reimbursements and FY2007-08 Revised Budget$ 44,145,663 Transfers FY2007-08 Estimated Actual 44,296,231 Increase/(Decrease) 0.3%
These are technical changes to eliminate FY2008-09 Budget$ 43,555,424 double counting of certain revenues appearing Increase/(Decrease) -1.7% in two funds and revenues paid by one fund to another due to accounting procedures. FY2009-10 Budget Plan$ 45,702,021
FY2007-08 Increase/(Decrease) 4.9% Estimated actual reimbursements and transfers are projected to be $150,568 more than the FY2007-08 revised budget. In Millions $50.0 FY2008-09 $40.0 Projected reimbursements and transfers are $740,807 less than the FY2007-08 estimated $30.0 actual. $20.0
FY2009-10 $10.0 Projected reimbursements and transfers are $0.0 $2,146,597 more than the FY2008-09 budget. 05-06 06-07 07-08 08-09 09-10 Actual Actual Est. Budget Plan
171 Fund Changes
FY2007-08 Revised Budget $7,224,000 Disaster Relief Fund FY2007-08 Estimated Actual 4,751,000 Increase/(Decrease) -34.2%
Reimbursements from the Federal Emergency FY2008-09 Budget $4,543,800 Management Agency (FEMA) and the California Increase/(Decrease) -4.4% State Office of Emergency Services for projects related to the Northridge earthquake. FY2009-10 Budget Plan $0
FY2007-08 Increase/(Decrease) -100.0% Estimated actual is $2,473,000 less than the revised budget, reflecting changes in project schedules. In Millions $6.0 FY2008-09
Revenues reflect anticipated federal and state $4.0 reimbursements of projected City spending on earthquake recovery projects, reimbursements from the Wastewater Fund and $2.0 Redevelopment Agency for their shares of Disaster Recovery Office costs, and interest $0.0 earnings. 05-06 06-07 07-08 08-09 09-10
Actual Actual Est. Budget Plan FY2009-10 No reimbursements are anticipated as all projects are expected to be complete by the end of FY2008-09.
172 FY2008-09 Expenditure Summary by Major Object
Supplies and Expenses Capital Fund Salaries and Wages (including Capital Outlay) Operating Total Improvements Fund Total General (01) $173,057,837 73,594,794 246,652,631 $5,848,299 $252,500,930 Capital Projects (02) 0 ($11,766,378) (11,766,378) 11,766,378 0 Special Revenue Source (04) 0 547,655 547,655 500,000 1,047,655 Charnock (05) 0 4,922,134 4,922,134 0 4,922,134 Clean Beaches/Ocean Parcel Tax (06) 0 0 0 583,000 583,000 Beach (11) 1,559,536 4,757,595 6,317,131 419,878 6,737,009 Housing Authority (12) 0 15,709,115 15,709,115 6,100 15,715,215 TORCA (14) 0 79,896 79,896 300,000 379,896 Low and Moderate Income Housing (15) 0 2,728,859 2,728,859 10,193,100 12,921,959 Downtown Redevelopment (16) 0 711,271 711,271 0 711,271 Earthquake Redevelopment (17) 0 25,435,176 25,435,176 38,105,000 63,540,176 Ocean Park Redevelopment (18) 0 1,750,968 1,750,968 1,100,000 2,850,968 CDBG (19) 0 1,135,938 1,135,938 610,000 1,745,938 Misc. Grants (20) 0 3,147,204 3,147,204 5,560,906 8,708,110 Asset Seizure (21) 0 0 0 0 Beach Fund (24) 704,912 1,410,836 2,115,748 77,300 2,193,048 Water (25) 5,410,336 10,173,839 15,584,175 2,802,426 18,386,601 Solid Waste Management (27) 7,893,870 12,404,418 20,298,288 745,279 21,043,567 173 Pier (30) 1,663,932 (809,243) 854,689 5,383,320 6,238,009 Wastewater (31) 2,060,026 9,625,155 11,685,181 5,203,716 16,888,897 Civic Auditorium (32) 2,554,679 732,015 3,286,694 469,250 3,755,944 Airport (33) 1,219,115 3,016,483 4,235,598 236,987 4,472,585 Stormwater (34) 0 2,076,273 2,076,273 0 2,076,273 Cemetery (37) 779,934 588,331 1,368,265 5,193 1,373,458 Big Blue Bus (41) 35,579,745 16,306,223 51,885,968 36,219,936 88,105,904 Gas Tax (43) 0 2,272,450 2,272,450 0 2,272,450 SCAQMD AB 2766 (44) 0 2,400 2,400 650,000 652,400 Parks and Recrecation (53) 0 0 0 0 0 Vehicle Management (54) 2,751,872 2,933,026 5,684,898 4,985,267 10,670,165 Info Tech Replacement and Services (55) 0 0 0 1,415,894 1,415,894 Self-insurance, Comrephensive (56) 0 5,311,800 5,311,800 0 5,311,800 Self-insurance, Bus (57) 0 1,794,500 1,794,500 0 1,794,500 Self-insurance, Auto (58) 0 792,100 792,100 0 792,100 Self-insurance, Workers' Comp (59) 1,445,808 5,788,300 7,234,108 20,370 7,254,478 Parking Authority (77) 1,494 $796,316 797,810 797,810 SUBTOTAL $236,683,096 $197,969,449 $434,652,545 $133,207,599 $567,860,144 Reimbursements and Transfers: (38,462,975) (38,462,975) (4,999,809) (43,462,784) GRAND TOTAL $236,683,096 $159,506,474 $396,189,570 $128,207,790 $524,397,360 Diaster Relief (13) $11,150 11,150 $0 $11,150
Source: Budget Checking By Fund Report Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan
General Fund Operating Budget City Council $ 446,786 $ 677,700 $ 644,643 $ 598,171 $(46,472) (7.2) % $ 626,117 City Manager 7,717,679 8,237,054 4,448,076 9,350,679 4,902,603 110.2 9,147,201 Records & Election Services 1,853,162 2,000,255 2,022,369 2,595,778 573,409 28.4 2,242,390 City Attorney 7,318,032 7,866,170 8,458,895 8,853,886 394,991 4.7 9,225,467 Finance 7,590,913 8,029,953 8,698,536 9,114,440 415,904 4.8 9,460,459 Human Resources 2,255,234 2,426,856 3,135,035 3,215,630 80,595 2.6 3,369,092 Information Systems 0 0 5,575,233 5,833,482 258,249 4.6 6,154,835 Community Maintenance 0 0 25,637,663 26,827,492 1,189,829 4.6 27,295,029 Planning & Comm. Development 17,331,156 18,654,338 19,879,416 19,776,128 (103,288) (0.5) 19,970,261
174 Police 58,642,694 61,132,300 62,024,063 65,034,829 3,010,766 4.9 68,200,831 Fire 21,745,666 22,258,546 23,055,975 25,439,318 2,383,343 10.3 26,565,695 Community & Cultural Services 27,995,231 30,481,961 24,426,834 23,974,008 (452,826) (1.9) 24,741,282 Library 7,615,646 8,871,205 10,318,751 10,643,281 324,530 3.1 11,142,226 Housing & Economic Development 5,104,245 5,381,543 8,739,316 9,083,876 344,560 3.9 9,296,299 Public Works 14,478,342 15,659,657 8,708,412 8,978,549 270,137 3.1 9,448,358 Operating Budget $180,094,786 $191,677,538 $215,773,217 $229,319,547 $ 13,546,330 6.3 % $236,885,542 Non-Departmental Program All Other Transactions 18,665,281 18,587,018 21,547,598 21,340,220 (207,378) (1.0) 21,559,891 Non-Departmental Program $18,665,281 $18,587,018 $21,547,598 $21,340,220 $(207,378) (1.0) % $21,559,891
Program Subtotal 198,760,067 210,264,556 237,320,815 250,659,767 13,338,952 5.6% 258,445,433 Interfund Transfers (5,582,385) (3,682,068) 5,896,576 (4,007,136) (9,903,712) (168.0) (6,694,561) Operating Budget Total $193,177,682 $206,582,488 $243,217,391 $246,652,631 $ 3,435,240 1.4 % $251,750,872 Capital Budget 41,734,041 32,253,614 60,911,755 5,848,299 (55,063,456) (90.4) 5,321,802 Sub-Total $234,911,723 $238,836,102 $304,129,146 $ 252,500,930 $(51,628,216) (17.0) % $ 257,072,674 Less Reappropriated Capital* 0 0 53,857,655 0 (53,857,655) (100.0) 0 General Fund Total $ 234,911,723 $ 238,836,102 $ 250,271,491 $ 252,500,930 $ 2,229,439 0.9 % $ 257,072,674 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Capital Projects Fund Interfund Transfers $ 0 $ 0 $(18,490,200) $(11,766,378) $ 6,723,822 (36.4) % $(9,764,000) Capital Budget 0 0 18,490,200 11,766,378 (6,723,822) (36.4) 9,764,000 Sub-Total $ 0 $ 0 $ 0 $ 0 $ 0 N/A % $ 0 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Capital Projects Fund Total $ 0 $ 0 $ 0 $ 0 $ 0 N/A % $ 0
Special Revenue Source Fund All Others $ 38,083 $ 120 $ 0 $ 0 $ 0 N/A % $ 0 Interfund Transfers 354,903 517,155 467,000 547,655 80,655 17.3 559,612 Operating Budget 0 0 0 0 0 N/A 0
175 Capital Budget 4,108,414 660,884 8,895,800 500,000 (8,395,800) (94.4) 3,300,000 Sub-Total $ 4,501,400 $ 1,178,159 $ 9,362,800 $ 1,047,655 $(8,315,145) (88.8) % $ 3,859,612 Less Reappropriated Capital * 0 0 6,422,362 0 (6,422,362) (100.0) 0 Special Revenue Source Fund Total $ 4,501,400 $ 1,178,159 $ 2,940,438 $ 1,047,655 $(1,892,783) (64.4) % $ 3,859,612
Charnock Fund Interfund Transfers $ 500,000 $ 500,000 $ 223,478 $ 236,993 $ 13,515 6.0 % $ 249,632 Operating Budget 10,020,335 6,676,461 4,413,335 4,685,141 271,806 6.2 5,091,303 Capital Budget 3,060,122 1,535,317 14,169,847 0 (14,169,847) (100.0) 0 Sub-Total $ 13,580,457 $ 8,711,778 $ 18,806,660 $ 4,922,134 $(13,884,526) (73.8) % $ 5,340,935 Less Reappropriated Capital * 0 0 9,869,846 0 (9,869,846) (100.0) 0 Charnock Fund Total $ 13,580,457 $ 8,711,778 $ 8,936,814 $ 4,922,134 $(4,014,680) (44.9) % $ 5,340,935
Clean Bchs & Ocean Prcl Tx Fd Capital Budget $ 0 $ 0 $ 283,000 $ 583,000 $ 300,000 106.0 % $ 283,000 Sub-Total $ 0 $ 0 $ 283,000 $ 583,000 $ 300,000 106.0 % $ 283,000 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Clean Bchs & Ocean Prcl Tx Fd Total $ 0 $ 0 $ 283,000 $ 583,000 $ 300,000 106.0 % $ 283,000 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Beach Recreation Fund Interfund Transfers $ 1,422,368 $ 0 $(6,790) $ 0 $ 6,790 (100.0) % $ 0 Operating Budget 3,956,491 5,487,160 6,336,202 6,317,131 (19,071) (0.3) 6,591,004 Capital Budget 277,131 386,957 2,096,308 419,878 (1,676,430) (80.0) 317,928 Sub-Total $ 5,655,990 $ 5,874,117 $ 8,425,720 $ 6,737,009 $(1,688,711) (20.0) % $ 6,908,932 Less Reappropriated Capital * 0 0 1,703,931 0 (1,703,931) (100.0) 0 Beach Recreation Fund Total $ 5,655,990 $ 5,874,117 $ 6,721,789 $ 6,737,009 $ 15,220 0.2 % $ 6,908,932
Housing Authority Fund All Others $ 13,100,623 $ 13,417,933 $ 15,275,200 $ 15,553,600 $ 278,400 1.8 % $ 15,841,500 Interfund Transfers 1,292,124 1,133,035 136,200 155,515 19,315 14.2 208,500
176 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 6,100 6,100 6,100 6,100 0 0.0 6,100 Sub-Total $ 14,398,847 $ 14,557,068 $ 15,417,500 $ 15,715,215 $ 297,715 1.9 % $ 16,056,100 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Housing Authority Fund Total $ 14,398,847 $ 14,557,068 $ 15,417,500 $ 15,715,215 $ 297,715 1.9 % $ 16,056,100
TORCA Fund All Others $ 10,896 $ 7,088 $ 5,559 $ 6,396 $ 837 15.1 % $ 6,649 Interfund Transfers 60,200 40,274 73,700 73,500 (200) (0.3) 75,500 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 2,820,113 708,119 7,381,177 300,000 (7,081,177) (95.9) 100,000 Sub-Total $ 2,891,209 $ 755,481 $ 7,460,436 $ 379,896 $(7,080,540) (94.9) % $ 182,149 Less Reappropriated Capital * 0 0 5,856,325 0 (5,856,325) (100.0) 0 TORCA Fund Total $ 2,891,209 $ 755,481 $ 1,604,111 $ 379,896 $(1,224,215) (76.3) % $ 182,149 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Low/Mod Income Housing Fund All Others $ 1,505,379 $ 1,213,265 $ 1,238,929 $ 1,238,659 $(270) (0.0) % $ 1,239,600 Interfund Transfers 139,100 214,004 1,486,600 1,490,200 3,600 0.2 1,494,700 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 2,301,275 17,076,138 19,875,282 10,193,100 (9,682,182) (48.7) 11,063,000 Sub-Total $ 3,945,754 $ 18,503,407 $ 22,600,811 $ 12,921,959 $(9,678,852) (42.8) % $ 13,797,300 Less Reappropriated Capital * 0 0 8,746,905 0 (8,746,905) (100.0) 0 Low/Mod Income Housing Fund Total $ 3,945,754 $ 18,503,407 $ 13,853,906 $ 12,921,959 $(931,947) (6.7) % $ 13,797,300
Downtown Redevel Project Fund All Others $ 2,596,305 $ 2,577,836 $ 2,022,797 $ 300,191 $(1,722,606) (85.2) % $ 303,235
177 Interfund Transfers 304,970 252,550 429,900 411,080 (18,820) (4.4) 428,280 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 39,735 1,160,414 1,950,994 0 (1,950,994) (100.0) 0 Sub-Total $ 2,941,010 $ 3,990,800 $ 4,403,691 $ 711,271 $(3,692,420) (83.8) % $ 731,515 Less Reappropriated Capital * 0 0 550,994 0 (550,994) (100.0) 0 Downtown Redevel Project Fund Total $ 2,941,010 $ 3,990,800 $ 3,852,697 $ 711,271 $(3,141,426) (81.5) % $ 731,515
Earthquake Recov Redvl Proj Fd All Others $ 15,684,194 $ 16,539,622 $ 17,579,634 $ 19,433,522 $ 1,853,888 10.5 % $ 20,852,777 Interfund Transfers 4,629,219 5,280,603 5,745,108 6,001,654 256,546 4.5 6,076,186 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 2,758,386 7,036,982 76,032,914 38,105,000 (37,927,914) (49.9) 28,979,000 Sub-Total $ 23,071,799 $ 28,857,207 $ 99,357,656 $ 63,540,176 $(35,817,480) (36.0) % $ 55,907,963 Less Reappropriated Capital * 0 0 55,483,614 0 (55,483,614) (100.0) 0 Earthquake Recov Redvl Proj Fd Total $ 23,071,799 $ 28,857,207 $ 43,874,042 $ 63,540,176 $ 19,666,134 44.8 % $ 55,907,963 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Ocean Park Redev Proj Fund All Others $ 1,666,111 $ 1,721,973 $ 1,533,415 $ 1,542,288 $ 8,873 0.6 % $ 1,551,223 Interfund Transfers 131,717 67,647 201,300 208,680 7,380 3.7 215,380 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 732,533 239,117 5,366,990 1,100,000 (4,266,990) (79.5) 1,500,000 Sub-Total $ 2,530,361 $ 2,028,737 $ 7,101,705 $ 2,850,968 $(4,250,737) (59.9) % $ 3,266,603 Less Reappropriated Capital * 0 0 3,766,990 0 (3,766,990) (100.0) 0 Ocean Park Redev Proj Fund Total $ 2,530,361 $ 2,028,737 $ 3,334,715 $ 2,850,968 $(483,747) (14.5) % $ 3,266,603
CDBG Fund All Others $ 10,850 $ 5,600 $ 3,433 $ 4,356 $ 923 26.9 % $ 4,376
178 Interfund Transfers 709,999 783,329 1,437,979 1,131,582 (306,397) (21.3) 1,131,582 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 168,323 3,640,566 3,662,529 610,000 (3,052,529) (83.3) 600,000 Sub-Total $ 889,172 $ 4,429,495 $ 5,103,941 $ 1,745,938 $(3,358,003) (65.8) % $ 1,735,958 Less Reappropriated Capital * 0 0 1,294,468 0 (1,294,468) (100.0) 0 CDBG Fund Total $ 889,172 $ 4,429,495 $ 3,809,473 $ 1,745,938 $(2,063,535) (54.2) % $ 1,735,958
Miscellaneous Grants Fund All Others $ 479 $ 478,321 $ 1,396,207 $ 431,005 $(965,202) (69.1) % $ 352,140 Interfund Transfers 2,276,291 2,190,701 3,392,683 2,716,199 (676,484) (19.9) 2,720,399 Capital Budget 5,342,300 4,337,969 27,707,051 5,560,906 (22,146,145) (79.9) 5,779,000 Sub-Total $ 7,619,070 $ 7,006,991 $ 32,495,941 $ 8,708,110 $(23,787,831) (73.2) % $ 8,851,539 Less Reappropriated Capital * 0 0 24,693,407 0 (24,693,407) (100.0) 0 Miscellaneous Grants Fund Total $ 7,619,070 $ 7,006,991 $ 7,802,534 $ 8,708,110 $ 905,576 11.6 % $ 8,851,539 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Asset Seizure Fund Operating Budget 0 0 0 0 0 N/A 0 Capital Budget $ 4,100 $ 0 $ 122,928 $ 0 $(122,928) (100.0) % $ 0 Sub-Total $ 4,100 $ 0 $ 122,928 $ 0 $(122,928) (100.0) % $ 0 Less Reappropriated Capital * 0 0 72,928 0 (72,928) (100.0) 0 Asset Seizure Fund Total $ 4,100 $ 0 $ 50,000 $ 0 $(50,000) (100.0) % $ 0
COPS Fund Operating Budget 0 0 0 0 0 N/A 0 Capital Budget $ 70,493 $ 164,312 $ 409,919 $ 0 $(409,919) (100.0) % $ 0 Sub-Total $ 70,493 $ 164,312 $ 409,919 $ 0 $(409,919) (100.0) % $ 0
179 Less Reappropriated Capital * 0 0 38,525 0 (38,525) (100.0) 0 COPS Fund Total $ 70,493 $ 164,312 $ 371,394 $ 0 $(371,394) (100.0) % $ 0
Beach House Fund Operating Budget $ 0 $ 0 $ 0 $ 2,115,748 $ 2,115,748 N/A % $ 3,458,238 Capital Budget 1,411,233 1,737,692 24,339,075 77,300 (24,261,775) (99.7) 3,300 Sub-Total $ 1,411,233 $ 1,737,692 $ 24,339,075 $ 2,193,048 $(22,146,027) (91.0) % $ 3,461,538 Less Reappropriated Capital * 0 0 24,339,075 0 (24,339,075) (100.0) 0 Beach House Fund Total $ 1,411,233 $ 1,737,692 $ 0 $ 2,193,048 $ 2,193,0483,132,925,614.3 % $ 3,461,538
Water Fund Interfund Transfers $ 1,136,029 $ 989,315 $ 1,252,021 $ 1,482,752 $ 230,731 18.4 % $ 1,196,713 Operating Budget 11,811,494 12,596,884 13,387,699 14,101,423 713,724 5.3 14,984,445 Capital Budget 2,465,925 4,541,099 8,441,053 2,802,426 (5,638,627) (66.8) 2,571,362 Sub-Total $ 15,413,448 $ 18,127,298 $ 23,080,773 $ 18,386,601 $(4,694,172) (20.3) % $ 18,752,520 Less Reappropriated Capital * 0 0 5,645,489 0 (5,645,489) (100.0) 0 Water Fund Total $ 15,413,448 $ 18,127,298 $ 17,435,284 $ 18,386,601 $ 951,317 5.5 % $ 18,752,520 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Solid Waste Management Fund Interfund Transfers $(590,428) $(575,214) $ 563,094 $ 781,130 $ 218,036 38.7 % $ 770,780 Operating Budget 16,468,470 18,197,697 16,112,344 19,517,158 3,404,814 21.1 20,190,613 Capital Budget 2,014,592 1,692,092 2,881,552 745,279 (2,136,273) (74.1) 1,545,382 Sub-Total $ 17,892,634 $ 19,314,575 $ 19,556,990 $ 21,043,567 $ 1,486,577 7.6 % $ 22,506,775 Less Reappropriated Capital * 0 0 1,233,496 0 (1,233,496) (100.0) 0 Solid Waste Management Fund Total $ 17,892,634 $ 19,314,575 $ 18,323,494 $ 21,043,567 $ 2,720,073 14.8 % $ 22,506,775
Pier Fund Interfund Transfers $(4,695,131) $(5,078,577) $(827,634) $(3,696,385) $(2,868,751) 346.6 % $(2,934,455) Operating Budget 5,877,371 6,405,677 4,257,531 4,551,074 293,543 6.9 4,554,062
180 Capital Budget 1,485,927 3,066,274 4,484,547 5,383,320 898,773 20.0 1,807,729 Sub-Total $ 2,668,167 $ 4,393,374 $ 7,914,444 $ 6,238,009 $(1,676,435) (21.2) % $ 3,427,336 Less Reappropriated Capital * 0 0 6,576,671 0 (6,576,671) (100.0) 0 Pier Fund Total $ 2,668,167 $ 4,393,374 $ 1,337,773 $ 6,238,009 $ 4,900,236 366.3 % $ 3,427,336
Wastewater Fund Interfund Transfers $(2,820,844) $(3,200,312) $(3,922,305) $(221,515) $ 3,700,790 (94.4) % $(391,876) Operating Budget 11,426,887 12,570,666 15,902,197 11,906,696 (3,995,501) (25.1) 12,317,879 Capital Budget 3,029,100 5,893,286 15,354,539 5,203,716 (10,150,823) (66.1) 7,407,709 Sub-Total $ 11,635,143 $ 15,263,640 $ 27,334,431 $ 16,888,897 $(10,445,534) (38.2) % $ 19,333,712 Less Reappropriated Capital * 0 0 9,179,011 0 (9,179,011) (100.0) 0 Wastewater Fund Total $ 11,635,143 $ 15,263,640 $ 18,155,420 $ 16,888,897 $(1,266,523) (7.0) % $ 19,333,712 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Civic Auditorium Fund Interfund Transfers $ 0 $(73,721) $(16,667) $(254,782) $(238,115) 1,428.7 % $(926,662) Operating Budget 2,624,158 2,899,874 3,435,881 3,541,476 105,595 3.1 3,696,412 Capital Budget 903,331 940,179 1,369,411 469,250 (900,161) (65.7) 217,250 Sub-Total $ 3,527,489 $ 3,766,332 $ 4,788,625 $ 3,755,944 $(1,032,681) (21.6) % $ 2,987,000 Less Reappropriated Capital * 0 0 1,131,899 0 (1,131,899) (100.0) 0 Civic Auditorium Fund Total $ 3,527,489 $ 3,766,332 $ 3,656,726 $ 3,755,944 $ 99,218 2.7 % $ 2,987,000
Airport Fund Interfund Transfers $ 459,153 $(21,400) $(37,356) $(31,300) $ 6,056 (16.2) % $(31,300) Operating Budget 2,784,823 3,513,671 4,081,942 4,266,898 184,956 4.5 4,189,331
181 Capital Budget 746,320 1,249,244 2,260,390 236,987 (2,023,403) (89.5) 416,633 Sub-Total $ 3,990,296 $ 4,741,515 $ 6,304,976 $ 4,472,585 $(1,832,391) (29.1) % $ 4,574,664 Less Reappropriated Capital * 0 0 2,046,436 0 (2,046,436) (100.0) 0 Airport Fund Total $ 3,990,296 $ 4,741,515 $ 4,258,540 $ 4,472,585 $ 214,045 5.0 % $ 4,574,664
Stormwater Management Fund All Others $ 159,816 $ 155,419 $ 155,103 $ 170,783 $ 15,680 10.1 % $ 169,134 Interfund Transfers 1,053,628 1,213,034 1,796,675 1,905,490 108,815 6.1 2,024,321 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 245,530 1,198,925 942,273 0 (942,273) (100.0) 100,000 Sub-Total $ 1,458,974 $ 2,567,378 $ 2,894,051 $ 2,076,273 $(817,778) (28.3) % $ 2,293,455 Less Reappropriated Capital * 0 0 736,273 0 (736,273) (100.0) 0 Stormwater Management Fund Total $ 1,458,974 $ 2,567,378 $ 2,157,778 $ 2,076,273 $(81,505) (3.8) % $ 2,293,455 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Cemetery Fund Interfund Transfers $ 0 $ 0 $(3,086) $ 0 $ 3,086 (100.0) % $ 0 Operating Budget 928,889 1,299,384 1,710,249 1,368,265 (341,984) (20.0) 1,435,922 Capital Budget 317,204 260,379 259,373 5,193 (254,180) (98.0) 17,519 Sub-Total $ 1,246,093 $ 1,559,763 $ 1,966,536 $ 1,373,458 $(593,078) (30.2) % $ 1,453,441 Less Reappropriated Capital * 0 0 201,506 0 (201,506) (100.0) 0 Cemetery Fund Total $ 1,246,093 $ 1,559,763 $ 1,765,030 $ 1,373,458 $(391,572) (22.2) % $ 1,453,441
Big Blue Bus Fund Interfund Transfers $ 752,474 $(203,932) $(573,564) $(228,400) $ 345,164 (60.2) % $(228,400) Operating Budget 44,886,368 47,540,284 51,012,932 52,114,368 1,101,436 2.2 54,668,250
182 Capital Budget 15,105,604 48,595,660 109,967,709 36,219,936 (73,747,773) (67.1) 14,345,000 Sub-Total $ 60,744,446 $ 95,932,012 $ 160,407,077 $ 88,105,904 $(72,301,173) (45.1) % $ 68,784,850 Less Reappropriated Capital * 0 0 95,374,199 0 (95,374,199) (100.0) 0 Big Blue Bus Fund Total $ 60,744,446 $ 95,932,012 $ 65,032,878 $ 88,105,904 $ 23,073,026 35.5 % $ 68,784,850
Gas Tax Fund All Others $ 1,427 $ 5,188 $ 4,300 $ 5,300 $ 1,000 23.3 % $ 5,300 Interfund Transfers 1,653,725 1,647,208 1,685,400 2,267,150 581,750 34.5 1,690,000 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 382,362 25,556 1,600,000 0 (1,600,000) (100.0) 0 Sub-Total $ 2,037,514 $ 1,677,952 $ 3,289,700 $ 2,272,450 $(1,017,250) (30.9) % $ 1,695,300 Less Reappropriated Capital * 0 0 1,600,000 0 (1,600,000) (100.0) 0 Gas Tax Fund Total $ 2,037,514 $ 1,677,952 $ 1,689,700 $ 2,272,450 $ 582,750 34.5 % $ 1,695,300 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan SCAQMD AB 2766 Fund All Others $ 2,269 $ 2,326 $ 2,300 $ 2,400 $ 100 4.3 % $ 2,400 Operating Budget 0 0 0 0 0 N/A 0 Capital Budget 2,569 452,251 407,156 650,000 242,844 59.6 175,000 Sub-Total $ 4,838 $ 454,577 $ 409,456 $ 652,400 $ 242,944 59.3 % $ 177,400 Less Reappropriated Capital * 0 0 3,156 0 (3,156) (100.0) 0 SCAQMD AB 2766 Fund Total $ 4,838 $ 454,577 $ 406,300 $ 652,400 $ 246,100 60.6 % $ 177,400
Cable Communications Fund Interfund Transfers $ 482,338 $ 0 $ 0 $ 0 $ 0 N/A % $ 0 Sub-Total $ 482,338 $ 0 $ 0 $ 0 $ 0 N/A % $ 0
183 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Cable Communications Fund Total $ 482,338 $ 0 $ 0 $ 0 $ 0 N/A % $ 0
Parks and Recreation Fund Capital Budget $ 160,199 $ 15,058 $ 194,985 $ 0 $(194,985) (100.0) % $ 0 Sub-Total $ 160,199 $ 15,058 $ 194,985 $ 0 $(194,985) (100.0) % $ 0 Less Reappropriated Capital * 0 0 23,985 0 (23,985) (100.0) 0 Parks and Recreation Fund Total $ 160,199 $ 15,058 $ 171,000 $ 0 $(171,000) (100.0) % $ 0
Vehicle Management Fund Interfund Transfers $ 0 $ 0 $(12,346) $ 0 $ 12,346 (100.0) % $ 0 Operating Budget 4,975,164 4,747,620 5,464,816 5,684,898 220,082 4.0 5,920,945 Capital Budget 1,637,223 2,246,895 10,688,403 4,985,267 (5,703,136) (53.4) 1,991,692 Sub-Total $ 6,612,387 $ 6,994,515 $ 16,140,873 $ 10,670,165 $(5,470,708) (33.9) % $ 7,912,637 Less Reappropriated Capital * 0 0 6,902,082 0 (6,902,082) (100.0) 0 Vehicle Management Fund Total $ 6,612,387 $ 6,994,515 $ 9,238,791 $ 10,670,165 $ 1,431,374 15.5 % $ 7,912,637 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Info Tech Rplcmnt & Svcs Fund Capital Budget $ 1,903,243 $ 1,376,412 $ 2,840,772 $ 1,415,894 $(1,424,878) (50.2) % $ 1,538,244 Sub-Total $ 1,903,243 $ 1,376,412 $ 2,840,772 $ 1,415,894 $(1,424,878) (50.2) % $ 1,538,244 Less Reappropriated Capital * 0 0 946,105 0 (946,105) (100.0) 0 Info Tech Rplcmnt & Svcs Fund Total $ 1,903,243 $ 1,376,412 $ 1,894,667 $ 1,415,894 $(478,773) (25.3) % $ 1,538,244
Self-insur, Comprehensive Fund Interfund Transfers $ 274,000 $ 293,500 $ 305,000 $ 317,000 $ 12,000 3.9 % $ 328,000 Operating Budget 3,494,724 11,867,335 4,922,300 4,994,800 72,500 1.5 5,119,800 Sub-Total $ 3,768,724 $ 12,160,835 $ 5,227,300 $ 5,311,800 $ 84,500 1.6 % $ 5,447,800 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0
184 Self-insur, Comprehensive Fund Total $ 3,768,724 $ 12,160,835 $ 5,227,300 $ 5,311,800 $ 84,500 1.6 % $ 5,447,800
Self-insurance, Bus Fund Interfund Transfers $ 230,000 $ 247,200 $ 257,000 $ 275,000 $ 18,000 7.0 % $ 283,000 Operating Budget 2,889,495 2,929,551 1,495,414 1,519,500 24,086 1.6 1,526,500 Sub-Total $ 3,119,495 $ 3,176,751 $ 1,752,414 $ 1,794,500 $ 42,086 2.4 % $ 1,809,500 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Self-insurance, Bus Fund Total $ 3,119,495 $ 3,176,751 $ 1,752,414 $ 1,794,500 $ 42,086 2.4 % $ 1,809,500
Self-Insurance Automobile Fund Interfund Transfers $ 86,100 $ 92,200 $ 96,000 $ 99,800 $ 3,800 4.0 % $ 99,800 Operating Budget 465,844 996,985 745,453 692,300 (53,153) (7.1) 706,300 Sub-Total $ 551,944 $ 1,089,185 $ 841,453 $ 792,100 $(49,353) (5.9) % $ 806,100 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Self-Insurance Automobile Fund Total $ 551,944 $ 1,089,185 $ 841,453 $ 792,100 $(49,353) (5.9) % $ 806,100 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan Self-insur, Workers' Comp Fund Interfund Transfers $(590,100) $(632,900) $(665,406) $(691,800) $(26,394) 4.0 % $(710,800) Operating Budget 1,301,070 1,441,434 1,560,660 1,622,208 61,548 3.9 1,704,445 Operating Budget 2 5,236,016 5,200,903 5,889,203 6,303,700 414,497 7.0 6,644,000 Capital Budget 22,748 20,768 20,748 20,370 (378) (1.8) 20,870 Sub-Total $ 5,969,734 $ 6,030,205 $ 6,805,205 $ 7,254,478 $ 449,273 6.6 % $ 7,658,515 Less Reappropriated Capital * 0 0 0 0 0 (100.0) 0 Self-insur, Workers' Comp Fund Total $ 5,969,734 $ 6,030,205 $ 6,805,205 $ 7,254,478 $ 449,273 6.6 % $ 7,658,515
Parking Authority Fund Interfund Transfers $(3,669,450) $(1,993,631) $(890,360) $ 796,316 $ 1,686,676 (189.4) % $ 2,129,669
185 Operating Budget 7,090 445,986 1,450 1,494 44 3.0 1,554 Capital Budget 70,389 118,887 6,241,855 0 (6,241,855) (100.0) 0 Sub-Total $(3,591,971) $(1,428,758) $ 5,352,945 $ 797,810 $(4,555,135) (85.1) % $ 2,131,223 Less Reappropriated Capital * 0 0 6,241,855 0 (6,241,855) (100.0) 0 Parking Authority Fund Total $(3,591,971) $(1,428,758) $(888,910) $ 797,810 $ 1,686,720 (189.8) % $ 2,131,223
Total All Funds $ 458,017,753 $533,843,965 $ 522,384,749 $ 567,860,144 $ 45,475,395 8.7 % $ 550,746,290
Less Reimbursements and Transfers Operating (38,216,007) (38,656,855) (37,560,383) (38,462,975) (902,592) 2.4 % (39,751,252) Capital (4,958,720) (5,928,325) (6,585,280) (4,999,809) 1,585,471 (24.1) % (5,852,571) Grand Total $ 414,843,026 $ 489,258,785 $ 478,239,086 $ 524,397,360 $ 46,158,274 9.7 % $ 505,142,467
Disaster Relief Fund **** $ 371,083 $ 1,187,717 $ 10,609,913 $ 11,150 $(10,598,763) (99.9) % $ 11,486 Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7) 2007-08 Change Change 2009-10 2005-06 2006-07 Revised 2008-09 Amount Percent Budget FUND/DEPARTMENT BUDGET UNIT Actual** Actual** Budget*** Budget (4)-(3) (5)/(3) Plan
* "Reappropriated Captial" consists of capital improvement projects fully budgeted in prior fiscal years that are still underway. They are financed by funds held in reserves in the respective fund balances.
** Minor variations from the Departmental Budget Summary are due to the rounding methodology.
*** Revised Budget may differ from amounts presented in the Adopted FY2007-08 City Budget due to budget changes approved by City Council.
**** Total actual exenditures, FY's 1993-94 through FY2006-07, are $100,774,287. FY2008-09 amount reflects the operating budget only. 186 2008-2009 Adopted Budget 2009-2010 Budget Plan
Department Summaries FY2008-09 Personnel Permanent Employees 1.6 Temporary Staffing 0.2
Total 1.8
Budget Salaries & Wages $ 395,949 Supplies & Expenses 202,222 City Council Capital Outlay 0 Mission Statement Total $ 598,171 To adopt legislation and provide direction to the Budget by Fund administration of the City and to promote the best interests of the community locally and with other General 598,171 governmental agencies. Total $ 598,171
Departmental Role The seven member City Council is elected at-large by Santa Monica residents. The Council selects one member to serve as Mayor and chief presiding officer. As principal policy-makers for the City, the Mayor and City Council adopt municipal code provisions governing community development, growth, public safety, parks, recreation, public works, and related activities affecting the health, safety, and welfare of Santa Monica citizens. The City Council annually adopts a budget after reviewing the recommendations of the City Manager.
The Council Office staff has extensive contact with the public through telephone calls, correspondence and citizen visits to the office. They provide general information and referral service (frequently acting as public advocates in response to citizens' concerns) in addition to assisting the seven Council members with correspondence, telephone calls, travel, and conference arrangements.
187 Departmental Structure
Mayor and City Council
City Council Office Administration
Services Provided by Department 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; holds regularly scheduled meetings, hearings, and study sessions to receive citizens' input and conduct City business in a public forum; and manages constituent services (i.e. phone calls, mail correspondence, electronic mail correspondence, scheduling).
Significant Budget Changes for FY2008-09 None.
188 Departmental 201 CITY COUNCIL 100 CITY COUNCIL Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
MAJOR ACCOUNT GROUPS
Salaries and Wages$ 339,897 $ 356,817 $ 392,274 $ 395,949 $ 417,856 Supplies and Expenses$ 106,889 320,883 252,369 202,222 208,261 Capital Outlay 0 0 0 0 0
Total Department $ 446,786 $ 677,700 $ 644,643 $ 598,171 $ 626,117
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 1.6 1.6 1.6 1.6 1.6 TEMPORARY 0.2 0.2 0.2 0.2 0.2
Total Department 1.8 1.8 1.8 1.8 1.8
189 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
CITY COUNCIL (01201)
Council Office Administrator 1.0 1.0 1.0 1.0 1.0 Senior Information Assistant 0.6 0.6 0.6 0.6 0.6
Department Summary Permanent Employees 1.6 1.6 1.6 1.6 1.6 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 TOTAL DEPARTMENT 1.8 1.8 1.8 1.8 1.8
190 FY2008-09 Personnel Permanent Employees 41.0
Temporary Staffing 5.4 Total 46.4
Budget Salaries & Wages$ 5,552,099 Supplies & Expenses 7,262,189
City Manager Capital Outlay 156,000 Mission Statement Total $ 12,970,288 To provide leadership and direction in the implementation of City Council policy objectives Budget by Fund and administration of City services and programs, General $ 9,350,679 ensuring accountability, community responsiveness Airport 3,619,609 and customer service excellence. Total $ 12,970,288 Departmental Role The City Manager's Office provides overall guidance to all City operating departments and is responsible for the administration of City programs to ensure the delivery of high quality services in an efficient and cost-effective manner. This includes providing opportunities for organizational development of City staff, oversight of major City-initiated projects, outreach to and involvement with community members on issues of local concern, direction of the annual budget process and coordination of City Council agendas.
191 Departmental Structure
City Manager
Office of Sustainability Airport & the Environment (Special Focus) (Special Focus)
Deputy Assistant City Manager City Manager Administration (Internal Services) (External Services)
Community & Management Government Services Relations
Services Provided by Department Administration Division: The City Manager's Office provides overall guidance to all City operating departments and is responsible for the administration of City programs to ensure the delivery of high quality services in an efficient and cost-effective manner. This includes providing opportunities for organizational development of City staff, oversight of major City-initiated projects, outreach to and involvement with community members on issues of local concern, direction of the annual budget process and coordination of City Council agendas.
Community and Government Relations Division: The Community and Government Relations Division is responsible for community and government relations, including complaint resolution and tracking, neighborhood organization support, customer service support, public outreach and involvement coordination, and resident satisfaction surveying; management of city publications, including use of the City's graphic identity, and production of the SeaScape and WaveLengths newsletters, customer services directory, and other print material; strategic communications planning; media relations; cable television programming including Council and other meeting coverage, complaint resolution, research and development support for cable franchise enforcement, and rate regulation; and public information assistance through City Hall reception, City Hall on Call and web content.
Airport Division: The Airport Division manages all facets of Municipal Airport operations. This includes enforcing curfew and noise regulations, administering all airport leases, fees and user
192 charges, acting as a liaison with the neighboring community and Airport Commission, and maintaining the runway, taxiways, tie-down areas and City -administered buildings. Airport staff strives to operate the Airport in the safest and most compatible manner possible. The Airport has one of the strictest and most vigorously enforced noise abatement programs of any airport in the nation.
The Santa Monica Airport is considered a general aviation airport that provides the public with access to the national & international air transportation system. It is home to over 440 based aircraft, three full service aviation service providers and numerous limited and specialty aviation service providers that provide a wide range of services and supplies to the aviation public. The Airport has three restaurants: the Typhoon, the Hump and the Spitfire Restaurant that serve both the aviation and non-aviation public.
During times of natural disaster or other catastrophic event, the facility provides direct and immediate access to the City and the region for emergency response agencies. In extreme emergencies, the Airport provides space for shelters, casualty collection and triage, emergency medical response and care facilities, evacuation and emergency relief aircraft operations. On a daily basis, the Airport provides access for local, state and federal law enforcement aircraft supporting ground operations in the region.
The Airport provides recreational opportunities to the public with the opening of the 8 1/2 acre Airport Park. Airport Park includes two youth soccer fields, unstructured play field, off-leash dog areas, jogging path, and streetscape improvements.
Office of Sustainability and the Environment Division: The Office of Sustainability and the Environment Division is responsible for developing and implementing integrated resources management and conservation programs, hazardous materials management programs, as well as the administration and enforcement of most of the City's environmental protection ordinances. Regulatory activities are related to underground tanks, hazardous materials, hazardous waste site cleanup, household hazardous products consumer awareness, ozone-depleting compounds, water-conserving plumbing fixtures and urban runoff management. The Division oversees implementation of the Santa Monica Sustainable City Plan, a comprehensive strategy for the City and community which encourages stewardship of natural resources, establishes targets and goals for measuring progress towards achieving a sustainable community, and provides the decision-making framework for evaluating the long-term environmental, economic and social impacts of City policies, programs and operations. The Division has responsibility for the development and implementation of significant policy initiatives, including the City's Strategic Energy Plan, the Toxics Use Reduction Program, Integrated Pest Management Program, Green Building Design and Construction Guidelines, water conservation programs, and collaborates with other City departments to integrate sustainability practices with ongoing City operations. The Office of Sustainability and the Environment Division also manages the Household and Small Business Hazardous Waste Center for the safe recycling and disposal of hazardous wastes generated by City operations and oversees the implementation of the Solar Santa Monica program that seeks to achieve energy self-sufficiency by integrating energy efficiency and solar in most of Santa Monica’s buildings.
193 Significant Budget Changes for FY2008-09
● The Environmental Programs Division was transferred from the Public Works Department to the City Manager’s Department and renamed The Office of Sustainaibility and the Environment Division to ensure a continued and expanded emphasis on sustainability and environmental responsibility in the City’s internal and external operations and programs.
194 Departmental 110 CITY MANAGER Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 1,580,801 $ 1,845,935 $ 1,881,931 $ 2,105,740 $ 2,203,918 Information Systems* 4,265,565 $ 4,553,532 $ 0 $ 0 $ 0 Community & Government Relations** 1,871,313 $ 1,837,585 $ 2,566,145 $ 2,402,779 $ 2,535,950 Office of Sustainability & the Environment 0 $ 0 $ 0 $ 4,842,160 $ 4,407,333 Risk Management*** 1,301,070 1,441,434 0 0 0 Airport**** 0 0 3,444,570 3,619,609 3,516,051
Total Department $ 9,018,749 $ 9,678,486 $ 7,892,646 $ 12,970,288 $ 12,663,252
* Beginning in FY2007-08 Information Systems Division was transferred to the newly created Information Systems Department ** Beginning in FY2007-08 Community Information Division was renamed Community & Government Relations Division *** Beginning in FY2007-08 Risk Management Division was transferred to the Finance Department **** Beginning in FY2007-08 Airport Division was transferred to the City Manager's Department
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 5,826,684 $ 6,338,405 $ 2,517,037 $ 4,670,005 $ 4,798,134 Supplies and Expenses 1,890,920 1,898,647 1,931,039 4,652,674 4,327,567 Capital Outlay 75 0 0 28,000 21,500
Subtotal $ 7,717,679 $ 8,237,052 $ 4,448,076 $ 9,350,679 $ 9,147,201
Workers' Compensation Self-Insurance Fund Salaries and Wages$ 1,147,651 $ 1,275,385 $ 0 $ 0 $ 0 Supplies and Expenses 151,402 166,049 0 0 0 Capital Outlay 2,017 0 0 0 0
Subtotal $ 1,301,070 $ 1,441,434 $ 0 $ 0 $ 0
Airport Fund Salaries and Wages$ 0 $ 0 $ 876,911 $ 882,094 $ 928,577 Supplies and Expenses 0 0 2,435,199 2,609,515 2,459,474 Capital Outlay 0 0 132,460 128,000 128,000
Subtotal $ 0 $ 0 $ 3,444,570 $ 3,619,609 $ 3,516,051
Total All Funds Salaries and Wages$ 6,974,335 $ 7,613,790 $ 3,393,948 $ 5,552,099 $ 5,726,711 Supplies and Expenses 2,042,322 2,064,696 4,366,238 7,262,189 6,787,041 Capital Outlay 2,092 0 132,460 156,000 149,500
Total Department $ 9,018,749 $ 9,678,486 $ 7,892,646 $ 12,970,288 $ 12,663,252
195 Departmental 110 CITY MANAGER Budget Summary VARIOUS FUNDS
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 48.5 50.0 15.0 33.0 33.0 TEMPORARY 4.9 5.2 4.6 5.2 4.9
Subtotal 53.4 55.2 19.6 38.2 37.9
Workers' Compensation Self-Insurance Fund PERMANENT POSITIONS 12.0 12.0 0.0 0.0 0.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 12.0 12.0 0.0 0.0 0.0
Airport Fund PERMANENT POSITIONS 0.0 0.0 8.0 8.0 8.0 TEMPORARY 0.0 0.0 0.2 0.2 0.2
Subtotal 0.0 0.0 8.2 8.2 8.2
Total All Funds PERMANENT POSITIONS 60.5 62.0 23.0 41.0 41.0 TEMPORARY 4.9 5.2 4.8 5.4 5.1
Total Department 65.4 67.2 27.8 46.4 46.1
196 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
CITY MANAGER
Administration (01202) City Manager 1.0 1.0 1.0 1.0 1.0 Assistant City Manager 1.0 1.0 1.0 1.0 1.0 Deputy City Manager 0.0 1.0 1.0 1.0 1.0 Assistant to the City Manager 2.0 1.0 1.0 1.0 1.0 Office Manager to the City Manager 1.0 1.0 1.0 1.0 1.0 Information Assistant 0.5 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 5.5 6.0 6.0 6.0 6.0 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 Total Division 5.7 6.2 6.2 6.2 6.2
Community and Government Relations (01207) Assistant to the City Manager 1.0 1.0 1.0 1.0 1.0 Cable TV Manager 1.0 1.0 1.0 1.0 1.0 Publications Manager 1.0 1.0 0.0 0.0 0.0 Publications Coordinator 0.0 0.0 1.0 1.0 1.0 Video Production Coordinator 3.0 3.0 3.0 3.0 3.0 Cable TV Programming Specialist 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 9.0 9.0 9.0 Temporary Staffing 4.4 4.7 * 4.4 4.7 * 4.4 Total Division 13.4 13.7 13.4 13.7 13.4
* 0.3 FTE position is associated with election programming and is a biennial position
Airport (33203) (part of Housing & Economic Development Department prior to FY2007-08) Airport Manager 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Special Project 0.0 0.0 1.0 1.0 1.0 Airport Operations/Noise Abatement Supervisor 0.0 0.0 1.0 1.0 1.0 Airport Noise/Operations Specialist 0.0 0.0 2.0 2.0 2.0 Business Assistant 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.2 0.2 0.2 Total Division 0.0 0.0 8.2 8.2 8.2
Office of Sustainability & the Environment* (01226) Environmental Programs Manager 0.0 0.0 0.0 1.0 1.0 Energy and Green Buildings Program Administrator 0.0 0.0 0.0 1.0 1.0 Energy Efficiency Engineer 0.0 0.0 0.0 1.0 1.0
197 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Senior Administrative Analyst - Urban Runoff 0.0 0.0 0.0 1.0 1.0 Senior Environmental Analyst - Sustainable City 0.0 0.0 0.0 1.0 1.0 Senior Environmental Analyst - Hazardous Materials 0.0 0.0 0.0 1.0 1.0 Green Buildings Program Advisor 0.0 0.0 0.0 1.0 1.0 Environmental Programs Analyst - Hazardous Materials 0.0 0.0 0.0 1.0 1.0 Environmental Programs Analyst - Sustainable City 0.0 0.0 0.0 1.0 1.0 Environmental Compliance Specialist 0.0 0.0 0.0 1.0 1.0 Water Resources Specialist 0.0 0.0 0.0 2.0 2.0 Environmental Outreach Coordinator 0.0 0.0 0.0 1.0 1.0 Environmental Outreach Specialist 0.0 0.0 0.0 0.0 0.0 Hazardous Materials Specialist 0.0 0.0 0.0 1.0 1.0 Lead Hazardous Materials Technician 0.0 0.0 0.0 0.0 0.0 Hazardous Materials Technician 0.0 0.0 0.0 1.0 1.0 Environmental Programs Technician 0.0 0.0 0.0 1.0 1.0 Administrative Staff Assistant - Environmental Programs 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 18.0 18.0 Temporary Staffing 0.0 0.0 0.0 0.3 0.3 Total Division 0.0 0.0 0.0 18.3 18.3
* Part of Environmental & Public Works Management Department prior to FY2008-09
Information Systems (new department beginning in FY2007-08) Permanent Employees 34.0 35.0 0.0 0.0 0.0 Temporary Staffing 0.3 0.3 0.0 0.0 0.0 Total Division 34.3 35.3 0.0 0.0 0.0
Risk Management (part of Finance Department beginning in FY2007-08) Permanent Employees 12.0 12.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 12.0 12.0 0.0 0.0 0.0
Department Summary Permanent Employees 60.5 62.0 23.0 41.0 41.0 Temporary Staffing 4.9 5.2 4.8 5.4 5.1 TOTAL DEPARTMENT 65.4 67.2 27.8 46.4 46.1
198 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
CITY MANAGER
OUTPUT:
Community and Government Relations
● Number of Hours of Live Public Meeting Coverage 300 300 300 300 and Other Live Programming ● Public Meetings Covered 90 90 90 90 ● Public Service Announcements (PSA's), Including 250 250 250 250 Acquired PSA's and Character Generated Messages ● Programs Obtained from Outside Sources 100 100 100 100 ● Locally Produced Programs 70 70 70 70 ● Cable Complaints Investigated and Referred 60 60 60 60
Airport
Administer and Enforce Noise Ordinance and Abatement Programs: ● Aircraft Operations (departures & arrivals )* 131,789 138,000 129,000 127,000 ● Transient Aircraft Registrations 13,800 15,250 13,000 12,000 ● Noise Complaints* 310 315 334 320 ● Noise Ordinance Violations Issued* 220 325 210 200 ● Fines Levied* 31 55 30 33 ● Aircraft Banned* 2 7 2 2 ● Abatement Contact with Aircraft Operators 5,500 5,500 5,750 5,250 ● Aircraft Observations Conducted 1,050 1,050 950 900 ● Briefings with Aviation Service Providers 290 280 285 290 ● Percent Compliance with Noise Ordinance 99.8% 99.8% 99.8% 99.8% ● Direct Public Contact regarding Aircraft Operations 3,500 3,500 3,400 3,300 ● Community Outreach Items Distributed 7,500 7,800 7,000 7,000
* Increase due to the addition of eTAMIS electronic flight monitoring system
Operation and Maintenance of Airport Infrastructure and Facilities: ● Capital Improvement Projects Completed 5 4 5 4
Management of Airport Property: ● Transient Tie-down Fee Transactions 3,845 3,900 3,680 3,600 ● Event/Film Permits Processed and Monitored 264 270 260 255
Airport Security: ● Runway Incursions Cited* 1 1 2 1 ● Parking Passes Issued 200 250 182 175 ● Aircraft Logged for Noise Abatement 90,864 92,000 88,140 85,500
199 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
● Airport Security Inspections Conducted 12,790** 13,000 12,600 12,675
* These do not represent budget targets, but are based on past patterns of airport use and are used for informational and monitoring purposes. ** Additional part-time officer from Police Department.
Administrative/Public Services: ● Airport Commission Meetings 10 10 12 12 ● Staff Reports Completed 136 145 138 130
Aircraft Logged for Noise Abatement
100,000 90,000 80,000 70,000 60,000 50,000 FY2006-07 FY2007-08 FY2007-08 FY2008-09 Actual Target Estimated Actual Target
The collection of flight operations data, pertaining to turbine and larger single engine aircraft, will increase and lead to more efficient noise management.
Airport Rental/Lease Revenues
$4,000,000
$3,000,000
$2,000,000 FY2006-07 FY2007-08 FY2007-08 FY2008-09 Actual Target Estimated Target Actual
Increased revenues reflect renegotiated leases and new leases.
200 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
EFFECTIVENESS:
Community and Government Relations
● % of Cable Complaints Responded to by Cable 81% 81% 81% 81% Company within 48 Hours ● % of Cable Complaints Resolved on First Referral to 80% 80% 80% 80% Cable Company ● % of Locally Produced Programs that are Santa Monica 75% 75% 75% 75% Based
201 This page is intentionally left blank.
202 FY2008-09 Personnel Permanent Employees 13.0
Temporary Staffing 0.0 Total 13.0
Budget Records & Election Services Salaries & Wages$ 1,316,145 Supplies & Expenses 1,279,633 (City Clerk’s Office) Capital Outlay 0 Mission Statement Total $ 2,595,778 To provide prompt, accurate and excellent customer Budget by Fund service; to provide easy and friendly access to the City's official records; to increase public awareness General 2,595,778 about City government and the election process; to Total $ 2,595,778 carry out all programs of this office efficiently and cost-effectively; to conduct all elections in the City according to City and State codes; and to provide efficient and timely records management, printing, and mail service to all City Departments.
Departmental Role The Records and Election Services Department is charged with maintaining the City's legislative records, administering municipal elections, preparing City Council meeting agendas and minutes, maintaining the Municipal Code, operating the City's mail center and print shop, and maintaining and monitoring the City's Record Management Program. The City Clerk is the custodian of the City's seal, acts as filing officer for campaign and economic interest statements required by the State's Political Reform Act, is the Clerk to the Council, and attends all Council meetings. The City Clerk is appointed by and reports to the City Council.
203 Departmental Structure
Director of Records & Election Services (City Clerk)
Support Administration Elections Services
Services Provided by Department Administration Division: The Administration Division carries out the official duties of the City Clerk as required by local and state law. The Division prepares the City Council agenda, maintains the official and historical records of the Council proceedings, and conducts records management services, which include the retention, retrieval and destruction of records. It also maintains the board and commission appointive lists as required by State law.
Elections Division: The Elections Division conducts all elections held in the City and coordinates election activity when local elections are consolidated or held concurrently with Los Angeles County elections. The Division also provides all necessary and technical information to candidates. It also maintains all Fair Political Practices Commission filings as required by State Law.
Support Services Division: The Support Services Division is an internal service division in the City. It provides all City departments quality reprographic services and efficient mail service between Departments.
Significant Budget Changes for FY2008-09 None.
204 Departmental 120 RECORDS AND ELECTION SERVICES (CITY CLERK'S OFFICE) Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 1,185,626 $ 887,959 $ 1,154,213 $ 1,195,588 $ 1,254,645 Elections 6,096 363,116 20,228 459,355 8,400 Support Services 661,439 749,181 847,928 940,835 979,345
Total Department $ 1,853,161 $ 2,000,256 $ 2,022,369 $ 2,595,778 $ 2,242,390
MAJOR ACCOUNT GROUPS
Salaries and Wages$ 987,265 $ 1,068,032 $ 1,254,074 $ 1,316,145 $ 1,388,628 Supplies and Expenses 865,896 932,224 755,540 1,279,633 853,762 Capital Outlay 0 0 12,755 0 0
Total $ 1,853,161 $ 2,000,256 $ 2,022,369 $ 2,595,778 $ 2,242,390
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 12.0 13.0 13.0 13.0 13.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Total Department 12.0 13.0 13.0 13.0 13.0
205 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
RECORDS & ELECTION SERVICES (City Clerk's Office)
Administration (01211) Director of Records & Election Services (City Clerk) 1.0 1.0 1.0 1.0 1.0 Assistant Director of Records & Elections (Asst. City Clerk) 0.0 1.0 1.0 1.0 1.0 Records & Election Services Manager 1.0 0.0 0.0 0.0 0.0 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 1.0 1.0 1.0 1.0 Records Management Coordinator 1.0 1.0 1.0 1.0 1.0 Records Management Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 2.0 2.0 2.0 2.0 2.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Division Summary Permanent Employees 7.0 8.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 7.0 8.0 8.0 8.0 8.0
Support Services (01214) Support Services Supervisor 1.0 0.0 1.0 1.0 1.0 Reprographic Specialist II 1.0 2.0 2.0 2.0 2.0 Mail Courier 2.0 2.0 2.0 2.0 2.0 Support Services Assistant 1.0 1.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Department Summary Permanent Employees 12.0 13.0 13.0 13.0 13.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 12.0 13.0 13.0 13.0 13.0
206 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
RECORDS & ELECTION SERVICES
OUTPUT:
Administration ● City Council Meetings 31 30 33 31 ● Resolutions Processed & Filed 84 110 85 85 ● Ordinances Processed, Published & Codified 42 30 35 35 ● Citizens/Staff Assisted at Counter 6,085 5,000 6,100 6,100 ● Citizens/Staff Assisted by Phone/E-mail 26,368 22,000 22,000 22,000 ● Record Boxes Received and Processed for Offsite 764 700 780 750 Storage ● File Retrievals from Offsite Storage 1,018 1,500 1,100 1,200
Elections ● Elections Conducted and/or Assisted 1001 ● Candidates Processed 26 0 0 30 ● Referendums/Petitions Filed 1010 ● Legislative Measures Processed 3001 ● Statements of Economic Interest Filed 414 400 415 415 ● Political Campaign Statements Filed 122 100 120 125
Support Services Print Shop: ● Total Number of Printed Pages 6,435,888 7,000,000 6,000,000 6,000,000 Mailroom: ● Total Outgoing Metered Mail 477,031 500,000 484,744 500,000
EFFECTIVENESS:
Support Services ● % of Printing Requests Received, Accepted and 95% 95% 95% 95% Completed In-House
EFFICIENCY:
Administration ● % of Requests for Information and/or Documentation 95% 95% 95% 95% Completed within 30 Minutes of Request ● % of Times Agenda Material and Information is 20% 85% 60% 75% Distributed to Council, Media and the Public by the End of the Day Tuesday Preceding the City Council Meeting
207 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Support Services ● % of Printing Requests Completed by the Department's 95% 95% 95% 95% Due Date
208 FY2008-09 Personnel Permanent Employees 42.5 Temporary Staffing 0.1
Total 42.6
Budget Salaries & Wages$ 8,483,304 Supplies & Expenses 320,982 City Attorney Capital Outlay 49,600
Total $ 8,853,886 Mission Statement
To do excellent legal work, efficiently and cost- Budget by Fund effectively. As advisors to City officials and staff, to provide timely and complete assistance. As General 8,853,886 advocates, to represent the City and its employees Total $ 8,853,886 vigorously and fairly. As prosecutors, to diligently and justly enforce the law on behalf of the People of the State of California.
Departmental Role The City Attorney’s Office protects public process and individual rights and promotes public confidence by providing objective and complete legal advice to the Council, boards, commissions and City Staff on all legal matters. It also preserves public resources by defending the City in legal proceedings, represents the People in prosecuting a wide variety of criminal cases, including cases involving violations of local laws, handles complaints about violations of consumers' and tenants' rights, and protects residents' and workers' quality of life through code compliance proceedings.
209 Departmental Structure
City Attorney
Consumer/Fair Housing Unit
Municipal Law Civil Liability Criminal
Services Provided by Department Administrative Unit: The administrative unit oversees and coordinates all of the work of the Office, which includes advising the Council, boards, commissions and City staff, drafting ordinances and resolutions, reviewing contracts and leases, representing the City in legal proceedings, and enforce consumers' rights. The unit also prepares the office budget and handles all aspects of office operations, including Human Resources.
Municipal Law Division: The Municipal Law Division handles a wide range of civil litigation, including cases involving planning and land use, constitutional claims, and environmental issues. The division also drafts ordinances, resolutions, legal opinions, construction contracts, leases and licenses, reviews documents prepared by various City departments, and processes public records requests and subpoenas. Finally, the division provides ongoing advice to City staff and routinely staffs the Planning Commission, Personnel Board, and Nuisance Abatement Board, as well as staffs other boards and commissions, such as the Airport Commission, on an as- needed basis.
Criminal Division: The Criminal Division prosecutes thousands of criminal cases annually, ranging from serious crimes, such as domestic and spousal battery, drunk driving, burglaries, grand theft, auto theft and assault with a deadly weapon, to minor infractions. These cases arise not only from arrests made and citations issued by the Santa Monica Police Department and other City Departments, but also from referrals by state and local agencies. The division also handles code enforcement, processes restitution payments to victims, conducts office conferences to secure compliance with City laws, refers certain types of disputes to mediation services, and works closely with the Police and other City Departments to ensure a concerted approach to law enforcement.
210 Civil Liability Division: The Civil Liability Division defends the City against lawsuits. The division's work load includes personal injury cases, personnel claims, Civil Rights suits and contract disputes. The attorneys in this division are full-time litigators who are constantly involved in depositions, pre-trial hearings and conferences, arbitrations, and trials. In addition, this division advises the Risk Manager and various City departments on risk-management issues.
Consumer/Fair Housing Division: The Consumer/Fair Housing Unit handles complaints from the public about violations of consumer protection and fair housing laws. The Unit enforces federal, state and local laws prohibiting housing discrimination, Santa Monica's prohibition against tenant harassment, the state law prohibiting smoking in the workplace, and various laws which protect consumers against fraud. The Unit also provides information and education about consumer rights.
Significant Budget Changes for FY2008-09 None.
211 Departmental 231 CITY ATTORNEY 140 CITY ATTORNEY Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
MAJOR ACCOUNT GROUPS
Salaries and Wages$ 6,933,609 $ 7,306,100 $ 8,147,525 $ 8,483,304 $ 8,892,774 Supplies and Expenses 384,423 560,070 304,044 320,982 331,193 Capital Outlay 0 0 7,326 49,600 1,500
Total Department $ 7,318,032 $ 7,866,170 $ 8,458,895 $ 8,853,886 $ 9,225,467
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Actual Actual Budget Budget Plan
PERMANENT POSITIONS 41.0 41.0 42.5 42.5 42.5 TEMPORARY 0.1 0.1 0.1 0.1 0.1
Total Department 41.1 41.1 42.6 42.6 42.6
212 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
CITY ATTORNEY (01231)
City Attorney 1.0 1.0 1.0 1.0 1.0 Assistant City Attorney 1.0 1.0 1.0 1.0 1.0 Deputy City Attorney 21.5 21.5 22.5 22.5 22.5 Office Administrator 1.0 1.0 1.0 1.0 1.0 Investigator-Criminal Division 0.0 0.0 1.0 1.0 1.0 Investigator-Consumer Unit 0.0 0.0 0.0 1.0 1.0 Legal Administrative Staff Assistant 2.0 2.0 1.0 1.0 1.0 Consumer Affairs Specialist 1.0 1.0 1.0 1.0 1.0 Community Liaison 1.0 1.0 1.0 1.0 1.0 Paralegal 0.0 0.0 0.5 0.5 0.5 Legal Assistant 2.0 2.0 1.0 4.0 4.0 Legal Secretary 9.0 9.0 9.0 5.0 5.0 Receptionist 1.0 1.0 1.0 1.0 1.0 Staff Assistant I 0.5 0.5 1.5 0.0 0.0 Staff Assistant-CAO 0.0 0.0 0.0 1.5 1.5
Department Summary Permanent Employees 41.0 41.0 42.5 42.5 42.5 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 TOTAL DEPARTMENT 41.1 41.1 42.6 42.6 42.6
213 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
CITY ATTORNEY
OUTPUT:
Municipal Law ● Non-litigation Matters 900 945 945 1,190 ● Average Number of Pending Lawsuits 51 50 50 50 ● Code Enforcement Cases Referred from Building & 96 120 120 70 Safety and Business License - Appeals ● Code Enforcement Cases Referred from Building & 83 75 75 200 Safety and Business License - Appeals Resolved
Civil Liability ● Average Number of Pending Cases and Claims 161 150 150 150 ● Subpoenas and Records Requests 350 300 300 300
Criminal ● Cases Processed (Excluding citations on transmittals) 3,392 3,500 3,500 3,500 ● Cases Processed for Selected Crimes: Restitution $ 73,500 73,000$ 73,000$ $ 73,000 Awards
Consumer/Fair Housing ● Tenant Complaints Processed 78 70 70 65 ● Consumer Complaints Processed 133 70 70 70
EFFICIENCY:
● Resolve Civil Cases within Range of Predicted 100% 80% 80% 85% Liability Exposure ● Reviewed, Edited and Modified Simple Contracts 90% 90% 90% 90% (Form contracts with or without minor modifications) and Other Standard Documents within Three Days ● Completed Complex Contracts and Other Complex 86% 87% 87% 87% Advisory Projects within Time Estimated
214 FY2008-09 Personnel Permanent Employees 67.0 Temporary Staffing 2.0 Total 69.0
Budget Salaries & Wages$ 7,590,608 Supplies & Expenses 3,154,595 Finance Capital Outlay 2,595 Mission Statement Total $ 10,747,798 To provide sound financial and risk management services to internal and external customers, ensuring Budget by Fund continuation of public services to the citizens, General $ 9,114,440 visitors and businesses of Santa Monica through the Disaster Relief 11,150 protection of financial resources. Workers' Comp 1,622,208 Departmental Role Total $ 10,747,798 The Finance Department’s primary responsibility is to ensure the fiscal health of the City and provide financial support services to other City departments. The Department provides financial forecasting as a means of guiding annual budget development and risk management services to protect City’s financial resources. The department invests City revenues and oversees its collection and recording, coordinates purchasing for City goods and services and payment for those goods and services once received, ensures that employees are paid in an accurate and timely manner, maintains accurate financial records and oversees both internal and external auditing of City financial functions.
215 Departmental Structure
Director of Finance
Internal Audit
Administration Financial Risk Revenue & Budget Operations Management
Services Provided by Department Administration and Budget Division: The Administration & Budget Division manages the City’s investment portfolio, provides overall long range financial projections and manages debt issuances. It is responsible for coordinating the development of and modifications to the annual budget and presenting informational workshops to the staff and public. The Division also oversees the City Purchasing function, internal auditing activities, and overall department administration.
Risk Management Division: The Risk Management Division protects the City's assets and service capabilities against the financial consequences of accidental loss. The Division is responsible for providing advice and support to City Departments in hazard identification and mitigation activities as it relates to the areas of liability, occupational health and safety, and property loss risks. Appropriate loss prevention and reduction strategies are employed to reduce the potential frequency and severity of accidents and exposure to losses. Claims filed by both the public (liability) and employees (workers' compensation) are investigated and adjusted by Division staff. Staff is also responsible for pursuing the recovery of damages to City property caused by responsible parties. The Division is responsible for all budgeting and selection of appropriate risk financing techniques for the City's insured and self-funded property and casualty insurance programs. All insurance requirements for outside contractors and service providers are established by the Division. Division staff is actively engaged in monitoring accident rates and costs of these programs and coordinates the City's entire risk management effort.
Financial Operations Division: The Financial Operations Division provides financial support services to City departments through processing of bi-weekly payrolls, weekly payments to vendors and contractors, invoicing for services provided by City departments and accounting support to ensure that financial transactions are recorded in accordance with generally accepted accounting
216 principles. The Division works with the City’s independent external auditing firm to conduct annual audits of the accounting records and prepares the year-end Comprehensive Annual Financial Report of the City’s financial status.
Revenue Division: The Revenue Division is responsible to ensure that City revenues are collected and processed in a safe, efficient and effective manner. It administers and collects the Business License Tax and other related City taxes from businesses operating in the City, coordinates all collection and deposit activities, counts and prepares daily deposits for all City parking meter and transit farebox revenue.
Significant Budget Changes for FY2008-09
● The re-establishment of the 1.0 FTE Business License Inspector position that will allow the Revenue Division to conduct licensing inspections and issue citations for non- compliance. ● One-time funding for consultant services to examine the feasibility of providing parking citation processing and customer service in house rather than through a third-party processor.
217 Departmental 130 FINANCE Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration and Budget$ 1,570,614 $ 1,624,105 $ 2,021,993 $ 2,575,019 $ 2,700,875 Financial Operations (General Fund) 2,534,311 2,567,004 2,984,413 2,492,154 2,621,482 Financial Operations (Disaster Relief Fund)* 78,168 117,951 140,526 11,150 11,486 Revenue 3,485,988 3,838,846 3,692,130 4,047,267 4,138,102 Risk Management** 0 0 1,560,660 1,622,208 1,704,445
Total Department $ 7,669,082 $ 8,147,904 $ 10,399,722 $ 10,747,798 $ 11,176,390
* Effective FY2004-05 Financial Operations budget includes Disaster Relief Fund costs for accounting support ** Effective FY2007-08 Risk Management budget is transferred from the City Manager Department
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 4,824,131 $ 4,886,454 $ 5,846,644 $ 6,144,800 $ 6,478,033 Supplies and Expenses 2,759,831 3,115,660 2,837,912 2,967,045 2,982,426 Capital Outlay 6,952 27,839 13,980 2,595 0
Subtotal $ 7,590,914 $ 8,029,953 $ 8,698,536 $ 9,114,440 $ 9,460,459
Disaster Relief Fund Salaries and Wages$ 91,514 $ 97,176 $ 119,126 $ 0 $ 0 Supplies and Expenses (13,346) 20,775 21,400 11,150 11,486 Capital Outlay 0 0 0 0 0
Subtotal $ 78,168 $ 117,951 $ 140,526 $ 11,150 $ 11,486
Workers' Compensation Self-Insurance Fund Salaries and Wages$ 0 $ 0 $ 1,391,979 $ 1,445,808 $ 1,522,445 Supplies and Expenses 0 0 168,400 176,400 182,000 Capital Outlay 0 0 281 0 0
Subtotal $ 0 $ 0 $ 1,560,660 $ 1,622,208 $ 1,704,445
Total All Funds Salaries and Wages$ 4,915,645 $ 4,983,630 $ 7,357,749 $ 7,590,608 $ 8,000,478 Supplies and Expenses 2,746,485 3,136,435 3,027,712 3,154,595 3,175,912 Capital Outlay 6,952 27,839 14,261 2,595 0
Total Department $ 7,669,082 $ 8,147,904 $ 10,399,722 $ 10,747,798 $ 11,176,390
218 Departmental 130 FINANCE Budget Summary VARIOUS FUNDS
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 50.0 52.0 54.0 55.0 55.0 TEMPORARY 1.5 1.0 1.5 2.0 2.0
Subtotal 51.5 53.0 55.5 57.0 57.0
Disaster Relief Fund PERMANENT POSITIONS 1.0 1.0 1.0 0.0 0.0 TEMPORARY 0.2 0.2 0.2 0.0 0.0
Subtotal 1.2 1.2 1.2 0.0 0.0
Workers' Compensation Self-Insurance Fund PERMANENT POSITIONS 0.0 0.0 12.0 12.0 12.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 0.0 0.0 12.0 12.0 12.0
Total All Funds PERMANENT POSITIONS 51.0 53.0 67.0 67.0 67.0 TEMPORARY 1.7 1.2 1.7 2.0 2.0
Total Department 52.7 54.2 68.7 69.0 69.0
219 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
FINANCE
Administration and Budget (01221) Director of Finance/City Treasurer 0.0 1.0 1.0 1.0 1.0 Chief Financial Officer 1.0 0.0 0.0 0.0 0.0 Assistant Director of Finance 0.0 0.0 1.0 1.0 1.0 Internal Auditor 0.0 0.0 1.0 1.0 1.0 Budget Manager 1.0 1.0 0.0 0.0 0.0 Principal Budget Analyst 1.0 1.0 1.0 1.0 1.0 Principal Budget Analyst - Investments 1.0 1.0 2.0 2.0 2.0 Senior Budget Analyst 3.0 3.0 2.0 2.0 2.0 Executive Administrative Assistant - Finance 1.0 1.0 1.0 1.0 1.0 Technical Staff Assistant l 1.0 1.0 1.0 1.0 1.0 Purchasing Agent 0.0 0.0 0.0 1.0 1.0 Senior Buyer 0.0 0.0 0.0 2.0 2.0 Buyer 0.0 0.0 0.0 1.0 1.0 Staff Assistant lll 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 10.0 15.0 15.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 9.0 9.0 10.0 15.0 15.0
Financial Operations (01222) Financial Operations Manager 1.0 1.0 1.0 1.0 1.0 Financial Systems Development Coordinator 1.0 1.0 1.0 1.0 1.0 Disbursements Supervisor 1.0 1.0 1.0 1.0 1.0 Contracts Coordinator 0.0 1.0 1.0 1.0 1.0 Contracts Technician 1.0 0.0 0.0 0.0 0.0 Fiscal Staff Assistant ll 3.0 3.0 3.0 3.0 3.0 Payroll Supervisor 1.0 1.0 1.0 1.0 1.0 Payroll Technician 2.0 2.0 2.0 2.0 2.0 Financial Reporting Supervisor 1.0 1.0 2.0 2.0 2.0 Transit Finance Manager 1.0 1.0 0.0 0.0 0.0 Senior Accountant 2.0 2.0 2.0 2.0 2.0 Accountant 2.0 2.0 2.0 3.0 3.0 Accountant-Transit 1.0 1.0 1.0 0.0 0.0 Junior Accountant 2.0 2.0 2.0 2.0 2.0 Purchasing Agent 1.0 1.0 1.0 0.0 0.0 Senior Buyer 1.0 1.0 1.0 0.0 0.0 Buyer 2.0 2.0 2.0 0.0 0.0 Fiscal Staff Assistant Ill 1.0 1.0 1.0 1.0 1.0 Staff Assistant lll 0.0 1.0 1.0 0.0 0.0
220 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 24.0 25.0 25.0 20.0 20.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 24.0 25.0 25.0 20.0 20.0
Revenue (01224) Revenue Manager 1.0 1.0 1.0 1.0 1.0 Revenue Operations Supervisor 1.0 1.0 1.0 1.0 1.0 License Inspector 1.0 0.0 0.0 0.0 0.0 Business License Inspector 0.0 0.0 0.0 1.0 1.0 Revenue Operations Analyst 0.0 1.0 1.0 1.0 1.0 Senior Revenue Operations Assistant 1.0 1.0 1.0 1.0 1.0 Accountant - Collections 1.0 1.0 1.0 1.0 1.0 Revenue Operations Assistant ll 5.5 5.5 6.5 6.5 6.5 Revenue Operations Assistant l 1.0 1.0 1.0 1.0 1.0 Revenue Collections Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Revenue Collections Assistant 1.0 1.0 1.0 1.0 1.0 Revenue Collections Assistant 3.5 4.5 4.5 4.5 4.5
Division Summary Permanent Employees 17.0 18.0 19.0 20.0 20.0 Temporary Staffing 1.5 1.0 1.5 2.0 2.0 Total Division 18.5 19.0 20.5 22.0 22.0
Financial Operations (13222) Senior Accountant 1.0 1.0 1.0 0.0 0.0
Division Summary Permanent Employees 1.0 1.0 1.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.2 0.0 0.0 Total Division 1.2 1.2 1.2 0.0 0.0
Risk Management (59229) (part of City Manager Department prior to FY2007-08) Risk Manager 0.0 0.0 1.0 1.0 1.0 Risk Control Officer 0.0 0.0 1.0 1.0 1.0 Liability Claims Administrator 0.0 0.0 1.0 1.0 1.0 Liability Claims Adjuster 0.0 0.0 1.0 1.0 1.0 Liability Claims Technician 0.0 0.0 1.0 1.0 1.0 Workers' Compensation Administrator 0.0 0.0 1.0 1.0 1.0 Senior Workers' Compensation Claims Examiner 0.0 0.0 2.0 1.0 1.0 Workers' Compensation Claims Examiner 0.0 0.0 0.0 1.0 1.0 Workers' Compensation Claims Technician 0.0 0.0 1.0 1.0 1.0 Workers' Compensation Claims Specialist 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0
221 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 0.0 0.0 12.0 12.0 12.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 12.0 12.0 12.0
Department Summary Permanent Employees 51.0 53.0 67.0 67.0 67.0 Temporary Staffing 1.7 1.2 1.7 2.0 2.0 TOTAL DEPARTMENT 52.7 54.2 68.7 69.0 69.0
222 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
FINANCE
EFFECTIVENESS:
● Revenue Collection - Past Due Accounts Collected$ 647,736 250,000$ 250,000$ $ 250,000 ● Receive the Government Finance Officers Association Yes Yes Yes Yes Award for Excellence in Financial Reporting (2005-06) (2006-07) (2006-07) (2007-08) ● Receive the Government Finance Officers Association Yes Yes Yes Yes Award for Excellence in Operational Budgeting ● Receive the Association of Public Treasurers Yes Yes Yes Yes Investment Policy Certification (2006 Policy) (2007 Policy) (2007 Policy) (2008 Policy)
Liability: ● New Claims Received 458 435 440 440 ● Pending Claims 394 430 400 375 ● Claims Closed 541 450 500 525
Workers' Compensation: ● New Claims Received 305 370 355 360 ● Pending Claims 492 530 530 530 ● Claims Closed N/A N/A N/A N/A
Risk Control: ● Number of Departmental Workers' Comp and Liability 13 11 11 11 ● Number of Employee Safety Training 3,925 3,500 4,500 3,800
Comparison of Lost Time Injuries Baseline Year 1989-90 = 9.0 12.0
9.0 7.4 6.7 6.4 8.5 6.3 6.3 6.2 100 6.0 6.4 5.6 3.0 Lost Time Injuries per 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Actual Actual Actual Actual Actual Actual Actual Estimated Target Actual Fiscal Year
FY2006-07 lost time injuries per 100 FTEs were 30% lower than the FY1989-90 baseline year. FY1989-90 is used since it is the first year the City began to track these statistics. Over the past 10 years, the City's lost time injury rates have been consistently lower than the baseline. Using FY2007-08 cost per claim data, the reduced rates can be translated into approximately $11.3 million in cost avoidance over 10 years, or an average of $1,132,000 on an annual basis. This is primarily attributable to early return-to-work and safety training programs on a Citywide basis.
223 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Workers' Compensation Expenditures Per $100 of Payroll
$8.00 $6.02 $6.00 $4.72 $3.75 $3.82 $3.88 $4.00 $5.33 $4.37 $4.48 $4.14 $2.00
$0.00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Actual Actual Actual Actual Actual Actual Actual Estimated Target Actual Fiscal Year
Decreases from FY2003-04 actuals have resulted from recent legislative workers' compensation reforms particularly in the areas of reduction in the medical fee schedule and the implementation of utilization review process for all on-going medical care.
Risk Management Expenditures as a Percentage of Total Operating Budget
5.0% 3.9% 3.6% 4.0% 3.5% 2.5%
0.0% 2005-06 2006-07 2007-08 2008-09 Actual Actual Estimated Target Actual
Fiscal Year
Reflects actual expenditures (three year rolling average) of liability, property, and workers' compensation insured and self funded costs including administration expenses.
224 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
EFFICIENCY:
Liability: ● Claims Closed with Payments Made 187 185 190 190 ● Claims Closed with no Payments Made 354 265 310 310 ● % of Claims Received Resulting in Litigation 11% 17% 10% 10% ● Recoveries (Damage to City Buses, Vehicles, or$ 165,167 325,000$ 325,000$ $ 230,000 Property)
Workers' Compensation: ● % of Benefit Payments Made Timely 99% 98% 99% 99% ● Number of Payment Transactions 19,282 21,500 21,500 21,500 ● Customer Service Surveys - Employees Return of 86% 85% 80% 90% Positive Results ● % of Indemnity Claims Received Resulting in Litigation 21% 12% 22% 20%
Risk Control: ● % of Risk Assessments Evaluated and Responded to 92% 90% 90% 90% within 5 Working Days of Knowledge ● % of Participants Rating Employee Safety Training 94% 75% 80% 80% Programs Good or Very Good
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226 FY2008-09 Personnel Permanent Employees 20.0
Temporary Staffing 0.9 Total 20.9
Budget Salaries & Wages$ 2,560,848
Supplies & Expenses 654,782 Human Resources Capital Outlay 0 Mission Statement Total $ 3,215,630 Provide programs and services which facilitate the Budget by Fund effective and efficient management of the City’s human resources, thereby enabling the City to meet General 3,215,630 its operational goals and objectives to the mutual Total $ 3,215,630 advantage of individuals, groups, the City and the public.
Departmental Role The Human Resources Department provides a full range of human resources services for the City’s employees and its various departments. Human resources activities include recruitment and selection of candidates to fill vacant positions; establishment and review of position classification and compensation for positions; equal employment opportunity compliance; performance evaluation program; training; organizational development and employee development; administration of employee benefits, services, and programs; personnel record keeping; labor relations; and employee relations, including discipline and administration of Federal and State employment laws.
227 Departmental Structure
Director of Human Resources
Administrative Employment Organizational Services/Employee Development & Relations Services Employee Benefits
Services Provided by Department Administrative Services/Employee Relations Division: The Administrative Services/Employee Relations Division provides administrative support to all the divisions of the Human Resources Department and ensures City compliance with all Federal and State employment laws. Activities include labor relations; employee relations including discipline and administration of all applicable employment laws; preparing the Department Budget; employee performance evaluation review; the City’s Personnel Board and acting as Custodian of Records.
Employment Services Division: The Employment Services Division identifies and implements strategies to attract qualified candidates for employment opportunities with the City of Santa Monica. The Division activities include marketing, recruitment, selection, classification, compensation and equal employment opportunity.
Organizational Development and Employee Benefits Division: The Organizational Development and Employee Benefits Division provide services that focus on the development and retention of our workforce. The Division activities include employee training, organizational and employee development, employee benefits, services and programs.
Significant Budget Changes for FY2008-09 None.
228 Departmental 239 HUMAN RESOURCES 150 HUMAN RESOURCES Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Human Resources$ 2,255,234 $ 2,426,856 $ 0 $ 0 $ 0 Administrative Services/Employee Relations 0 0 1,375,689 1,365,123 1,423,614 Employment Services 0 0 1,006,871 1,090,580 1,149,892 Organizational Development/Employee Benef 0 0 752,475 759,927 795,586
Total Department $ 2,255,234 $ 2,426,856 $ 3,135,035 $ 3,215,630 $ 3,369,092
MAJOR ACCOUNT GROUPS
Salaries and Wages$ 1,677,912 $ 1,890,359 $ 2,401,283 $ 2,560,848 $ 2,695,479 Supplies and Expenses 577,322 536,497 727,352 654,782 673,613 Capital Outlay 0 0 6,400 0 0
Total Department $ 2,255,234 $ 2,426,856 $ 3,135,035 $ 3,215,630 $ 3,369,092
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 17.0 19.0 20.0 20.0 20.0 TEMPORARY 0.9 0.9 0.9 0.9 0.9
Total Department 17.9 19.9 20.9 20.9 20.9
229 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
HUMAN RESOURCES (Restructured in FY2007-08 to include the following three divisions)
Administrative Services/Employee Relations (01250) Director of Human Resources 1.0 1.0 1.0 1.0 1.0 Labor & Employee Relations Manager 0.0 0.0 1.0 1.0 1.0 Senior Human Resources Analyst - Labor & Employee 2.0 2.0 1.0 1.0 1.0 Relations Human Resources Systems/Employer-Employee Relations 0.0 1.0 1.0 1.0 1.0 Analyst Human Resources Systems Coordinator 1.0 0.0 0.0 0.0 0.0 Administrative Analyst - HR 0.0 0.0 1.0 1.0 1.0 Executive Administrative Assistant - HR 1.0 1.0 0.0 0.0 0.0 Administrative Staff Assistant - HR 0.0 1.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Human Resources Specialist 1.0 0.0 0.0 0.0 0.0 Human Resources Staff Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 7.0 7.0 8.0 8.0 8.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 Total Division 7.9 7.9 8.9 8.9 8.9
Employment Services (01251) Employment Services Manager 0.0 0.0 1.0 1.0 1.0 Senior Human Resources Analyst 1.0 2.0 1.0 1.0 1.0 Human Resources Analyst 3.0 4.0 4.0 4.0 4.0 Human Resources Technician 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 6.0 8.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 8.0 8.0 8.0 8.0
Organizational Development and Employee Benefits (01252) Assistant Director of Human Resources 1.0 1.0 1.0 0.0 0.0 Organizational Development/Employee Benefits Manager 0.0 0.0 0.0 1.0 1.0 Employee Benefits Technician 2.0 2.0 2.0 2.0 2.0 Human Resources Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 4.0 4.0 4.0 4.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 4.0 4.0 4.0 4.0 4.0
230 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Department Summary Permanent Employees 17.0 19.0 20.0 20.0 20.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 TOTAL DEPARTMENT 17.9 19.9 20.9 20.9 20.9
231 DepartmentalHUMAN Performance RESOURCES Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
HUMAN RESOURCES
OUTPUT:
● Certification Requests Received 302 250 250 275 ● Open Recruitments Completed 278 180 180 200 ● Promotional Recruitments Completed 15 20 20 20 ● Applications Received 9,843 10,000 10,000 12,000 ● Permanent Employees Hired 184 200 187 200 ● As-Needed Employees Hired 202 240 268 260 ● Classification/Compensation Studies Conducted 112 120 120 120 ● Unemployment Claims Received 108 105 105 105 ● Requests for Tuition Reimbursement Received 125 130 130 130 ● Training Sessions Coordinated 101 60 77 65 ● Bargaining Unit Contracts Negotiated 4 4 4 3 ● Employee Grievances/Complaints Investigated 66 85 85 85 ● Disciplinary Actions Reviewed 71 80 80 80
EFFECTIVENESS:
● % of Participants Rating Trainer(s) and Course 95% 90% 95% 95% Content at Very Good or Higher
EFFICIENCY:
● Average Number of Days to Complete Open Recruitments and Examinations With Testing or Other Special Assessment 74 75 75 75 Without Testing or Other Special Assessment 8 10 10 10 ● Average Number of Days to Complete Promotional Recruitment and Examinations With Testing or Other Special Assessment 38 40 40 40 Without Testing or Other Special Assessment 6 8 8 8
232 FY2008-09 Personnel Permanent Employees 38.0
Temporary Staffing 0.0 Total 38.0
Budget Salaries & Wages$ 5,077,352 Supplies & Expenses 755,130
Information Systems Capital Outlay 1,000 Mission Statement Total $ 5,833,482 To implement and maintain secure, reliable, responsive, customer-oriented information Budget by Fund technology solutions to support the delivery of General 5,833,482 government information and services. Total $ 5,833,482 Departmental Role The Information Systems Department (ISD) provides support and advisory services for all City automated information and communication systems. The Department also provides planning, design and programming for the enhancement of existing systems, as well as for the development, procurement and implementation of new systems to meet the City's short and long term plans.
ISD has developed and now supports a local and wide area network and manages the City's communication systems, including: Voice-Over Internet Protocol (VOIP) telephony, free public internet hot zones, fiber optic networks for 50 City, School District and College facilities, and lease of fiber optics to local businesses.
ISD provides training and technical support to City staff on software applications and has management responsibilities for: Geographic Information Systems, public safety systems, electronic document management systems, security systems, and the City's intranet and internet systems, which facilitate the electronic delivery of government services and allow the public to communicate with the City 24 hours a day.
233 Departmental Structure
Chief Information Officer
Systems & Software Support Administration Networks Systems Services
Services Provided by Department Administration Division: The Administration Division provides administrative support to the Department and is responsible for managing the business operations of ISD. Major activities include: negotiating and executing dark fiber and co-location leases with businesses, coordinating inter-departmental and inter-agency communications, developing and implementing technology policies and procedures, conducting specialized research and analysis, implementing new systems to assist the City in improving operations and delivery of services to the public and managing the replacement and enhancement of technology on an on-going basis (computers, printers, servers and other network components).
Systems and Networks Division: The Systems and Networks Division provides strategic planning, design, installation, maintenance and repair of computer and network hardware, security and access control, telecommunications equipment, call processing and voicemail systems, voice and data switches and PBX’s, and fiber optic and wireless networks. The Division oversees the operation of data centers and all communications facilities, and has deployed and now supports a Municipal Fiber Optic Network, consisting of five hub sites, that support 31 City, 13 School District, 6 College facilities, and a growing number of businesses who are leasing dark fiber and co-location space from the City. The Division also maintains approximately 1500 desktop computers, 400 printers,140 servers, and 2000 telephones; as well as provides advanced technical support to over 1,800 City staff members at 42 City facilities and to members of the public who use City provided technology services, such as the City’s 17 free wireless internet hot zones in public libraries, parks and facilities. In addition, the Division oversees all construction and maintenance activities of fiber optic networks and traffic signal communications networks.
Software Systems Division: The Software Systems Division provides software consulting services to City departments and
234 implements computer-based technology to support the delivery of City services and information to the public. The Division performs analysis of system requirements, assists in the vendor selection and contract award of software contractors. The Division develops and implements software standards, provides project management for system implementations and upgrades, and conducts modifications to software systems and applications to meet federal, state, and local regulations. In addition, the Division is responsible for managing and maintaining the City’s software systems, including: the Internet and Intranet, Geographic Information Systems, public safety, and electronic document management systems.
Support Services Division: The Support Services Division provides customer service assistance to staff on the use and maintenance of their automated systems. The Division is responsible for resolving hardware and software service requests reported to the ISD Helpdesk, assisting departments and users with enterprise and departmental applications, delivering live classroom training, and purchasing and tracking requests for hardware and software installations and support. The Division manages telephone and cell phone services and billing for all City accounts.
Significant Budget Changes for FY2008-09
● The addition of 1.0 FTE Administrative Analyst position to assist in lease preparation, negotiation, and management of the dark fiber communications infrastructure.
235 Departmental 160 INFORMATION SYSTEMS Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 0 $ 0 $ 937,347 $ 1,026,106 $ 1,096,725 Systems and Networks 0 0 1,733,056 1,855,057 1,952,743 Software Systems 0 0 2,371,249 2,404,050 2,527,817 Support Services 0 0 533,581 548,269 577,550
Total Department $ 0 $ 0 $ 5,575,233 $ 5,833,482 $ 6,154,835
* As a result of the citywide reorganization, beginning in FY2007-08 ISD became a department separated into four divisions; prior data are reported in the City Manager Department
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 0 $ 0 $ 4,740,251 $ 5,077,352 $ 5,376,528 Supplies and Expenses 0 0 832,982 755,130 778,307 Capital Outlay 0 0 2,000 1,000 0
Total Department $ 0 $ 0 $ 5,575,233 $ 5,833,482 $ 6,154,835
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
PERMANENT POSITIONS 0.0 0.0 37.0 38.0 38.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Total Department 0.0 0.0 37.0 38.0 38.0
236 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
INFORMATION SYSTEMS (new in FY2007-08)
Administration (01243) Chief Information Officer 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Information Systems 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 2.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 2.0 3.0 3.0
Systems and Networks (01244) Systems and Network Officer 0.0 0.0 1.0 0.0 0.0 Systems and Network Manager 0.0 0.0 0.0 1.0 1.0 Communications Engineer 0.0 0.0 2.0 2.0 2.0 Systems Administrator 0.0 0.0 3.0 3.0 3.0 Network Engineer 0.0 0.0 2.0 2.0 2.0 Technical Services Specialist 0.0 0.0 4.0 0.0 0.0 Computer Services Specialist 0.0 0.0 0.0 4.0 4.0 Systems Analyst-Library Systems 0.0 0.0 1.0 1.0 1.0 Telecommunications Technician 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 14.0 14.0 14.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 14.0 14.0 14.0
Software Systems (01245) Software Systems Officer 0.0 0.0 1.0 0.0 0.0 Software Systems Manager 0.0 0.0 0.0 1.0 1.0 Systems Analyst 0.0 0.0 1.0 1.0 1.0 Lead Systems Analyst - Public Safety 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Permitting Systems 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Transit Systems 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Utilities 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Public Safety 0.0 0.0 1.0 1.0 1.0 GIS Program Coordinator 0.0 0.0 1.0 1.0 1.0 Internet Systems Coordinator 0.0 0.0 1.0 1.0 1.0 GIS Analyst 0.0 0.0 1.0 1.0 1.0 GIS Technician 0.0 0.0 1.0 1.0 1.0 Internet Applications Analyst 0.0 0.0 1.0 1.0 1.0 Database Administrator 0.0 0.0 2.0 2.0 2.0 Software Systems Analyst - HR/Pay 0.0 0.0 1.0 1.0 1.0 Software Systems Analyst - Transit 0.0 0.0 1.0 1.0 1.0
237 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 0.0 0.0 16.0 16.0 16.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 16.0 16.0 16.0
Support Services (01246) Support Services Coordinator 0.0 0.0 1.0 1.0 1.0 Helpdesk Coordinator 0.0 0.0 1.0 1.0 1.0 Senior Computer Support Specialist 0.0 0.0 1.0 1.0 1.0 Technical Staff Assistant 0.0 0.0 1.0 0.0 0.0 Support Services Technician 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 5.0 5.0 5.0
Department Summary Permanent Employees 0.0 0.0 37.0 38.0 38.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 0.0 0.0 37.0 38.0 38.0
238 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
INFORMATION SYSTEMS
OUTPUT:
Information Systems Services ● Computer Systems Help Line Trouble Calls 6,000 10,000 2,000 2,000 ● Computer Systems Help Line Assistance Calls 2,000 2,000 100 100 ● Computer Systems Installations 1,000 1,000 1,200 1,000 ● Communications Help Line Trouble Calls 600 1,200 1,000 1,000 ● Communications Help Line Assistance Calls 130 300 100 100 ● Communications Installations 400 200 400 200 ● Software Application Help Line Trouble Calls N/A N/A N/A 4,000 ● Software Application Help Line Assistance Calls N/A N/A N/A 2,000 ● Software Application Installations N/A 2,000 3,000 3,000 ● Computer System Projects N/A N/A N/A 20 ● Communications Projects N/A N/A N/A 30 ● Software System Projects N/A 0 4 4
Systems Development ● Number of New Maps (Coverages) Produced with GIS 100 20 20 20 ● New Software Systems Installed 6 7 7 4
Web Services ● Number of Electronic Requests for Government 14,183,477 23,000,000 23,000,000 26,500,000 Information ● Number of Intranet Requests for Government 7,413,159 6,240,000 6,240,000 6,490,000 Information ● Number of Government Services Requested through 23,859 72,160 72,160 82,980 the Internet (Includes on-line filing of petty theft reports, graffiti removal requests, and renewal of business licenses) ● Number of New Internet Services Developed (includes 26 7 7 5 on-line permit applications and permit processing status, and other service transactions) ● Number of New Intranet Services Developed 8 5 5 5
Training ● New Training Courses Developed 4 10 2 10 ● Training Classes Conducted 85 120 120 100 ● Number of Students Attending Classes 800 600 600 500
239 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Community Service ● Number of Used Desktop Computers Donated to Public N/A 342 350 200 Schools and Local Non-profits ● Number of Used Printers Donated to Public Schools N/A 9 10 10 and Local Non-profits ● Number of Used Servers Donated to Public Schools N/A 18 5 5 and Local Non-profits
EFFECTIVENESS:
Information Systems Services ● Availability of Computer Systems during Regular 98% 99% 99% 99% Business Hours ● Availability of Network and Telecommunications 98% 99% 99% 99% Systems During Business Hours ● Computer Equipment Installations Completed within 95% 95% 96% 96% Five Days of Scheduled Install Date ● Telecommunications Installations Completed within 90% 91% 91% 92% Five Days of Scheduled Install Date ● Computer Systems Help Line Trouble Calls Resolved 90% 91% 91% 92% within One Business Day ● Computer Systems Help Line Assistance Calls 95% 96% 96% 96% Resolved within One Business Day ● Telecommunications Systems Help Line Trouble 90% 91% 91% 92% Calls Completed within One Business Day ● Telecommunications Systems Help Line Assistance 95% 96% 96% 96% Calls Completed within One Business Day ● Availability of Email Services during Business Hours 99% 99% 99% 99% ● Availability of Critical Software Application Systems 99% 99% 99% 99% Services during Business Hours ● Availability of File and Print Services during Business 99% 99% 99% 99% Hours
240 FY2008-09 Personnel Permanent Employees 241.0 Temporary Staffing 29.5 Total 270.5
Budget Salaries & Wages$ 21,336,822 Supplies & Expenses 16,450,498 Community Maintenance Capital Outlay 36,143 Mission Statement Total $ 37,823,463 To clean, maintain and enhance community infrastructure and City assets including buildings, Budget by Fund parks, public landscapes, vehicle fleet, traffic General $ 26,827,492 operations, and visitor serving venues by continuing to develop and implement cost effective best Beach Recreation 2,457,557 practices and standards for consistent customer Beach House 691,340 service. Pier 1,514,887 Airport 647,289 Departmental Role Vehicle Management 5,684,898 The Community Maintenance Department is an Total $ 37,823,463 internal and external services Department. The Department provides general maintenance to 170 City-owned facilities, oversees citywide graffiti removal, services street lights, installs pavement markers and traffic signs, manages the Central Warehouse and the Trades Intern Program, maintains, repairs and provides scheduled maintenance on City vehicles, grooms and maintains City parks, maintains and manages the Community Forest, oversees 420 acres of public green space, and maintains Santa Monica State Beach, the Third Street Promenade, the Santa Monica Pier, and the Santa Monica Airport.
241 Departmental Structure
Director of Community Maintenance
Administration
Maintenance Public Custodial Management Landscape Services
Community Maintenance Park Facilities Management Operations Operations
Internal Facilities Public Landscape & Community Facility Management Forest Operations
Traffic Promenade Beach House Operations Maintenance
Fleet Beach Management Maintenance
Pier Beach House Maintenance
Airport Maintenance
Beach House
242 Services Provided by Department Maintenance Management Division: The Maintenance Management Division directs and supervises maintenance functions, including Facilities Management and Fleet Management. In addition, the Division operates and maintains the City Yard and manages the Central Warehouse, which purchases and stores material for City departments. The Division manages the internet-based facility maintenance work order system. The Maintenance Management Division, together with the Fleet Management Division, administers an alternative fuel vehicle program and manages the Compressed Natural Gas fueling facility and the Hydrogen fueling station at the City Yard. The Trades Intern Program is also managed by the Division in association with the Community and Cultural Services Department, the Santa Monica-Malibu Unified School District and the Los Angeles County Regional Occupation Program. Maintenance Management also coordinates the Rosie's Girls spring and summer camp program. This is a national program designed to build self-esteem, leadership and physical confidence through both trades and non-traditional activities.
Facilities Management Division: The Facilities Management Division provides the following public services: ● General maintenance and upkeep of 170 City-owned facilities including City Hall, Public Safety Facility, Beach House and libraries ● Oversees renovation projects of City facilities ● Removes graffiti citywide ● Services 7,000 citywide street lights
The Division performs over 4,000 work repair requests at City facilities each year involving carpentry, electrical, HVAC, painting and plumbing tradeswork. Facilities Management staff repairs and maintains street lighting, including 300 miles of conduits and 800 miles of wiring; maintains and services 500 pieces of radio equipment; repairs 226 backflow prevention devices; and performs in excess of 16,000 graffiti removals on public and private property annually.
In addition to daily repair requests, Facilities Management oversees preventative maintenance, small renovations and contracted services for deferred maintenance projects. Projects may include tile, carpeting, new fixture installation, plumbing, electrical upgrades, ADA compliance, painting, roofing and waterproofing, new windows and millwork as needed.
Traffic Operations Division: The Traffic Operations Division provides the following public services: ● Installs and maintains traffic and street name signage and pavement markers ● Performs traffic striping and painting, including lane delineations, crosswalks and curb zones ● Installs, maintains and repairs 6,335 parking meters
Traffic Signal responsibilities and 4.0 FTE of staff are being transferred to the Planning and Community Development Department for improved coordination with Traffic Engineering and Planning staff in FY08/09.
Fleet Management Division: The Fleet Management Division is an internal service division in the City. The Division
243 maintains and repairs City vehicles and other automotive-related equipment for all City departments except Fire and Big Blue Bus; provides scheduled maintenance to reduce overall vehicle operating costs and extend useful life; prepares surplus equipment for auction or salvage to achieve maximum feasible return; oversees the City’s reduced emission fuel program; manages the City’s vehicle and equipment replacement program and Fund by overseeing the acquisition of high quality, cost-effective, safe, and energy-efficient vehicles and equipment; and maintains the computerized system to track and report cost and utilization by vehicle and division.
Park Operations Division: The Park Operations Division is a public service division that grooms and maintains 121 acres of public green space and other active and passive park areas in 26 regional, community and neighborhood parks. The Division maintains tennis and basketball courts, athletic playfields, playgrounds and various park amenities.
Public Landscape and Community Forest Division: The Public Landscape and Community Forest Division manages over 33,600 trees and 420 acres of public green space including over 60 public landscaped areas. This Division staff provides the following public services: ● Trimming, removing, replacing and planting of street, park and open space trees ● Landscape maintenance at public facilities, including City Hall, Public Libraries, Beach House and Fire Stations ● Landscape maintenance of public green spaces and medians ● Management of the City’s open space irrigation systems ● Maintenance of the 27 acre Palisades Bluff natural areas
Promenade Maintenance Division: The Promenade Maintenance Division provides comprehensive cleaning and maintenance services at the Third Street Promenade, Transit Mall, 8 Public Parking Structures and two public restrooms in the Downtown District, parking structures at the Ken Edwards Center and Main Library, and the Civic Parking Structure.
Beach Maintenance Division: The Beach Maintenance Division grooms and maintains approximately 245 acres of Santa Monica State Beach, from the water’s edge to public access ways, including all sand west of Ocean Front Walk. Beach crews maintain 11 restroom buildings, 72 volleyball courts, 40 pieces of exercise and play equipment, 8,000 linear feet of fence and 700 trash containers. There are 19,900 acres of sand rakes and 1,250 acres of sand screened on a yearly basis. The beach is raked daily in the summer and on weekdays in the winter.
Pier Maintenance Division: The Pier Maintenance Division maintains the City’s 9.5 acre Santa Monica Pier, a local landmark with a rich history dating back 100 years. The Division provides the following public services: ● Maintenance of over 413,050 square feet of wood and asphalt decking ● Maintenance of the historic Carousel building and Santa Monica Pier sign ● Daily inspection & management of the Pier infrastructure, including plumbing, electrical, and fire safety systems ● Cleaning restroom facilities, smoking areas and trash removals ● Logistical & technical support to over 100 annual special events and over 50 movie and commercial film productions
244 Airport Maintenance Division: The Airport Maintenance Division is responsible for maintaining the grounds of the 227 acre Santa Monica Airport. The Division provides the following public services: ● Maintenance of the 65 acre runway, including the sound walls, runway lights and windsocks ● Landscape and irrigation maintenance of the natural and improved areas throughout the airport grounds ● Maintenance of the 5 parking lots in and around the airport grounds ● Daily inspection & management of the airport infrastructure, including security, plumbing, electrical, and fire safety systems ● Emergency repair services for the 165 Airport tenants and City office spaces ● Maintenance of the aircraft tie-down areas ● Management of three rainfall collections sites for water analysis by the Environmental Programs Division
Community Facilities Division: The Community Facilities Operations Division provides custodial cleaning services at the City’s community centers, meeting rooms, and park facilities, Beach House and restrooms that serve thousands of Santa Monica residents and visitors each year. Division staff is responsible for meeting room set up and staffing at community centers and park facilities.
Internal Facilities Operations Division: Internal Facilities Operations provides custodial cleaning services at City Hall, the Main Library, and the three library branches. The Division is also responsible for developing specifications and administering City-wide custodial contracts at 15 different City facilities and visitor serving venues.
Significant Budget Changes for FY2008-09 A total of $1,688,076 is added for the following services:
● $691,340 for a total of 11.5 FTE positions, landscape contractual service, and maintenance and custodial supplies for maintenance of the new Beach House. ● $108,736 for landscape maintenance of Lantana traffic calming, Colorado Boulevard crosswalk improvements, 20th Street and Cloverfield Boulevard streetscape improvements, and 2nd and 4th Street streetscape improvements. ● $50,000 for maintenance of the Access Center facility, which provides homeless services. ● $488,000 one-time, and $286,800 ongoing, for tree trimming. ● $350,000 one-time funding for tree replacement.
In addition, 4.0 FTE positions are transferred to the new Traffic Signals Division of the Plan- ning & Community Development Department for service realignment.
245 Departmental 550 COMMUNITY MAINTENANCE Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 0 $ 0 $ 0 $ 396,953 $ 415,838 Maintenance Management 0 0 1,243,178 1,466,120 1,547,200 Facilities Management 0 0 5,208,665 5,588,645 5,825,583 Traffic Operations 0 0 1,789,629 1,251,122 1,313,142 Fleet Management 0 0 5,464,816 5,684,898 5,920,945 Park Operations 0 0 7,276,319 5,921,708 6,200,066 Public Landscape & Community Forest 0 0 2,897,025 4,240,139 3,647,411 Promenade Maintenance 0 0 2,322,434 2,344,086 2,457,933 Beach Maintenance 0 0 2,419,612 2,457,557 2,556,806 Beach House Maintenance 0 0 0 691,340 1,370,918 Pier Maintenance 0 0 1,476,908 1,514,887 1,571,111 Airport Maintenance 0 0 637,372 647,289 673,280 Community Facilities 0 0 2,546,759 3,290,804 3,442,169 Internal Facility Operations 0 0 2,353,654 2,327,915 2,445,687
Subtotal Department $ 0 $ 0 $ 35,636,371 $ 37,823,463 $ 39,388,089
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 0 $ 0 $ 15,683,540 $ 15,972,026 $ 16,853,221 Supplies and Expenses 0 0 9,902,573 10,837,466 10,413,808 Capital Outlay 0 0 51,550 18,000 28,000
Subtotal $ 0 $ 0 $ 25,637,663 $ 26,827,492 $ 27,295,029
Beach Recreation Fund Salaries and Wages$ 0 $ 0 $ 1,340,935 $ 1,415,043 $ 1,473,922 Supplies and Expenses 0 0 1,078,677 1,042,514 1,082,884 Capital Outlay 0 0 0 0 0
Subtotal $ 0 $ 0 $ 2,419,612 $ 2,457,557 $ 2,556,806
Beach House Fund Salaries and Wages$ 0 $ 0 $ 0 $ 303,442 $ 629,008 Supplies and Expenses 0 0 0 369,755 741,910 Capital Outlay 0 0 0 18,143 0
Subtotal $ 0 $ 0 $ 0 $ 691,340 $ 1,370,918
246 Departmental 550 COMMUNITY MAINTENANCE Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
Pier Fund Salaries and Wages$ 0 $ 0 $ 553,248 $ 557,418 $ 584,090 Supplies and Expenses 0 0 923,660 957,469 987,021 Capital Outlay 0 0 0 0 0
Subtotal $ 0 $ 0 $ 1,476,908 $ 1,514,887 $ 1,571,111
Airport Fund Salaries and Wages$ 0 $ 0 $ 325,340 $ 337,021 $ 353,704 Supplies and Expenses 0 0 302,700 310,268 319,576 Capital Outlay 0 0 9,332 0 0
Subtotal $ 0 $ 0 $ 637,372 $ 647,289 $ 673,280
Vehicle Management Fund Salaries and Wages$ 0 $ 0 $ 2,598,846 $ 2,751,872 $ 2,883,571 Supplies and Expenses 0 0 2,865,970 2,933,026 3,037,374 Capital Outlay 0 0 0 0 0
Subtotal $ 0 $ 0 $ 5,464,816 $ 5,684,898 $ 5,920,945
Total All Funds Salaries and Wages$ 0 $ 0 $ 20,501,909 $ 21,336,822 $ 22,777,516 Supplies and Expenses 0 0 15,073,580 16,450,498 16,582,573 Capital Outlay 0 0 60,882 36,143 28,000
Total Department $ 0 $ 0 $ 35,636,371 $ 37,823,463 $ 39,388,089
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 0.0 1.0 188.5 184.5 184.5 TEMPORARY 0.0 0.0 13.5 13.5 13.5
Subtotal 0.0 1.0 202.0 198.0 198.0
Beach Recreation Fund PERMANENT POSITIONS 0.0 0.0 11.0 11.0 11.0 TEMPORARY 0.0 0.0 11.5 11.5 11.5
Subtotal 0.0 0.0 22.5 22.5 22.5
247 Departmental 550 COMMUNITY MAINTENANCE Budget Summary VARIOUS FUNDS
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
Beach House Fund PERMANENT POSITIONS 0.0 0.0 0.0 7.5 7.5 TEMPORARY 0.0 0.0 0.0 4.0 4.0
Subtotal 0.0 0.0 0.0 11.5 11.5
Pier Fund PERMANENT POSITIONS 0.0 0.0 6.0 6.0 6.0 TEMPORARY 0.0 0.0 0.5 0.5 0.5
Subtotal 0.0 0.0 6.5 6.5 6.5
Airport Fund PERMANENT POSITIONS 0.0 0.0 4.0 4.0 4.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 0.0 0.0 4.0 4.0 4.0
Vehicle Management Fund PERMANENT POSITIONS 0.0 0.0 26.0 28.0 28.0 TEMPORARY 0.0 0.0 2.0 0.0 0.0
Subtotal 0.0 0.0 28.0 28.0 28.0
Total All Funds PERMANENT POSITIONS 0.0 1.0 235.5 241.0 241.0 TEMPORARY 0.0 0.0 27.5 29.5 29.5
Total Department 0.0 1.0 263.0 270.5 270.5
248 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
COMMUNITY MAINTENANCE (new in FY2007-08)
Administration (01562) Director - Community Maintenance 0.0 0.0 0.0 1.0 1.0 Executive Administrative Assistant 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 0.0 2.0 2.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 2.0 2.0
Maintenance Managemnet (01551) (part of Environmental & Public Works Management prior to FY2007-08) Maintenance Manager 0.0 0.0 1.0 1.0 1.0 Building Services Engineer 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Warehouse Operations Supervisor 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Storekeeper I 0.0 0.0 2.0 2.0 2.0 Trades Intern 0.0 0.0 9.0 9.0 9.0
Division Summary Permanent Employees 1 0.0 0.0 16.0 16.0 16.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 16.0 16.0 16.0
Facilities Management (01552) (part of Environmental & Public Works Management prior to FY2007-08) Facilities Maintenance Superintendent 0.0 0.0 1.0 1.0 1.0 Civil Engineer 0.0 0.0 0.0 1.0 1.0 Civil Engineering Associate 0.0 0.0 1.0 0.0 0.0 Construction Specialist 0.0 0.0 1.0 0.0 0.0 Construction Project Supervisor 0.0 0.0 0.0 1.0 1.0 Electrical Crew Leader 0.0 0.0 1.0 1.0 1.0 Plumber Crew Leader 0.0 0.0 1.0 1.0 1.0 HVAC Technician 0.0 0.0 2.0 2.0 2.0 Carpenter Crew Leader 0.0 0.0 1.0 1.0 1.0 Electrician II 0.0 0.0 6.0 6.0 6.0 Painter Crew Leader 0.0 0.0 1.0 1.0 1.0 Administrative Analyst - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Plumber 0.0 0.0 3.0 3.0 3.0 Carpenter 0.0 0.0 3.0 4.0 4.0 Painter 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Graffiti Removal Technician 0.0 0.0 3.0 3.0 3.0 Construction Worker 0.0 0.0 1.0 0.0 0.0
249 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 1 0.0 0.0 29.0 29.0 29.0 Temporary Staffing 2 0.0 0.0 1.0 1.0 1.0 Total Division 0.0 0.0 30.0 30.0 30.0
Traffic Operations* (01556) Traffic Operations Supervisor 0.0 0.0 1.0 0.0 0.0 Lead Traffic Signal Technician 0.0 0.0 1.0 0.0 0.0 Traffic Signal Technician 0.0 0.0 2.0 0.0 0.0 Lead Parking Meter Technician 0.0 0.0 1.0 1.0 1.0 Lead Traffic Painter 0.0 0.0 1.0 1.0 1.0 Parking Meter Technician 0.0 0.0 2.0 2.0 2.0 Traffic Painter 0.0 0.0 7.0 7.0 7.0
Division Summary Permanent Employees 1 0.0 0.0 15.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 15.0 11.0 11.0
* Part of Planning & Community Development prior to FY2007-08; restructured in FY2008-09
Fleet Management (54554) (part of Environmental & Public Works Management prior to FY2007-08) Fleet Maintenance Superintendent 0.0 0.0 1.0 1.0 1.0 Fleet Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Senior Mechanic 0.0 0.0 2.0 2.0 2.0 Mechanic I/II 0.0 0.0 16.0 18.0 18.0 Welder - Fabricator 0.0 0.0 1.0 1.0 1.0 Storekeeper II 0.0 0.0 1.0 1.0 1.0 Storekeeper I 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 26.0 28.0 28.0 Temporary Staffing 2 0.0 0.0 2.0 0.0 0.0 Total Division 0.0 0.0 28.0 28.0 28.0
Park Operations (01572) (part of Community and Cultural Services prior to FY2007-08) Director - Community Maintenance 0.0 1.0 1.0 0.0 0.0 Public Landscape Manager 0.0 0.0 1.0 1.0 1.0 Parks Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Open Space Management 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Parks Operations Supervisor 0.0 0.0 4.0 4.0 4.0 Parks Operations Crew Leader 0.0 0.0 4.0 4.0 4.0 Irrigation Crew Leader 0.0 0.0 1.0 1.0 1.0 250 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Parks Equipment Technician 0.0 0.0 1.0 1.0 1.0 Irrigation Technician 0.0 0.0 2.0 2.0 2.0 Executive Administrative Assistant 0.0 0.0 1.0 0.0 0.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 6.0 6.0 6.0 Groundskeeper 0.0 0.0 21.0 21.0 21.0
Division Summary Permanent Employees 1 0.0 1.0 47.0 45.0 45.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 1.0 47.0 45.0 45.0
Public Landscape and Community Forest (01576) (part of Community and Cultural Services prior to FY2007-08) Community Forest and Public Landscape Superintendent 0.0 0.0 1.0 1.0 1.0 Community Forest Supervisor 0.0 0.0 1.0 1.0 1.0 Public Landscape Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Tree Trimmer 0.0 0.0 1.0 1.0 1.0 Tree Trimmer 0.0 0.0 5.0 5.0 5.0 Irrigation Technician 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 11.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 11.0 11.0 11.0
Promenade Maintenance (01580) (part of Environmental & Public Works Management prior to FY2007-08) Promenade Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Maintenance Crew Leader 0.0 0.0 1.0 2.0 2.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 6.0 5.0 5.0 Maintenance Worker I 0.0 0.0 3.0 0.0 0.0 Maintenance Worker 0.0 0.0 0.0 4.0 4.0 Storekeeper I 0.0 0.0 0.0 1.0 1.0 Custodian I 0.0 0.0 4.0 2.0 2.0 Grounds Maintenance Worker 0.0 0.0 3.0 3.0 3.0
Division Summary Permanent Employees 1 0.0 0.0 19.0 19.0 19.0 Temporary Staffing 2 0.0 0.0 9.0 9.0 9.0 Total Division 0.0 0.0 28.0 28.0 28.0
Beach Maintenance (11578) (part of Environmental & Public Works Management prior to FY2007-08) Beach Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Equipment Operator II 0.0 0.0 4.0 4.0 4.0 Equipment Operator I 0.0 0.0 1.0 1.0 1.0
251 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Custodian II 0.0 0.0 1.0 1.0 1.0 Maintenance Worker I 0.0 0.0 1.0 0.0 0.0 Maintenance Worker 0.0 0.0 3.0 4.0 4.0
Division Summary Permanent Employees 1 0.0 0.0 11.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 11.5 11.5 11.5 Total Division 0.0 0.0 22.5 22.5 22.5
Beach House Maintenance (24579) (new in FY2008-09) Maintenance Crew Leader 0.0 0.0 0.0 1.5 1.5 Custodian II 0.0 0.0 0.0 2.0 2.0 Custodian I 0.0 0.0 0.0 4.0 4.0
Division Summary Permanent Employees 1 0.0 0.0 0.0 7.5 7.5 Temporary Staffing 2 0.0 0.0 0.0 4.0 4.0 Total Division 0.0 0.0 0.0 11.5 11.5
Pier Maintenance (30582) (part of Housing and Economic Development prior to FY2007-08) Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Carpenter 0.0 0.0 1.0 1.0 1.0 Pier Maintenance Worker 0.0 0.0 2.0 2.0 2.0 Custodian I 0.0 0.0 2.0 2.0 2.0
Division Summary Permanent Employees 1 0.0 0.0 6.0 6.0 6.0 Temporary Staffing 2 0.0 0.0 0.5 0.5 0.5 Total Division 0.0 0.0 6.5 6.5 6.5
Airport Maintenance (33584) (part of Housing and Economic Development prior to FY2007-08) Airport Maintenance Crew Leader 0.0 0.0 1.0 1.0 1.0 Airport Maintenance Worker 0.0 0.0 3.0 3.0 3.0
Division Summary Permanent Employees 1 0.0 0.0 4.0 4.0 4.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 4.0 4.0 4.0 Community Facilities Operations (01574) Facilities Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Principal Custodial Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Custodial Supervisor 0.0 0.0 3.0 3.0 3.0 Aquatics Maintenance Worker 0.0 0.0 1.5 1.5 1.5 Custodian II 0.0 0.0 4.0 4.0 4.0 Custodian I 0.0 0.0 15.0 15.0 15.0
252 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 1 0.0 0.0 26.5 26.5 26.5 Temporary Staffing 2 0.0 0.0 3.5 3.5 3.5 Total Division 0.0 0.0 30.0 30.0 30.0
Internal Facilities Operations (01586) Custodial Services Manager 0.0 0.0 1.0 1.0 1.0 Facilities Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Custodial Supervisor 0.0 0.0 2.0 2.0 2.0 Custodian II 0.0 0.0 4.0 4.0 4.0 Custodian I 0.0 0.0 17.0 17.0 17.0
Division Summary Permanent Employees 1 0.0 0.0 25.0 25.0 25.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 25.0 25.0 25.0
Department Summary Permanent Employees 0.0 1.0 235.5 241.0 241.0 Temporary Staffing 0.0 0.0 27.5 29.5 29.5 TOTAL DEPARTMENT 0.0 1.0 263.0 270.5 270.5
253 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
COMMUNITY MAINTENANCE
OUTPUT:
● Number of Work Orders Completed at City Facilities Total N/A 0 4,148 4,200 Carpentry N/A 0 598 650 Electrical (excluding Street Lights) N/A 0 978 900 Heating, Ventilation, Air Conditioning N/A 0 456 450 Paint N/A 0 399 400 Plumbing N/A 0 1,283 1,400 Contractor Repair Work Orders N/A 0 434 400 ● Number of Graffiti Removals Performed 18,098 17,500 16,414 17,500 ● Number of Street Lights Repaired N/A 0 1,049 1,000 ● Number of Traffic Signs Installed, Replaced, Repaired, 5,447 6,000 5,719 6,000 or Removed ● Miles of Traffic Striping/Curbs Painted N/A 0 69 60 ● Number of Parking Meter Repairs 42,645 31,000 39,459 40,000 ● Total Number of Public Trees 32,841 33,556 33,556 33,606 ● Trees Trimmed 6,261 5,700 5,700 6,130 ● Community Forest Renewal: Tree Vacancies* 1,294 1,135 1,135 1,085 Tree Removals 301 320 320 300 Trees Planted 636 320 320 350 ● Number of Plans Reviewed 451 300 300 300 ● Number of Construction Sites Inspected 425 650 650 650 ● Square Feet Added to Public Landscape Inventory 352,160** 45,000 45,000 30,000 ● Number of Pier Preventive Maintenance Projects 225 225 225 230 ● Number of Pier Deckboards Replaced N/A 0 265 300 ● Facility Repair and Maintenance Projects at the Airport 195 170 170 180
* Tree vacancies are defined as sites where trees once stood and are now vacant, potential sites where trees never existed, and sites where trees were recently removed ** Addition of 8 acres of Palisades Bluff
EFFECTIVENESS:
● % of Facilities Work Orders Completed: Within 2 Days N/A N/A 67% 70% Within 7 Days N/A N/A 79% 80% Within 30 Days N/A N/A 93% 95% ● % of Warehouse Users Rating the Central Warehouse N/A N/A 77% 80% for Availability of Supplies as Excellent/Good ● Customer Service as Excellent/Good N/A N/A 77% 80%
254 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
● % of GGE (Gasoline Gallon Equivalent) of Alternative Fuel vs. Petroleum Based Fuel Used in City Vehicles Petroleum Product 17% 32% 15% 14% Alternative Fuel (includes CNG & Bio Diesel) 83% 68% 85% 86%
Percentage of Gasoline Gallon Equivalent (GGE) Petroleum Product vs. Alternative Fuel
100% 17% 15% 14% 80% 32% 60% 40% 83% 85% 86% 68% 20% 0% FY2006-07 FY2007-08 FY2007-08 FY2008-09 Actual Target Estimated Actual Target
Alternative Fuel Petroleum Product
● % of Preventative Maintenance Performed on City N/A 80% 80% 80% Vehicles Completed within 10% of Due Date ● % of Clients Rating: Scheduled Repairs as Excellent/Good N/A 75% 92% 95% Quality of Work as Excellent/Good N/A 75% 92% 95% ● % of Citywide Survey Respondents Rating Parks as: Clean N/A N/A 84% N/A Well Maintained N/A N/A 88% N/A Conveniently Located from Home N/A N/A 90% N/A ● % of Citywide Survey Respondents Rating Tree 85% 75% 75% 85% Trimming as Excellent/Good ● % of Downtown Property Owner, Business and Residents Surveyed by Direct Mail: Rating Litter Removal Very Good/Good N/A 60% N/A 60% Rating Graffiti Removal Very Good/Good N/A 65% N/A 65% Rating Sidewalk Cleaning Very Good/Good N/A 50% N/A 50% Rating Overall Customer Service Very Good/Good N/A 55% N/A 55% ● % of Promenade Restroom Program Users Surveyed N/A 97% 94% 95% Rating Restroom Cleanliness as Exceeding/Meeting Expectations
255 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
● % of Airport Clients Rating: Response Time to Repair Requests as Excellent/ N/A N/A 75% 75% Good Quality of Repairs as Excellent/Good N/A N/A 75% 75%
256 FY2008-09 Personnel Permanent Employees 105.0 Temporary Staffing 0.1 Total 105.1
Budget Planning & Salaries & Wages$ 12,242,056 Supplies & Expenses 7,511,954 Community Development Capital Outlay 23,612 Mission Statement Total $ 19,777,622 To create a common vision for the future of Santa Monica through a proactive community planning Budget by Fund effort that involves all stakeholders in a consensus General $ 19,776,128 building process, and to ensure that all land use and Parking Authority 1,494 transportation decisions reflect the community’s vision. Total $ 19,777,622
Departmental Role The Planning and Community Development Department oversees the City’s built form and the circulation system connecting the built form. The Department is responsible for policy development, planning, design review, permitting, inspection and enforcement as they relate to these elements. Additionally, the Department operates the City’s traffic system and parking facilities. The Department is comprised of five Divisions: City Planning/Development Review; Community and Strategic Planning; Building and Safety; Transportation Management; and an Administration Division.
257 Departmental Structure
Director of Planning & Community Development
Administration
City Planning/ Community & Building & Transportation Development Strategic Safety Management Review Planning
Parking Parking Operations Authority
Services Provided by Department Administration Division: The Administration Division coordinates and manages the Department’s three other divisions: City Planning, Building and Safety and Transportation Management. Responsibilities include providing direction and leadership to the Department, setting standards and accountability for timely permit, inspection, and code compliance processes, monitoring staff report preparation, reviewing and coordinating responses to City Council/ citizen inquiries, budget preparation and fiscal tracking, coordinating the inter- departmental collaborative objectives, coordinating responses to regional planning and transportation planning initiatives, and researching and analyzing data for inclusion in reports and special studies.
City Planning/Development Review Division: The City Planning/Development Review Division administers and implements City land use and development policies, urban design policies, and historic preservation program. The division has a key responsibility for timely permit processing as Planning staff serves as project managers to move customer projects through interdepartmental reviews and the permit process. The division processes a variety of development approval applications, working closely with the Planning Commission and Architectural Review Board to ensure new development reflects city land use policy and enhances the built environment. The division also prepares and processes amendments to the Zoning Ordinance as needed in relation to development permits. The division staffs the Planning Commission, Architectural Review Board, Landmarks Commission, Zoning Administrator hearings, community and neighborhood workshops and citizen task forces. In addition to providing direct services to the public by
258 staffing a public counter, preparing information handouts, and responding to citizen inquiries, the division conducts extensive community outreach on development projects, working closely with both the applicant and community to identify and resolve key issues early in the process to ensure new development reflects the community’s long range vision for Santa Monica.
Community and Strategic Planning: This newly created Division is responsible for long range planning, including updating and maintaining the City’s comprehensive General Plan and then implement the vision and policies in the Zoning Ordinance. The current Land Use and Circulation Element (LUCE) update of the General Plan and comprehensive Zoning Ordinance update, corridor plans, neighborhood plans, and the development of new land use/transportation strategies, development standards and guidelines are examples of multi-year strategic planning projects that will guide and govern development through and beyond the next 20 years.
Building and Safety Division: The Building and Safety Division ensures the safety of the built environment and that new construction is built according to approved planning entitlements and building plans. The Division administers state and municipal regulations regarding structural stability and seismic safety, electrical, mechanical, and plumbing code safety, handicap accessibility, and environmental quality. The Division includes the public counter permitting operations, plan check review, and inspection, while the code enforcement section is responsible for building and zoning code enforcement based on response to complaints as well as proactive programs. In addition to staff review of construction drawings and inspection of ongoing construction projects, the Division provides public information on current construction standards, maintains permit and construction records, and administers appeals of the building codes. The Division also represents the City in professional organizations and provides support to the Building and Safety Commission and Accessibility Appeals Board. The primary customer service goals of the Building and Safety Division are constant improvement of quality and efficiency, measured by wait times, service turn around times to the customer, and customer satisfaction. Interdepartmental coordination is also a key aspect of the Division’s mission. Plan check engineers, inspectors, and code enforcement officers participate in various interdepartmental work groups to improve communication, consistency, and coordination throughout the city.
Transportation Management Division: The Transportation Management Division is responsible for planning and managing the circulation network in the City, including facilities for motorists, cyclists and pedestrians. The Division also manages the City’s parking facilities, including on and off-street parking. Division staff works with residents and business representatives to develop safe and efficient solutions to circulation and parking problems. The Division reviews development applications, excavation permits, valet parking applications, public property use permits, oversize load permits; issues parking permits; plans and implements capital projects; provides technical support to the Parking Authority; implements the City’s Transportation Management Plan Ordinance; and coordinates efforts between the City and other local and regional transportation agencies.
259 Significant Budget Changes for FY2008-09
● The addition of one-time funding in the amount of $200,000 to provide green building inspection services. ● The addition of one-time funding in the amount of $300,000 for the Land Use and Circulation Element (LUCE) completion and implementation. ● The addition of 1.0 FTE Combination Building Inspector position for green building inspection services. ● The addition of 4.0 FTE Traffic Operations positions transferred from the Community Maintenance Department. ● The transfer of 1.0 FTE Limited Term City Traffic/Transportation Engineer, which is now funded by a capital improvement project. ● The addition of 1.0 FTE Transportation Demand Program Manager, the addition of 1.0 FTE Principal Transportation Planner, and the deletion of 1.0 FTE Transportation Management Specialist to implement the Circulation Element and address traffic and parking issues within the City. ● The addition of one-time funding in the amount of $10,000 for Third Street identity signage.
260 Departmental 210 PLANNING AND COMMUNITY DEVELOPMENT Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 1,529,147 $ 1,544,702 $ 1,818,810 $ 1,832,147 $ 1,606,731 City Planning/Development Review 2,888,763 3,110,914 4,029,527 3,009,471 3,102,450 Community and Strategic Planning 0 0 0 866,052 929,398 Building and Safety 4,627,888 5,104,949 6,427,096 5,716,033 5,825,247 Transportation Management 6,741,944 7,227,484 7,603,983 7,697,479 7,815,873 Traffic Signals* 1,543,413 1,666,293 0 654,946 690,562 Parking Authority 7,090 445,986 1,450 1,494 1,554 Total Department$ 17,338,245 $ 19,100,328 $ 19,880,866 $ 19,777,622 $ 19,971,815
* In FY2007-08 Traffic Operations was transferred to the Community Maintenance Department as part of the citywide reorganization. In FY2008-09 the traffic signals functions and oversight were transferred back to the Planning and Community Development.
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 10,816,521 $ 11,784,194 $ 12,213,604 $ 12,240,562 $ 12,977,036 Supplies and Expenses 6,492,999 6,860,757 7,641,362 7,511,954 6,968,936 Capital Outlay 21,635 9,391 24,450 23,612 24,289 Subtotal$ 17,331,155 $ 18,654,342 $ 19,879,416 $ 19,776,128 $ 19,970,261
Parking Authority Fund Salaries and Wages $ 550 $ 700 $ 1,450 $ 1,494 $ 1,554 Supplies and Expenses 6,540 445,286 0 0 0 Capital Outlay 0 0 0 0 0 Subtotal$ 7,090 $ 445,986 $ 1,450 $ 1,494 $ 1,554
Total All Funds Salaries and Wages $ 10,817,071 $ 11,784,894 $ 12,215,054 $ 12,242,056 $ 12,978,590 Supplies and Expenses 6,499,539 7,306,043 7,641,362 7,511,954 6,968,936 Capital Outlay 21,635 9,391 24,450 23,612 24,289 Total Department$ 17,338,245 $ 19,100,328 $ 19,880,866 $ 19,777,622 $ 19,971,815
261 Departmental 210 PLANNING AND COMMUNITY DEVELOPMENT Budget Summary VARIOUS FUNDS
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 113.0 113.0 100.0 105.0 104.0 TEMPORARY 0.1 0.1 0.1 0.1 0.1 Total Department 113.1 113.1 100.1 105.1 104.1
262 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
PLANNING & COMMUNITY DEVELOPMENT
Administration (01265) Director of Planning & Community Development 1.0 1.0 1.0 1.0 1.0 Assistant Director of Planning & Community Development 1.0 1.0 1.0 1.0 1.0 Special Projects Manager 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Development Services Officer 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 6.0 6.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 6.0 6.0 6.0 6.0
City Planning/Development Review (01266) Planning Manager 1.0 1.0 1.0 1.0 1.0 Principal Planner 2.0 2.0 2.0 2.0 2.0 Principal Urban Designer 0.0 0.0 0.0 1.0 1.0 Urban Designer 1.0 1.0 1.0 0.0 0.0 Senior Planner 4.0 4.0 4.0 3.0 3.0 Associate Planner * 11.0 11.0 11.0 9.0 8.0 Assistant Planner 3.0 3.0 3.0 2.0 2.0 City Planning Division Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 3.0 3.0 3.0 2.0 2.0 City Planning Receptionist 1.0 1.0 1.0 0.0 0.0 City Planning Staff Assistant 0.0 0.0 0.0 2.0 2.0 Records Assistant 1.0 0.0 0.0 0.0 0.0 City Planning Records Assistant 0.0 1.0 1.0 0.0 0.0
Division Summary Permanent Employees 28.0 28.0 28.0 23.0 22.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 28.0 28.0 28.0 23.0 22.0
* 1.0 FTE limited-term position expires 8/6/2008
Community and Strategic Planning (01267) Community and Strategic Planning Manager 0.0 0.0 0.0 1.0 1.0 Senior Planner 0.0 0.0 0.0 1.0 1.0 Associate Planner 0.0 0.0 0.0 2.0 2.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 5.0 5.0
263 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Building and Safety (01321) Building Officer 1.0 1.0 1.0 1.0 1.0 Assistant Building Officer 1.0 1.0 1.0 1.0 1.0 Plan Check Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Plan Check Engineer 5.0 5.0 5.0 5.0 5.0 Inspector Supervisor 1.0 1.0 1.0 1.0 1.0 Code Compliance Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Code Compliance 1.0 1.0 1.0 1.0 1.0 Permit Supervisor 1.0 1.0 1.0 1.0 1.0 Plans Examiner I/II/III 1.0 1.0 0.0 0.0 0.0 Plans Examiner I/II/III - Electrical 0.0 0.0 1.0 1.0 1.0 Plans Examiner I/II/III - Mechanical/Plumbing 0.0 0.0 1.0 1.0 1.0 Combination Building Inspector I/II/III 9.0 9.0 9.0 10.0 10.0 Administrative Analyst - Building and Safety 1.0 1.0 1.0 1.0 1.0 Code Compliance Officer I/II 10.0 10.0 10.0 10.0 10.0 Building and Safety Permit Specialist I/II 10.0 10.0 10.0 10.0 10.0
Division Summary Permanent Employees 43.0 43.0 44.0 45.0 45.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 43.0 43.0 44.0 45.0 45.0
Transportation Management (01415) Transportation Planning Manager 1.0 1.0 1.0 1.0 1.0 Transportation Demand Program Manager 0.0 0.0 0.0 1.0 1.0 Transportation Engineer 1.0 1.0 1.0 0.0 0.0 City Traffic/Transportation Engineer 0.0 0.0 1.0 0.0 0.0 Principal Transportation Engineer 0.0 0.0 0.0 1.0 1.0 Special Projects Engineer 1.0 1.0 1.0 1.0 1.0 Principal Transportation Planner 0.0 0.0 0.0 1.0 1.0 Senior Transportation Planner 1.0 1.0 1.0 1.0 1.0 Transportation Management Coordinator 1.0 1.0 1.0 1.0 1.0 Transportation Planning Associate 3.0 3.0 3.0 3.0 3.0 Transportation Management Specialist 2.0 2.0 2.0 1.0 1.0 Administrative Analyst - Transportation Mgmt 1.0 1.0 1.0 1.0 1.0 Transportation Planning Technician 1.0 1.0 1.0 1.0 1.0 Transportation Management Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 2.0 2.0 2.0 2.0 2.0 Parking Permit Assistant 1.0 1.0 1.0 1.0 1.0 Transportation Management (01417) Parking Coordinator 1.0 1.0 1.0 1.0 1.0 Transportation Planning Associate 1.0 1.0 1.0 1.0 1.0 Parking Operations Specialist 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
264 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 21.0 21.0 22.0 22.0 22.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 21.1 21.1 22.1 22.1 22.1
Traffic Signals (01416) (part of Community Maintenance Department in FY2007-08; restructured in FY2008-09) Traffic Operations Supervisor 1.0 1.0 0.0 1.0 1.0 Lead Traffic Signal Technician 1.0 1.0 0.0 1.0 1.0 Traffic Signal Technician 2.0 2.0 0.0 2.0 2.0 Lead Parking Meter Technician 1.0 1.0 0.0 0.0 0.0 Lead Traffic Painter 1.0 1.0 0.0 0.0 0.0 Parking Meter Technician 2.0 2.0 0.0 0.0 0.0 Traffic Painter 7.0 7.0 0.0 0.0 0.0
Division Summary Permanent Employees 15.0 15.0 0.0 4.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 15.0 15.0 0.0 4.0 4.0
Department Summary Permanent Employees 113.0 113.0 100.0 105.0 104.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 TOTAL DEPARTMENT 113.1 113.1 100.1 105.1 104.1
265 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
PLANNING & COMMUNITY DEVELOPMENT
City Planning
Customer Service: ● Telephone Information Requests and Responsiveness: Number of Calls Received 35,000/yr 35,000/yr 33,000/yr 33,000/yr % of Calls Returned within 24 Hours 95% 95% 95% 95% FTE Required 1.5 1.5 1.5 1.5 ● Counter Information Requests and Responsiveness: Number of Counter Customers 8,000/yr 9,000/yr 9,000/yr 9,000/yr % of Customers Served within 30 Minutes 90% 90% 90% 90% FTE Required 1.5 1.5 1.5 1.5 ● Customer Complaints and Inquiries: Number of Complaints/Inquiries 30 30 38 38 % Processed within 10 Days 85% 85% 85% 85% FTE Required 0.1 0.1 0.1 0.1
Department Work Program: ● City Planning Division Priorities: Number of Policy Projects 8 7 7 5 FTE Required 4.0 4.0 4.0 4.0
Development Review/Project Manager: ● Administrative Applications: Number of Business & Home Occupation Licenses 1,350 1,700 1,513 1,700 Reviewed % Processed within 2 Weeks 85% 85% 85% 85% FTE Required 0.5 0.5 0.5 0.5
Number of Other Administrative Applications 175 175 115 130 Reviewed % Processed within 8 Weeks 85% 85% 85% 85% FTE Required 1.6 1.6 1.6 1.6
● Discretionary Applications: Number of Planning Commission Projects Reviewed 70** 39 24 35 % Processed within 26 Weeks 85% 85% 85% 85% FTE Required 1 1 1 1
Number of Zoning Administrator Permits Reviewed 40 40 20 20 % Processed within 10 Weeks 85% 85% 85% 85% FTE Required 0.4 0.4 0.4 0.4
266 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Number of Permits Approved by Architectural 125 125 135 135 Review Board % Processed within 8 Weeks 85% 85% 85% 85% FTE Required 1.6 1.6 1.6 1.6
Number of Landmark Commission Permits 26 26 26 26 % Processed within 12 Weeks 85% 85% 85% 85% FTE Required 0.3 0.3 0.3 0.3
● Environmental Review: Number of Documents Prepared 8 8 7 8 % Processed within 12 Months 100% 100% 100% 100% FTE Required 0.6 0.6 0.6 0.6
* Performance standard is not applicable to applicant delay or applicant approved processing extensions. ** Increased number due to changes to City's Affordable Housing Ordinance and the Strategic Zoning Ordinance, which is not indicative of an on-going increase in development activity.
Building and Safety
Plan Check: ● Number of Plan Checks Completed 1,607 1,550 1,550 1,550 ● % of Plan Checks Performed at Counter 49% 50% 50% 50% ● Valuation of Plan Checks (in Millions) 302$ 245$ 245$ 245$
Permit/Inspection: ● Permit Valuation (in Millions) 199$ 180$ 300$ 225$ ● Number of Building Inspection Performed 22,123 16,000 23,292 23,000
Complaint/Code Enforcement: ● Auto Repair 41 100 50 100 ● Sign/Outdoor Merchandise 518 250 250 250 ● Noise Ordinance 73 250 250 125 ● Fences/Hedges 46 20 20 35 ● Nuisance Cases 112 100 100 100 ● Other Zoning Cases 98 100 100 100 ● City-Mandated Retrofit Orders 2 250 241 9 ● Housing 363 800 325 325 ● Construction Work Related 419 400 400 500 ● Other Building Cases 159 150 150 190 ● Total Complaints/Filed/Initiated 1,831 2,420 1,886 1,734
267 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Compliance Inspections: ● Proactive Monitoring 5 5,000 1,300 2,200 ● Response to Complaints 3,431 2,500 2,500 2,200 ● Total Compliance Inspections 3,436 7,500 3,800 4,400
Records/Information: ● Residential Building Records 835 1,000 650 800
Administrative/Judicial Process: ● Administrative Citations 95 100 70 70 ● Pre-Hearing Conferences 140 150 31 30 ● Administrative Hearings 5 50 0 3 ● Criminal Cases Referred 5 10 5 5
Average Time Spent to Perform: ● Plan Checks: First Review 3.2 weeks 4.0 weeks 3.2 weeks 3.2 weeks Resubmittals 1.3 weeks 3.0 weeks 1.3 weeks 1.3 weeks ● Building Inspections 31 minutes 35 minutes 35 minutes 35 minutes ● % of Building Inspections Performed Next Day 73% 70% 90% 92%
Average Number of Calendar Days from Receipt of Complaint to: ● First Inspection 1 10 1 1 ● Obtain Voluntary Compliance 50 60 48 45 ● Transfer to Admin/Judicial Process 293 90 192 150 ● Obtain Compliance through Admin/Judicial Process 710 180 274 180 ● Number of Outstanding Complaints 515 500 473 445
● % of Code Enforcement Violations Achieving 80% 95% 86% 88% Compliance within 180 Days
Transportation Management
● Plan Checks: Filed 500 550 550 550 Completed 550 800 800 800 % Met Goal-initial Submittal 95% 87% 87% 87% % Met Goal-second Submittal 95% 87% 87% 87% Over the Counter Plan Checks Completed 110 100 100 100 ● Right of Way Management: Right of Way Permits reviewed 1,900 1,500 1,500 1,500 Valet Permits Issued 200 200 200 200
268 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
● Responsive Service: Incoming Telephone Calls 25,000 25,000 25,000 25,000 % returned within 24 hours 100% 100% 100% 100% Customers Assisted at Public Counter 17,000 17,000 17,000 17,000 ● Citizen Concerns: Filed 350 350 350 350 Closed 300 300 300 300 ● Implementation of Transportation Management Plan: Employers Regulated in City 700 700 700 700 Employees Regulated in City 35,000 35,000 35,000 35,000 50+ Plans Reviewed 200 100 100 100 10 - 49 Plans Reviewed 550 575 575 575 New Employer Training 30 75 75 75 Morning Trip Reductions 4,600 4,600 4,600 4,600 Evening Trip Reductions 4,600 4,600 4,600 4,600 % of Employers Meeting their AVR Targets 60% 60% 60% 60% Citywide AVR 1.4 1.4 1.4 1.4 ● Parking Activity: Monthly Structure Parkers 23,000 22,000 22,000 22,000 Downtown Structure Visitors 3,800,000 3,500,000 3,500,000 3,500,000 Resident Parking Passes Sold 40,000 40,000 40,000 40,000 ● Enforcement Actions: Transportation Mgmt Plan Warnings 50 50 50 50 Transportation Mgmt Plan Fines 0000 Valet Stings 10 10 10 10 Right of Way Signs Removed 1,900 250 250 250
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270 FY2008-09
Personnel Permanent Employees 414.0 Temporary Staffing 35.1 Total 449.1
Budget Salaries & Wages$ 60,622,761 Supplies & Expenses 5,459,064 Police Capital Outlay 6,936
Total $ 66,088,761 Mission Statement
To provide the community with the highest quality Budget by Fund of law enforcement services. The Department continually improves the public's perception of General $ 65,034,829 community safety through eradication of criminal Pier 1,053,932 activity and any conditions that have a detrimental Total $ 66,088,761 impact on public safety.
Departmental Role The Police Department carries out the official duties of law enforcement as required by local and state laws. The Offices of Administrative Services, Operations, Special Enforcement, and Criminal Investigations combine to cover all aspects of law enforcement within the City. These include the responsibility for responding to and effectively mitigating crimes against life and property; traffic control, enforcement, and education; and crime prevention and investigation. The department also has a wide range of programs that provide for a myriad of family services, park and harbor patrols, school safety, community outreach, and animal care and control.
271 Departmental Structure
Chief of Police
Office of Office of Office of Office of Administrative Special Criminal Operations Services Enforcement Investigations
Animal Regulation Harbor Guard Unit
Services Provided by Department Office of Administrative Services: The Office of Administrative Services (OAS) incorporates the Office of the Chief of Police with its command responsibilities and three operational divisions. The Internal Affairs Division investigates internal and citizen complaints. The Audits and Analysis Division is responsible for department planning and research, crime analysis, police technology implementation, fiscal administration, the provision of supplies, and departmental payroll activities. Functions within the Administrative Services Division include: recruitment and training; community outreach services, such as crime prevention awareness; range operations; and property and evidence management. The Division also has oversight of the Animal Regulation Unit, which maintains a shelter and enforces laws relating to animal care and control; the Jail Section, which receives prisoners and assumes responsibility for them while in custody; and the Records Section, which is responsible for the management of public law enforcement records.
Office of Operations: The Office of Operations provides the public with the following services: ● Marketing, outreach and customer information ● Preservation of peace and protection of life and property ● 24-hour-a-day City Patrol ● Response to call for service ● Event coordination ● Proactive policing ● Patrol centric approach to Community Oriented Policing
As the primary unit responsible for the preservation of peace and protection of life and property, the Office of Operations maintains a 24-hour-a-day City patrol. The Office enforces laws, conducts preliminary investigations of crimes, and apprehends offenders. The primary patrol section includes four patrol watches: Day Watch, Mid Watch, Night
272 Watch, and Morning Watch. The various working hours of the watches provide the 24 hour City patrols. Patrol is the primary first responder to calls for service and proactive policing. Special sections within the Office include The K-9 Unit, the Directed Resources Division which provides police services to the 3rd Street Promenade; park patrols by the Park Rangers; pier and harbor safety by the Harbor Services Officers; and community problem solving by the Neighborhood Resource Officers. The Communications Center receives and dispatches calls for service through the 911 system and other non-emergency phone lines.
Office of Special Enforcement: The Office of Special Enforcement provides the public with the following services: ● Citywide enforcement and education of vehicle code violations ● Enforcement of state and local laws surrounding commercial vehicles ● Intersection traffic control and parking enforcement services ● Crossing guard service to improve pedestrian safety ● Response to crime problems on the public transit system and certain community crimes with specialized enforcement tactics such as Narcotics/Vice Section and the Airport Security Unit ● Interaction with social service providers and City staff to provide long-term solutions to homeless problems while enforcing policies against quality of life crimes throughout the City
The Office of Special Enforcement is organized into the Special Operations Division and the Traffic Services Division. The Special Operations Division consists of the Homeless Liaison Program (HLP), which addresses quality of life problems associated with the homeless population, while providing long term solutions; the Narcotics/Vice Section which addresses incidents of illegal narcotics and licensing; and the Airport Security Unit, which addresses security issues at the airport. The Traffic Services Division consists of the Motor Unit which provides citywide enforcement and education of vehicle code violations; the Commercial Enforcement Officer, who enforces state and local law surrounding commercial vehicles; the Accident Investigator; and the Traffic Services Section, which provides intersection traffic control and parking enforcement services throughout the city; the Crossing Guard Section which enhances pedestrian safety; and the Transit Unit, which suppresses crime problems on the City’s public transit system.
Office of Criminal Investigations: The Office of Criminal Investigations provides the public with the following services: ● Investigation of unsolved crimes and the apprehension of those suspects when identified ● Criminal filing on misdemeanor and felony cases ● Preparation and presentation of evidence in criminal trials ● Identification, registration, and tracking of sex offenders ● Juvenile offender intervention, education and prosecution ● Youth and family counseling ● Processing of crime scenes for forensic evidence ● Fingerprinting services
The Office of Criminal Investigations 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 court system. Detectives also identify, register, and track previously convicted sex offenders utilizing State mandated protocols. Gang investigators communicate with other police agencies and interact within the
273 community gathering intelligence and investigating leads on gang related crimes.
The Family Services Division consolidates a variety of resources formerly divided throughout the department. Those services include: youth and parental counseling; domestic violence counseling; and the Serious Habitual Offender (SHO) program, which identifies and tracks habitual juvenile offenders in an attempt to intervene and prevent further delinquency through cooperative partnership with the Santa Monica Malibu Unified School District (SMMUSD).
The Police Activities League (PAL) and Explorer program are resources made available to youth within the community forming an outreach, intervention, and prevention model while providing an introduction to the law enforcement profession.
Personnel in the Forensic Section process crime scenes by photographing, collecting, and analyzing evidence and fingerprints. Forensic also provides fingerprint services for the public.
Animal Regulation Unit: The Animal Regulation Unit enforces City ordinances and State laws regarding the care, custody, and control of animals in the City. The unit maintains a shelter for stray and relinquished animals, reunites impounded animals with their rightful owners, places homeless pets up for adoption, and administers the dog licensing and rabies control program. Animal Control Officers investigate cases of animal cruelty and neglect, suspected vicious animals, and incidents of animal bites. The unit educates the public about proper care of pets and living with urban wildlife, while also providing financial assistance for the spaying and neutering of dogs and cats. The unit is under the supervision of the Office of Administrative Services.
Harbor Guard: 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 Office of Operations.
Significant Budget Changes for FY2008-09
● The addition of 4.0 FTE Jailer positions to address the staffing shortage of the jail operations. ● The addition of 0.5 FTE Horse Attendant position for the Mounted Unit program. ● The ongoing funding in the amount of $250,000 for a joint homeless outreach program.
274 Departmental 300 POLICE Budget Summary GENERAL AND PIER FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Office of Administrative Services$ 15,022,639 $ 15,257,003 $ 14,261,141 $ 14,943,098 $ 15,648,631 Office of Operations 24,614,581 26,308,817 26,348,027 26,914,357 28,217,131 Office of Special Enforcement 9,979,239 9,765,463 11,636,798 13,377,645 14,052,715 Office of Criminal Investigation 8,105,539 8,829,943 8,613,453 8,703,674 9,129,168 Animal Regulation Unit 920,686 971,072 1,164,644 1,096,055 1,153,186 Harbor Unit 791,232 813,608 838,005 1,053,932 1,100,174
Total Department $ 59,433,916 $ 61,945,906 $ 62,862,068 $ 66,088,761 $ 69,301,005
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 53,702,669 $ 56,284,009 $ 57,392,717 $ 59,731,821 $ 62,773,559 Supplies and Expenses 4,916,030 4,843,387 4,624,579 5,296,072 5,420,129 Capital Outlay 23,985 4,902 6,767 6,936 7,143
Subtotal $ 58,642,684 $ 61,132,298 $ 62,024,063 $ 65,034,829 $ 68,200,831
Pier Fund - Harbor Unit Salaries and Wages$ 691,426 $ 700,735 $ 719,803 $ 890,940 $ 929,439 Supplies and Expenses 99,806 112,873 118,202 162,992 170,735 Capital Outlay 0 0 0 0 0
Subtotal $ 791,232 $ 813,608 $ 838,005 $ 1,053,932 $ 1,100,174
Total All Funds Salaries and Wages$ 54,394,095 $ 56,984,744 $ 58,112,520 $ 60,622,761 $ 63,702,998 Supplies and Expenses 5,015,836 4,956,260 4,742,781 5,459,064 5,590,864 Capital Outlay 23,985 4,902 6,767 6,936 7,143
Total Department $ 59,433,916 $ 61,945,906 $ 62,862,068 $ 66,088,761 $ 69,301,005
275 Departmental 300 POLICE Budget Summary GENERAL AND PIER FUND
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME Revised Revised Revised 2008-09 Budget EQUIVALENTS) BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 399.1 400.1 403.5 408.0 408.0 TEMPORARY 30.9 30.9 31.4 31.4 31.4
Subtotal 430.0 431.0 434.9 439.4 439.4
Pier Fund PERMANENT POSITIONS 6.0 6.0 6.0 6.0 6.0 TEMPORARY 3.7 3.7 3.7 3.7 3.7
Subtotal 9.7 9.7 9.7 9.7 9.7
Total All Funds PERMANENT POSITIONS 405.1 406.1 409.5 414.0 414.0 TEMPORARY 34.6 34.6 35.1 35.1 35.1
Total Department 439.7 440.7 444.6 449.1 449.1
276 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
POLICE
Office of Administrative Services (01304) Police Chief 1.0 1.0 1.0 1.0 1.0 Deputy Police Chief 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 3.0 3.0 3.0 3.0 3.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 6.0 6.0 6.0 6.0 6.0 Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0 Assistant to the Chief of Police 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Police Budget 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 1.0 1.0 0.0 0.0 0.0 Jail Management Supervisor 1.0 1.0 1.0 1.0 1.0 Criminal Investigations Support Specialist 1.0 1.0 1.0 1.0 1.0 Senior Crime Analyst 0.0 0.0 1.0 1.0 1.0 Crime Analyst 2.0 2.0 2.0 2.0 2.0 Crime Prevention Coordinator 4.0 4.0 4.0 4.0 4.0 Property/Evidence Supervisor 1.0 1.0 1.0 1.0 1.0 Police Records Supervisor 3.0 3.0 3.0 3.0 3.0 CLETS Supervisor 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 0.0 0.0 Police Records Technician 17.0 17.0 17.0 17.0 17.0 Police Range Master 1.0 1.0 1.0 1.0 1.0 Police Personnel Services Technician 2.0 2.0 2.0 2.0 2.0 Mechanic 1.0 1.0 0.0 0.0 0.0 Jailer 10.0 10.0 10.0 14.0 14.0 Jail Services Attendant 0.0 0.0 2.0 2.0 2.0 Police Property/Evidence Clerk 2.0 2.0 2.0 2.0 2.0 Transcriber Typist 1.0 1.0 0.0 0.0 0.0 Staff Assistant III 2.0 2.0 3.0 4.0 4.0 Fiscal Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Fiscal Staff Assistant II 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 70.0 70.0 72.0 76.0 76.0 Temporary Staffing 5.5 5.5 6.0 6.0 6.0 Total Division 75.5 75.5 78.0 82.0 82.0
Office of Operations (01305) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 5.0 5.0 5.0 5.0 5.0 Police Sergeant 16.0 16.0 16.0 16.0 16.0 Police Officer 94.0 94.0 88.0 88.0 88.0 Communications Center Supervisor - Police 4.0 4.0 4.0 4.0 4.0 Court Services Coordinator 1.0 1.0 1.0 1.0 1.0 Communications Operator - Police 16.0 16.0 16.0 16.0 16.0
277 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Park Ranger Supervisor 1.0 1.0 0.0 0.0 0.0 Police Services Management Supervisor 0.0 0.0 1.0 1.0 1.0 Lead Park Ranger 1.0 1.0 2.0 2.0 2.0 Lead Community Service Officer II 0.0 1.0 1.0 1.0 1.0 Community Service Officer II 10.0 9.0 9.0 9.0 9.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Lead Community Service Officer I 0.0 1.0 1.0 1.0 1.0 Community Service Officer I 11.0 10.0 10.0 10.0 10.0 Park Ranger 17.0 18.0 17.0 17.0 17.0 Switchboard Operator 1.0 1.0 1.0 0.0 0.0 Staff Assistant II 1.0 1.0 1.0 2.0 2.0 Horse Attendant 0.0 0.0 0.0 0.5 0.5
Division Summary Permanent Employees 180.0 181.0 175.0 175.5 175.5 Temporary Staffing 4.8 4.8 4.8 4.8 4.8 Total Division 184.8 185.8 179.8 180.3 180.3
Office of Special Enforcement (01306) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 3.0 3.0 3.0 3.0 3.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 38.0 38.0 44.0 44.0 44.0 Traffic Services Supervisor 2.0 2.0 2.0 2.0 2.0 Lead Traffic Services Officer 3.0 3.0 3.0 3.0 3.0 Crossing Guard Supervisor 1.0 1.0 1.0 1.0 1.0 Traffic Services Officer 28.0 28.0 28.0 28.0 28.0 Lead Airport Services Officer 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Airport Services Officer 4.0 4.0 4.0 4.0 4.0 Lead Crossing Guard 0.6 0.6 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 88.6 88.6 95.0 95.0 95.0 Temporary Staffing 19.0 19.0 19.0 19.0 19.0 Total Division 107.6 107.6 114.0 114.0 114.0
Office of Criminal Investigations (01307) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 2.0 2.0 2.0 2.0 2.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 29.0 29.0 29.0 29.0 29.0 Forensic Section Supervisor 1.0 1.0 1.0 1.0 1.0 Youth Services Counselor 1.0 1.0 1.0 1.0 1.0 Elder Services Liaison 0.0 0.0 1.0 1.0 1.0
278 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Family Services Liaison 1.0 1.0 1.0 1.0 1.0 Lead Forensic Specialist 0.0 1.0 1.0 1.0 1.0 Forensic Specialist 6.0 5.0 6.0 6.0 6.0 Identification Technician 2.0 2.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 49.0 49.0 50.0 50.0 50.0 Temporary Staffing 1.6 1.6 1.6 1.6 1.6 Total Division 50.6 50.6 51.6 51.6 51.6
Animal Regulation Unit (01302) Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Animal Control Officer 1.0 1.0 1.0 1.0 1.0 Animal Control Officer 6.0 6.0 6.0 6.0 6.0 Staff Assistant II 1.5 1.5 1.5 1.5 1.5 Animal Care Attendant 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 11.5 11.5 11.5 11.5 11.5 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 11.5 11.5 11.5 11.5 11.5
Harbor Unit (30623) Pier and Harbor Services Officer 6.0 6.0 6.0 6.0 6.0
Division Summary Permanent Employees 6.0 6.0 6.0 6.0 6.0 Temporary Staffing 3.7 3.7 3.7 3.7 3.7 Total Division 9.7 9.7 9.7 9.7 9.7
Department Summary Permanent Employees 405.1 406.1 409.5 414.0 414.0 Temporary Staffing 34.6 34.6 35.1 35.1 35.1 TOTAL DEPARTMENT 439.7 440.7 444.6 449.1 449.1
279 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
POLICE
OUTPUT:
Office of Administrative Services Community Relations: ● Neighborhood Centered Policing Action Projects 4 4 4 N/A Personnel and Training: ● Sworn Personnel: Authorized Strength 216 216 216 216 Active Duty Officers 209 205 205 205 ● Civilian Personnel: Authorized Strength 197.3 197.3 192 192 Active Duty Civilians 182.0 190.3 190.3 190.3
Office of Operations ● Neighborhood Center Policing Meetings 0 8 8 N/A ● Neighborhood Resource Officer Community Meetings N/A N/A N/A 150 ● HLP Team Service Hours: Special Policing District Meetings 28 12 12 N/A
Office of Special Enforcement ● School Safety Hours 334 400 400 400 ● Directed Traffic Safety Program Hours 1,640 1,600 1,600 1,600 ● Traffic Safety Education Hours 650 1,000 1,000 1,000
Office of Criminal Investigations School Resource Officer Program: ● Hours of Youth Intervention Presentations Provided 210 240 240 250 through Classroom Instruction Juvenile Investigations: ● Number of Juvenile Offender Courses for Minor 8 12 12 N/A Offenses (aka: Diversion Classes) ● Number of Juvenile Sexual Assault Prevention Seminars 8 6 6 12
Animal Regulation Unit ● Code Compliance Hours 5,670 5,500 5,500 5,800
Harbor Unit ● Pier Restoration Committee and Pier Lease Meetings 26 24 24 12 ● Buoy Maintenance in Santa Monica Bay 21 10 10 10 ● Beach Patrols Hours 1,868 1,900 1,900 1,900
280 FY2008-09 Personnel Permanent Employees 117.0
Temporary Staffing 0.0 Total 117.0
Budget Salaries & Wages$ 23,108,747 Supplies & Expenses 2,259,837 Fire Capital Outlay 70,734 Mission Statement Total $ 25,439,318 To minimize or prevent loss of life and property, Budget by Fund personal injury and environmental damage from fires, accidents, medical and hazardous material- General 25,439,318 related emergencies by providing emergency Total $ 25,439,318 response, public education, and the enforcement of laws.
Departmental Role The Fire Department provides emergency response to fires, medical emergencies, hazardous material and other specialized rescue incidents. The Department also provides public education, emergency preparedness planning, and fire prevention to prevent or reduce the magnitude of emergency occurrences, such as loss of life and property, personal injury or environmental damage.
281 Departmental Structure
Fire Chief
Fire Fire Administration Suppression & Prevention Rescue
Support Training Services
Services Provided by Department 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. The Division continually focuses upon the Department’s effectiveness in managing the City’s fire protection system in order to minimize loss of life, property, personal injury and environmental damage from fire, accident, medical, and hazardous materials-related emergencies.
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 fire fighting, 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 conducts prevention inspections; provides public education; and maintains facilities, apparatus and equipment.
Fire Prevention Division: The Fire Prevention Division is responsible for developing and implementing programs and requirements that prevent or reduce the magnitude of emergency occurrences, such as loss of life and property, personal injury, or environmental damage. In order to achieve loss control, the Division recommends and implements ordinances, reviews plans, processes complaints, and enforces codes, ordinances and laws through inspection of new construction and existing buildings. In addition, the Division works with other City agencies, such as the Police Department and Building and Safety Division, 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. It also enforces state laws regarding health care, penal, public assembly, and high-rise facilities.
282 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 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. Additionally, the Training Division trains City employees in the use of Automatic External Defibrillators (AED), including the installation and maintenance of each unit, as well as the recertification of each employee.
Support Services Division: The Support Services Division is responsible for managing Fire Department disaster preparedness, computers and software programs utilized for emergency response, and the vehicle replacement and maintenance programs. Disaster preparedness is achieved through development, delivery, and continued monitoring of policies, training programs, and presentations involving, but not limited to, City of Santa Monica multi-hazard functional disaster preparedness and emergency response planning and training for employees and the community. Support Services works with the Big Blue Bus under a maintenance agreement to ensure that Fire vehicles are kept in excellent working condition through scheduled preventative maintenance, and timely repairs and service. The Division also provides oversight of the Los Angeles Regional Dispatch Center, which now provides emergency dispatch services to the Santa Monica Fire Department.
Significant Budget Changes for FY2008-09
● The addition of 3.0 FTE Firefighters to permanently staff the Hazardous Materials Re- sponse Team. ● The increase in the contract with the City of Los Angeles Fire Department for regional dispatch services.
283 Departmental 310 FIRE Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 2,028,369 $ 1,995,852 $ 2,090,184 $ 2,277,688 $ 2,332,564 Fire Suppression and Rescue 16,193,823 16,431,542 16,818,214 18,348,719 19,331,893 Fire Prevention 1,366,867 1,530,285 1,666,883 1,829,049 1,911,193 Training 796,632 977,724 730,496 726,614 724,046 Support Services 1,359,977 1,323,138 1,750,198 2,257,248 2,265,999
Total Department $ 21,745,668 $ 22,258,541 $ 23,055,975 $ 25,439,318 $ 26,565,695
MAJOR ACCOUNT GROUPS
Salaries and Wages $ 20,316,407 $ 20,656,203 $ 21,142,189 $ 23,108,747 $ 24,253,712 Supplies and Expenses 1,376,800 1,568,898 1,719,040 2,259,837 2,239,883 Capital Outlay 52,461 33,440 194,746 70,734 72,100
Total Department $ 21,745,668 $ 22,258,541 $ 23,055,975 $ 25,439,318 $ 26,565,695
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 117.0 118.0 114.0 117.0 117.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Total Department 117.0 118.0 114.0 117.0 117.0
284 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
FIRE
Administration (01312) Fire Chief 1.0 1.0 1.0 1.0 1.0 Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Fire 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Fiscal Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Fire Suppression and Rescue (01313) Battalion Chief 3.0 3.0 3.0 3.0 3.0 Fire Captain 18.0 18.0 18.0 18.0 18.0 Fire Engineer 18.0 18.0 18.0 18.0 18.0 Firefighter 51.0 51.0 51.0 54.0 54.0
Division Summary Permanent Employees 90.0 90.0 90.0 93.0 93.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 90.0 90.0 90.0 93.0 93.0
Fire Prevention (01314) Fire Marshal 1.0 1.0 1.0 1.0 1.0 Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0 Senior Fire Inspector 2.0 2.0 3.0 3.0 3.0 Senior Fire Inspector-Hazardous Materials 1.0 1.0 1.0 1.0 1.0 Fire Inspector 3.0 3.0 3.0 3.0 3.0 Business Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 10.0 10.0 10.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 9.0 9.0 10.0 10.0 10.0
Training (01315) Battalion Chief (Division Chief) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Paramedic Coordinator) 1.0 1.0 0.0 0.0 0.0 Fire Captain (Training) 1.0 1.0 1.0 1.0 1.0 EMS Educator 1.0 1.0 0.0 0.0 0.0 Fire Safety Coordinator 0.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 0.0 0.0 0.0
285 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 5.0 6.0 3.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 6.0 3.0 3.0 3.0
Support Services (01316) Battalion Chief (Division Chief) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Vehicle Maintenance Coordinator) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Paramedic Coordinator) 0.0 0.0 1.0 1.0 1.0 Emergency Services Coordinator 1.0 1.0 1.0 1.0 1.0 EMS Educator 0.0 0.0 1.0 1.0 1.0 Communications Center Supervisor - Fire 1.0 1.0 0.0 0.0 0.0 Communications Operator - Fire 4.0 4.0 0.0 0.0 0.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 8.0 8.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 8.0 8.0 6.0 6.0 6.0
Department Summary Permanent Employees 117.0 118.0 114.0 117.0 117.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 117.0 118.0 114.0 117.0 117.0
286 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
FIRE
OUTPUT:
Administration ● Total Number of Emergency Response Incidents 11,708 13,111 12,082 12,468 EMS Incidents 9,159 9,887 9,488 9,829 Structure Fire Incidents 46 52 46 52 ● Number of Fire Ground Injuries with Time Loss 1 5 5 5 ● Number of Non-fire Ground Injuries with Time Loss 20 5 5 5
Fire Suppression and Rescue ● Target Hazards Pre-planned 199 170 200 200 ● Night Inspections Conducted 44 35 54 55 ● Company Fire Prevention Inspections Conducted 2,955 2,950 2,955 2,955
Fire Prevention ● Number of Multi-family Inspections and Re-inspections 3,745 3,960 3,757 4,123 Conducted to Obtain Fire and Life Safety Compliance ● Number of Hazardous Materials Inspections and 316 197 197 327 Re-inspections Conducted to Obtain Fire and Life Safety Compliance
EFFECTIVENESS:
Fire Suppression and Rescue ● % of Calls within Average On-scene Response Times EMS (4 minutes or less) 100% 95% 95% 95% Fire (5 minutes or less) 100% 95% 95% 95%
Training ● Conduct Two or More Multi-company Drills on Each 8 8 8 8 Platoon, Two Shall be at Night
EFFICIENCY:
Fire Prevention ● % of Plan Review Submittals Reviewed for Code 100% 100% 100% 100% Compliance within Two Weeks of Receipt
Training ● % of Members Receiving at Least 6 Hours of Classroom 100% 100% 100% 100% or Drill-ground Training Per Month ● Provide Supervisory Training Classes to all Officers 2 2 2 2
287 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Support Services ● % of Medical Incidents Dispatched within 120 Seconds N/A N/A N/A 90% ● % of Medical Incidents Dispatched within 150 Seconds N/A N/A N/A 99% ● % of Non-medical Incidents Dispatched within 105 N/A N/A N/A 90% Seconds ● % of Non-medical Incidents Dispatched within 135 N/A N/A N/A 99% Seconds
288 FY2008-09 Personnel Permanent Employees 140.5 Temporary Staffing 53.7 Total 194.2
Budget Community & Salaries & Wages$ 15,227,872 Supplies & Expenses 17,498,558 Cultural Services Capital Outlay 73,036 Mission Statement Total $ 32,799,466 To strengthen the sense of community and enrich the lives of residents and visitors through innovative Budget by Fund development and stewardship of Santa Monica’s General $ 23,974,008 social, natural and cultural resources. Beach Recreation 3,859,574 Beach House 1,424,408 Departmental Role Civic Auditorium 3,541,476 Total $ 32,799,466 The Community & Cultural Services Department manages award-winning public places and innovative community programs and amenities that sustain a high quality of life for Santa Monica residents and visitors. The Department oversees management of Santa Monica’s renowned parks and Santa Monica State Beach and a diverse range of cultural and recreational facilities. The Department enhances the well-being of Santa Monica residents through social services and recreation programs that promote self- sufficiency, active living and enrichment. The Department’s robust cultural arts program sustains the local arts community and promotes innovative programming and cutting-edge cultural events. Committed to open and responsive community-based planning, the Department works closely with a range of Commissions, organized user groups and community members to ensure the highest level of responsiveness.
289 Departmental Structure
Director of Community & Cultural Services
Open Space Human Cultural Community Administration Management Services Affairs Programs
Services Provided by Department Administration Division: The Administration Division preserves and increases community access to the City’s parks, beaches and recreation facilities through strategic planning and oversight of capital improvement projects that correspond to the goals of the City’s Parks and Recreation Master Plan and Open Space Element. The Division develops and implements effective community outreach strategies related to project planning and design. The Division provides support to the Department’s five other divisions and oversees Department communications and customer service efforts. The Division also coordinates with other City Departments on long- range planning efforts and provides support to the Recreation & Parks Commission.
Open Space Management Division: The Open Space Management Division works to maximize user enjoyment of the City’s 26 parks, 245 acres of beach and other open spaces through overall management, coordination of operations and development of community use policies. The Division will also be responsible for management of the Annenberg Community Beach House at Santa Monica State Beach. Development of community outreach and marketing strategies for the City’s open spaces as well as the development of polices, rules and regulations regarding use ensures equal access and balanced use of all public resources. Open Space Management also issues, coordinates and monitors special community event and film permitting.
Community Programs Division: The Community Programs Division provides recreation and active living programs at the City’s parks, beach and recreation facilities. The Division manages the City’s award-winning Swim Center, offering swim instruction, fitness classes, events and competitive swimming opportunities; adult sports leagues; the Memorial Park Gym; The Cove Skatepark; the Playground Partnership project; the Community Classes program; and the City’s Volunteer Program. The Division also issues permits for use of facilities, fields and tennis courts, as well as 110 community garden plots. The Santa Monica Adaptive Recreation & Sports
290 Program (SMARS) provides social and recreation opportunities for people with disabilities, including participation in the Westside Special Olympics.
Cultural Affairs Division: The Cultural Affairs Division promotes resident and visitor access to a broad array of cultural activities and facilities. The Division works to sustain Santa Monica’s cultural community through programs that celebrate innovation and increase participation at local cultural venues. Cultural Affairs is responsible for presenting a rich schedule of community events and managing the City’s public art program, as well as increasing awareness of opportunities offered by local agencies. The Division also provides opportunities through the City’s cultural funding programs, ensuring that the community’s diverse array of arts, cultural and heritage organizations continue at the highest level of excellence, and supports the Arts Commission.
The Division oversees programming at the historic Miles Memorial Playhouse and in 2008 welcomes the Civic Auditorium into the Division as the cornerstone of the City’s efforts to create a vital cultural hub in the Civic Center. Guided by Creative Capital¸ the Division will turn its focus toward strategic planning to restore the Civic Auditorium to its status as a premiere performing and visual arts venue—while still continuing to host a full schedule of diverse events and providing event services and concessions.
Human Services Division: The Human Services Division develops and implements social service policies and programs that address the needs of community members of all ages. Staff works collaboratively with the business community and non-profit and educational institutions to build strong partnerships, and manages a $7.7 million Community Development grants program funding 27 local non-profit organizations that provide services to low-income community members, including young children and families, older youth, people who are homeless or have a disability, and older adults. The Division provides park-based educational, fitness and cultural programs in the Pico neighborhood at Virginia Avenue Park and through the Police Activities League, as well as low-cost school-based childcare and enrichment programs. The Division also provides staff support to seven Commissions and Advisory Boards.
Significant Budget Changes for FY2008-09
● The addition of 10.5 FTE positions and $1,424,408 for operational support of the newly constructed Annenberg Community Beach House at 415 Pacific Coast Highway. ● The addition of 1.0 FTE Cultural Affairs Supervisor position and $120,000 in funding support for increased community cultural events and cultural grants. ● The addition of one-time funding in the amount of $217,000 and ongoing funding of $20,000 to provide an anti-panhandling campaign. ● The addition of 1.0 FTE Community Services Program Coordinator position, 0.1 FTE Staff Assistant II and 0.3 FTE as-needed positions for expanded recreational opportunities at Airport Park. ● The addition of 1.0 FTE limited-term Administrative Analyst position for the Homeless Management System. ● The addition of one-time funding in the amount of $32,000 for the CalSAFE program.
291 Departmental 400 COMMUNITY AND CULTURAL SERVICES Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration$ 734,810 $ 827,843 $ 793,457 $ 896,485 $ 940,871 Open Space Mgmt (General Fund)* 10,710,007 11,408,128 599,499 614,482 641,638 Open Space Mgmt - Beach Admin** 1,665,562 3,218,423 3,916,590 3,859,574 4,034,198 Open Space Mmgt - Beach House*** 0 0 0 1,424,408 2,087,320 Community Programs 4,289,949 4,470,252 4,788,247 5,036,774 5,283,210 Cultural Affairs 890,332 950,960 1,356,538 1,437,792 1,492,275 Civic Auditorium 2,624,158 2,899,874 3,435,881 3,541,476 3,696,412 Human Services 11,370,137 12,824,779 16,889,093 15,988,475 16,383,288
Total Department $ 32,284,955 $ 36,600,259 $ 31,779,305 $ 32,799,466 $ 34,559,212
* In FY2007-08 Open Space Maintenance operations were transferred to the Community Maintenance Department as part of the citywide reorganization ** Funded by Beach Fund (11) *** Funded by Beach House Fund (24)
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 14,720,238 $ 15,981,802 $ 11,331,080 $ 12,127,230 $ 12,796,491 Supplies and Expenses 13,191,398 14,395,256 13,075,754 11,831,478 11,928,891 Capital Outlay 83,599 104,904 20,000 15,300 15,900
Subtotal $ 27,995,235 $ 30,481,962 $ 24,426,834 $ 23,974,008 $ 24,741,282
Beach Fund Salaries and Wages$ 0 $ 67 $ 144,659 $ 144,493 $ 195,863 Supplies and Expenses 1,665,562 3,218,356 3,771,931 3,715,081 3,838,335 Capital Outlay 0 0 0 0 0
Subtotal $ 1,665,562 $ 3,218,423 $ 3,916,590 $ 3,859,574 $ 4,034,198
Beach House Fund Salaries and Wages$ 0 $ 0 $ 0 $ 401,470 $ 778,778 Supplies and Expenses 0 0 0 1,003,839 1,283,542 Capital Outlay 0 0 0 19,099 25,000
Subtotal $ 0 $ 0 $ 0 $ 1,424,408 $ 2,087,320
Civic Auditorium Fund Salaries and Wages$ 1,998,136 $ 2,072,491 $ 2,480,273 $ 2,554,679 $ 2,671,813 Supplies and Expenses 604,715 792,491 918,800 948,160 981,206 Capital Outlay 21,307 34,892 36,808 38,637 43,393
Subtotal $ 2,624,158 $ 2,899,874 $ 3,435,881 $ 3,541,476 $ 3,696,412
292 Departmental 400 COMMUNITY AND CULTURAL SERVICES Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
Total All Funds Salaries and Wages$ 16,718,374 $ 18,054,360 $ 13,956,012 $ 15,227,872 $ 16,442,945 Supplies and Expenses 15,461,675 18,406,103 17,766,485 17,498,558 18,031,974 Capital Outlay 104,906 139,796 56,808 73,036 84,293
Total Department $ 32,284,955 $ 36,600,259 $ 31,779,305 $ 32,799,466 $ 34,559,212
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 176.9 187.1 106.4 109.5 109.5 TEMPORARY 39.6 39.8 38.5 39.2 39.2
Subtotal 216.5 226.9 144.9 148.7 148.7
Beach Fund PERMANENT POSITIONS 0.0 1.0 1.0 1.0 1.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 0.0 1.0 1.0 1.0 1.0
Beach House Fund PERMANENT POSITIONS 0.0 0.0 0.0 4.0 4.0 TEMPORARY 0.0 0.0 0.0 6.1 6.1
Subtotal 0.0 0.0 0.0 10.1 10.1
Civic Auditorium Fund PERMANENT POSITIONS 26.0 26.0 26.0 26.0 26.0 TEMPORARY 8.4 8.4 8.4 8.4 8.4
Subtotal 34.4 34.4 34.4 34.4 34.4
Total All Funds PERMANENT POSITIONS 202.9 214.1 133.4 140.5 140.5 TEMPORARY 48.0 48.2 46.9 53.7 53.7
Total Department 250.9 262.3 180.3 194.2 194.2
293 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
COMMUNITY & CULTURAL SERVICES
Administration (01501) Director of Community & Cultural Services 1.0 1.0 1.0 1.0 1.0 Assistant Director of Community & Cultural Services 1.0 1.0 1.0 1.0 1.0 Sr. Admin. Analyst - Parks & Community Facility Planning 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Open Space Management (prior to FY2007-08) Permanent Employees 78.0 83.5 0.0 0.0 0.0 Temporary Staffing 3.2 3.5 0.0 0.0 0.0 Total Division 81.2 87.0 0.0 0.0 0.0
Open Space Management (11522) Open Space Manager* 0.0 0.0 1.0 1.0 1.0 415 Site Administrator 0.0 1.0 0.0 0.0 0.0 (01514) Community Use Administrator 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Community Use 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant 0.0 0.0 1.0 1.0 1.0 (24523) (new in FY2008-09) Beach House Venue Manager 0.0 0.0 0.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Visitor Services Coordinator 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 1.0 4.0 7.0 7.0 Temporary Staffing 0.0 0.0 0.0 0.4 0.4 Total Division 0.0 1.0 4.0 7.4 7.4
* Limited-term position expiring 6/30/2009 funded by Beach Fund
Community Programs (01514) Community Programs Manager 1.0 1.0 1.0 1.0 1.0 Principal Community Services Supervisor 1.0 2.0 2.0 2.0 2.0 Principal Community Services Supervisor - Senior Services 1.0 0.0 0.0 0.0 0.0 Principal Community Services Supervisor - Aquatics 1.0 1.0 1.0 1.0 1.0
294 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Principal Community Services Supervisor - Youth & Family 0.0 0.0 0.0 1.0 1.0 Services Senior Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Community Services Systems Coordinator 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 1.8 2.0 0.0 0.0 0.0 Aquatics Site Supervisor 3.5 3.5 3.5 3.5 3.5 Community Services Program Supervisor 1.0 1.0 1.0 1.0 1.0 Community Services Program Supervisor - Senior Services 1.0 0.0 0.0 0.0 0.0 Community Services Program Supervisor - Therapeutic 1.0 1.0 1.0 1.0 1.0 Recreation Programs Community Svcs Program Supervisor - Volunteer Programs 0.5 0.5 0.5 0.5 0.5 Community Svcs Program Supervisor - Community Sports 1.0 1.0 1.0 1.0 1.0 Community Services Program Coordinator 3.5 3.0 3.0 4.0 4.0 Community Services Program Supervisor 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 3.0 2.0 2.0 4.0 4.0 Staff Assistant II 2.9 3.5 3.5 1.6 1.6 Community Services Program Specialist 3.2 4.7 4.7 4.7 4.7 Field Attendant 0.8 0.8 0.8 0.8 0.8 Chief Pool Lifeguard 2.4 2.4 2.4 2.4 2.4 Swim Instructor/Lifeguard 3.4 3.4 3.4 3.4 3.4 (24523) Beach Recreation Supervisor 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 34.0 33.8 33.8 35.9 35.9 Temporary Staffing (General) 23.4 20.2 21.6 21.9 21.9 Temporary Staffing (Beach House) 0.0 0.0 0.0 6.1 6.1 Total Division 57.4 54.0 55.4 63.9 63.9
Cultural Affairs (01560) Cultural Affairs Manager 1.0 1.0 1.0 1.0 1.0 Cultural Affairs Supervisor 2.0 2.0 2.0 3.0 3.0 Cultural Affairs Coordinator 0.5 0.5 0.5 0.5 0.5 Public Arts Coordinator 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant - Cultural Affairs 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 4.5 4.5 4.5 5.5 5.5 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 4.6 4.6 4.6 5.6 5.6
Civic Auditorium (32621) Civic Auditorium Manager 1.0 1.0 1.0 0.0 0.0 Civic Auditorium Venue Manager 0.0 0.0 0.0 1.0 1.0 Civic Auditorium Facility Superintendent 1.0 1.0 1.0 1.0 1.0 Civic Auditorium Business Administrator 1.0 1.0 1.0 1.0 1.0
295 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Civic Auditorium Event Services Supervisor 1.0 1.0 1.0 1.0 1.0 Civic Auditorium Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Event Coordinator 1.0 1.0 1.0 1.0 1.0 Business Assistant 1.0 1.0 1.0 1.0 1.0 Event Attendant III 2.0 2.0 2.0 2.0 2.0 Fiscal Staff Assistant II 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0 Event Attendant II 6.0 6.0 6.0 6.0 6.0 Custodian I 1.0 1.0 1.0 1.0 1.0 Event Attendant I 8.0 8.0 8.0 8.0 8.0
Division Summary Permanent Employees 26.0 26.0 26.0 26.0 26.0 Temporary Staffing 8.4 8.4 8.4 8.4 8.4 Total Division 34.4 34.4 34.4 34.4 34.4
Human Services (01262) Human Services Manager 1.0 1.0 1.0 1.0 1.0 Human Services Administrator 1.0 1.0 2.0 2.0 2.0 Human Services Administrator - Youth & Family Programs 1.0 1.0 1.0 1.0 1.0 Human Services Administrator - Neighborhood & Park 1.0 1.0 1.0 1.0 1.0 Initiatives Senior Administrative Analyst - Homeless Services 2.0 2.0 2.0 2.0 2.0 Senior Administrative Analyst - Child & Family Resources 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Human Services 0.8 0.8 0.8 0.8 0.8 Senior Administrative Analyst - Human Services/Fiscal 2.0 1.0 0.0 0.0 0.0 Senior Administrative Analyst - ADA/Disability Services 1.0 1.0 1.0 1.0 1.0 Principal Community Services Supervisor - Youth & Family 3.0 1.0 1.0 2.0 2.0 Services Administrative Analyst 2.0 2.0 2.0 3.0 3.0 Administrative Analyst - Homeless Services 1.0 1.0 1.0 1.0 1.0 Human Services Program Analyst 0.0 2.0 2.0 2.0 2.0 Community Services Program Supervisor - Youth & Family 6.0 6.0 6.0 5.0 5.0 Services Community Services Program Supervisor - Senior Services 0.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant 1.0 1.0 2.0 2.0 2.0 Community Services Program Coordinator 10.8 11.3 11.3 11.3 11.3 Staff Assistant III 4.8 5.8 4.8 5.8 5.8 Staff Assistant II 1.0 1.0 1.0 0.0 0.0 Community Services Program Specialist 15.1 18.4 18.2 18.2 18.2
Division Summary Permanent Employees 55.4 60.3 60.1 61.1 61.1 Temporary Staffing 12.9 16.0 16.8 16.8 16.8 Total Division 68.3 76.3 76.9 77.9 77.9
296 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Department Summary Permanent Employees 202.9 214.1 133.4 140.5 140.5 Temporary Staffing 48.0 48.2 46.9 53.7 53.7 TOTAL DEPARTMENT 250.9 262.3 180.3 194.2 194.2
297 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
COMMUNITY & CULTURAL SERVICES
Open Space Management
Parks and Beach: ● Acres Added to Park Inventory 2.70 8.66 8.66 5.00 ● Number of Cars Parking in Beach Lots 1,613,335 1,456,747 1,456,747 1,456,747 ● % of Santa Monica Resident Survey Respondents 46% N/A N/A 50% that Visit a Santa Monica Park More Than 12 Times a Year* ● % of Santa Monica Resident Survey Respondents 86% N/A N/A 90% Satisfied with Their Overall Experience in Parks and Beach* ● % of Santa Monica Resident Survey Respondents 81% N/A N/A 85% Satisfied with Safety of the Beach* ● % of Santa Monica Resident Survey Respondents 71% N/A N/A 75% Satisfied with Cleanliness of the Beach*
* Next Santa Monica Resident survey will be completed in 2008-09
Community Events: ● Community Event Applications Processed 90 95 100 110
Filming Permits ● Park and Beach Film Applications Processed N/A N/A N/A 120
Community Programs
Aquatics: ● Number of Participants in Attendance in Fitness 3,000 3,500 3,500 3,570 Classes & Workouts ● Average Daily Attendance in Summer Recreational 775 814 814 854 Swim ● % of Swim Lesson Participants Rating Program 75% 78% 78% 81% Satisfactory and Above ● % of Fitness & Workout Participants Rating Program N/A N/A N/A 78% Satisfactory and Above ● % of Youth Swim Team Participants Rating Program N/A N/A N/A 78% Satisfactory and Above
Community Classes/Camps: ● Registrations Filled 7,500 7,900 7,900 8,000
298 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Activity Registration: ● Number of Department Activity Registrations N/A N/A N/A 4,800 Conducted Online Community Meeting Room Rentals: ● Number of Permits Issued N/A N/A N/A 1,440 ● % of Available Time Permitted N/A N/A N/A 36%
Sports: ● Number of Active Skatepark Participants: Youth N/A N/A N/A 1,475 Adults N/A N/A N/A 825 ● % of Skate Park Participants Rating Experience 70% 74% 74% 78% Satisfactory and Above ● Number of Active Adult Soccer League Players N/A N/A N/A 1,050 ● % of Adult Soccer League Players Rating Experience N/A N/A N/A 85% Satisfactory and Above
Community Gardens: ● % of Community Gardeners Rating Experience N/A N/A N/A 90% Satisfactory and Above
Volunteer Program: ● Number of Active Volunteers: Special Events N/A N/A N/A 1,300 Ongoing Programs N/A N/A N/A 500
Cultural Affairs Creative Capital: Building Participation in the Arts ● Number of Community/Cultural Events Produced/ 156 150 158 157 Sponsored ● Attendance at City Cultural Events 15,400 0 15,680 30,200 ● Attendance at Grantee Cultural Events 208,885 0 209,060 210,000 ● Cultural Information Services: The Palette Subscribers 1,000 0 1,300 1,800
Creative Capital: Sustaining the Arts Infrastructure ● Grants Managed 38 0 42 42
299 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Civic Auditorium ● Use Days for Civic Auditorium 240 235 251 226* ● % of Available Use Days Booked 84% 76% 83% 84%
* Available use days impacted by 40-day closure due to electrical upgrade project in July-August 2008
Human Services
Homeless Assistance: ● Total Number of Unduplicated Persons Receiving Case Management (Linked to Housing) and Employment 3,097 N/A 3,000 2,500 Assistance ● Total Number of Subscribes to Bringing It Home N/A N/A 1,000 1,100 E-newsletter about Homelessness ● Cumulative Number of Participants in Homeless N/A N/A 80 110 Special Initiatives (e.g. CHP, Service Registry, SIOP) Placed in Permanent Housing
Youth Services: ● Number of Young Children 0 to 5 Years of Age N/A 75 30 65 Receiving Mental Health Assessment and Staff Consultations ● Number of Parents Participating in Parent Support N/A 150 150 180 Workshops at VAP and PAL ● % of CREST Afterschool Program Participants Rating Activities as Significant and Enjoyable: Excellent 78% 70% 70% 72% Satisfactory 20% 28% 28% 26%
Older Youth/Employment Services: ● Number of Youth Receiving Employment Services 121 275 275 280 through City and/or Agency-provided Programs ● % of Older Youth Participants Rating PAL Leadership Training and College Preparation as: Excellent 84% 80% 80% 83% Satisfactory 14% 17% 17% 14%
Educational Programs: ● Number of Youth Regularly Attending Homework 511 550 526 531 Assistance Programs through CREST, VAP or PAL ● % Reporting Homework Assistance Programs 72% 80% 80% 82% Positively Impacted the Quality of Homework and the Frequency of Completion
300 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
● Average Number of Regular Participants in CREST, 775 880 1,320 1,340 PAL and/or VAP Educational Enrichment or Computer Programs, Including Olympic High and Community Day School Attendees
Recreational Programs: ● Average Number of Youth Regularly Participating in 1,631 1,575 1,660 1,680 CREST Sports, PAL Fitness/Recreation and/or VAP Recreational Programs ● Average Number of Older Adults Regularly N/A N/A 240 250 Participating in Activities and Classes at the Senior Recreation Center ● % of Older Adults Rating Events, Activities and Classes at the Senior Recreation Center as: Excellent N/A 45% 45% 50% Satisfactory N/A 50% 50% 45%
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302 FY2008-09 Personnel Permanent Employees 69.5
Temporary Staffing 37.8 Total 107.3
Budget Salaries & Wages$ 8,030,087 Supplies & Expenses 2,613,194 Library Capital Outlay 0 Mission Statement Total $ 10,643,281 To perform a vital role in creating, stimulating, and Budget by Fund supporting an informed, educated community, the Santa Monica Public Library combines outstanding General 10,643,281 resource development with exceptional service to Total $ 10,643,281 meet the needs of each person for information, education and recreation.
Departmental Role The Library serves those who live, work, play and learn in Santa Monica by providing materials, services and programs to advance their recreational, educational and professional goals. The Library offers a wide range of services to support community priorities, including answering reference questions, providing reader’s advisory, staging story times and summer reading programs for youth, hosting class visits, and offering free public programs and displays for all ages and interests. A rich collection of print and audiovisual materials complements online research databases and a digital collection of historic photographs depicting the heritage of Santa Monica. In addition, the Main Library and its three neighborhood branches offer a variety of popular collections, public computers with Internet capability, WiFi access, and programs geared to youth and families. As a gathering place for the community, the Libraries offer meeting rooms for rent to the public and tailor their programs and collections to reflect the various ethnic and cultural populations in their neighborhoods.
303 Departmental Structure
City Librarian
Public & Administration Information Reference Branch & Facilities Management Services Services
Services Provided by Department Administration and Facilities Division: Library Administration plans and oversees the operation of the department, develops the budget, and supports the successful accomplishment of all the divisions’ goals and objectives. Staff coordinates work with other departments and divisions to provide collaborative services and to recruit and select staff. Library Administration coordinates the maintenance of Main and Branch Library facilities by technicians and oversees security and safety efforts by the Library Service Officers. The Division manages community relations, staffs the Library Board, assists Friends of the Santa Monica Public Library, and manages the use of all meeting rooms by public and City staff.
Information Management Division: The Information Management Division is responsible for planning, implementing and managing all aspects of Library automation projects, including the automated library system, hardware/software installation and maintenance, public access to the Internet and other remote electronic resources, and providing staff training in the use of information technology. This division is also responsible for acquiring and cataloging library materials in all formats, maintaining bibliographic databases for public access, processing library materials for public use and preserving the collections in good physical condition. The Circulation Section, under the management of this division, manages patron accounts, including issuing library cards, handling holds, the circulation of materials, and the collecting of fees.
Reference Services Division: The Reference Services Division staff answers reference questions from customers in person, by phone, by email, and using Internet chat software. The Division manages and develops the Library’s collections of print and non-print materials, microforms, and electronic resources in order to maintain their currency and depth. Reference staff assists the public in the access and use of the Library’s collections. The Division maintains the Santa Monica
304 Collection: a local history room containing a special collection of research materials, and the Image Archives: a collection of local historical photographs and other images. Staff educates the public in the use of Library computers by teaching classes on popular software programs, databases, and online resources. Reference staff creates original content for the Library website.
Public and Branch Services Division: The Public and Branch Services Division has three components: The Public Services unit presents programs for adults, coordinates volunteers and outreach, and provides collection and reading promotion at the Main Library. Youth Services selects materials and provides reference and a reader’s advisory for children, teens, and parents, promotes school-library relations, and offers free youth and family programs at the Main Library. Branch Library Services encompass all the activities at Montana Avenue, Fairview, and Ocean Park Branches, including providing reference, reader’s advisory, circulation functions, maintaining and promoting their collections, and arranging the use of meeting rooms. The Branch Libraries place special emphasis on the various ethnic and cultural populations within their service areas and tailor some of their programs to those constituencies.
Significant Budget Changes for FY2008-09
● The addition of 0.5 FTE Library Inspector position for security services to make Martin Luther King Auditorium available for Community events when the Library is closed.
305 Departmental 410 LIBRARY Budget Summary 01 GENERAL FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration and Facilities$ 1,837,555 $ 2,299,732 $ 2,725,633 $ 2,821,101 $ 2,940,572 Information Management 1,658,503 1,783,618 3,541,449 3,625,882 3,784,461 Reference Services 3,030,258 3,554,096 1,435,536 1,492,021 1,570,743 Public and Branch Services 1,089,335 1,233,758 2,616,133 2,704,277 2,846,450
Total Department $ 7,615,651 $ 8,871,204 $ 10,318,751 $ 10,643,281 $ 11,142,226
MAJOR ACCOUNT GROUPS
Salaries and Wages $ 5,848,209 $ 6,758,742 $ 7,762,001 $ 8,030,087 $ 8,449,684 Supplies and Expenses 1,767,442 2,112,462 2,556,750 2,613,194 2,692,542 Capital Outlay 0 0 0 0 0
Total Department $ 7,615,651 $ 8,871,204 $ 10,318,751 $ 10,643,281 $ 11,142,226
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 68.5 69.5 69.5 69.5 69.5 TEMPORARY 36.6 37.3 37.3 37.8 37.8
Total Department 105.1 106.8 106.8 107.3 107.3
306 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
LIBRARY
Administration and Facilities (01613) Director of Library System/City Librarian 1.0 1.0 1.0 1.0 1.0 Assistant City Librarian 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Library Fiscal Services 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Library Administrative Services 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Building Systems Technician 2.0 2.0 2.0 2.0 2.0 Library Services Officer 4.0 4.0 4.0 4.0 4.0 Lead Library Services Officer 0.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 11.0 12.0 12.0 12.0 12.0 Temporary Staffing 3.5 4.2 4.3 4.8 4.8 Total Division 14.5 16.2 16.3 16.8 16.8
Information Management (01614) Principal Librarian - Information Management 1.0 1.0 1.0 1.0 1.0 Librarian III - Information Management 1.0 1.0 1.0 1.0 1.0 Librarian I 2.0 2.0 2.0 2.0 2.0 Business Assistant - Library 1.0 1.0 1.0 1.0 1.0 Library Assistant 2.0 2.0 3.0 3.0 3.0 Circulation Assistant 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 3.5 3.0 12.0 12.0 12.0
Division Summary Permanent Employees 10.5 10.0 21.0 21.0 21.0 Temporary Staffing 2.6 2.6 19.9 19.9 19.9 Total Division 13.1 12.6 40.9 40.9 40.9
Reference Services (01615) Principal Librarian 2.0 0.0 0.0 0.0 0.0 Principal Librarian - Reference Services 0.0 1.0 1.0 1.0 1.0 Principal Librarian - Public Services 0.0 1.0 0.0 0.0 0.0 Librarian III 2.0 2.0 0.0 0.0 0.0 Librarian III - Reference Services 1.0 1.0 1.0 1.0 1.0 Librarian II 3.0 3.0 2.0 2.0 2.0 Librarian I 14.5 14.5 7.0 7.0 7.0 Library Assistant 1.5 1.5 0.0 0.0 0.0 Circulation Assistant 1.0 1.0 0.0 0.0 0.0 Staff Assistant II 11.0 11.0 1.5 1.5 1.5
Division Summary Permanent Employees 36.0 36.0 12.5 12.5 12.5 Temporary Staffing 25.0 25.0 5.3 5.3 5.3 Total Division 61.0 61.0 17.8 17.8 17.8 Public and Branch Services (01616) 307 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Principal Librarian - Public Services 0.0 0.0 1.0 1.0 1.0 Librarian III 0.0 0.0 2.0 2.0 2.0 Librarian III - Branch Services 3.0 3.0 3.0 3.0 3.0 Librarian II 0.0 0.0 2.0 2.0 2.0 Librarian I 2.5 2.5 9.0 9.0 9.0 Library Assistant 0.5 0.5 1.0 1.0 1.0 Staff Assistant II 5.0 5.5 6.0 6.0 6.0
Division Summary Permanent Employees 11.0 11.5 24.0 24.0 24.0 Temporary Staffing 5.5 5.5 7.8 7.8 7.8 Total Division 16.5 17.0 31.8 31.8 31.8
Department Summary Permanent Employees 68.5 69.5 69.5 69.5 69.5 Temporary Staffing 36.6 37.3 37.3 37.8 37.8 TOTAL DEPARTMENT 105.1 106.8 106.8 107.3 107.3
308 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
LIBRARY
EFFECTIVENESS:
● Users Satisfied with the Overall Quality of Library 94% 95% 95% 95% Service ● Users Satisfied that Library Materials Meet Their Needs 86% 90% 90% 90% ● Library Visitors 1,273,672 1,270,000 1,300,000 1,300,000 ● Materials Used 1,607,534 1,555,000 1,650,000 1,650,000 ● New Items Processed 52,964 50,000 52,000 52,000 ● Registration of Borrowers 26,705 28,000 26,000 26,000 ● Program Attendance 63,988 57,000 64,000 64,000 ● Public Access Computer Sessions 274,239 266,000 290,000 290,000 ● Meeting Room Reservations 623 1,000 1,000 1,050
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310 FY2008-09 Personnel Permanent Employees 39.0
Temporary Staffing 1.3 Total 40.3
Budget Housing & Economic Salaries & Wages$ 4,734,374 Supplies & Expenses 6,320,057 Development Capital Outlay 11,700 Mission Statement Total $ 11,066,131 To promote housing opportunities and a sustainable Budget by Fund economy in Santa Monica. General 9,083,876 Pier 1,982,255
Total $ 11,066,131
Departmental Role The Housing and Economic Development Department is responsible for administering all affordable housing programs, including affordable housing development and preservation, as well as the Housing Authority’s rental subsidy programs. The Department is also responsible for coordinating with other departments in the development of various redevelopment projects, real estate acquisitions and management, and promoting economic sustainability in the City.
311 Departmental Structure
Director of Housing & Economic Development
Administration & Redevelopment
Economic Housing Pier Development
Services Provided by Department Administration and Redevelopment Division: The Administration and Redevelopment Division directs the activities of the Housing and Economic Development Department. The Division assists other departments and divisions in reviewing, evaluating, and making recommendations on real estate, financing, planning, and development projects in the City. The Division is responsible for directing City revitalization programs, business retention, and real estate management. Management of the various City funds, which finance departmental operations, is also coordinated by this division.
Housing Division: The Housing Division analyzes policy and administers programs which ensure that Santa Monica preserves and expands affordable housing opportunities for a range of income levels. The Division's programs and projects are intended to benefit households with very low, low, and moderate incomes. A major emphasis of the Division is to administer the Redevelopment Agency's administrative and housing assistance programs.
The Division's work load is diverse, including tenant-based rental assistance, production of new affordable housing, and preservation of existing affordable housing.
The Division attempts to maximize resources available to the City by working closely with public, private and non-profit partners who are involved in affordable housing as lenders, developers and owners.
Economic Development Division: The Economic Development Division acts as liaison and provides technical support to a number of business organizations, including: Bayside District Corporation, Pier Restoration Corporation, Chamber of Commerce, Main Street Business Improvement Association, Pico Improvement Association, Montana Avenue Merchants Association, Westside Small Business
312 Center, and Westside Economic Collaborative. The Division also manages the Farmers' Markets program and the City's real estate assets. Additionally, the Division has leasehold management responsibility for the Pier, including parking, lease negotiation and administration, and the planning and implementation of capital projects to enhance these public facilities.
Pier Division: The Pier Division maintains the Santa Monica Pier and manages leasehold interests and vending carts on the Pier.
Significant Budget Changes for FY2008-09
● The one-time funding in the amount of $120,000 to Pier Restoration Corporation for year-long calendar of events promoting the Pier’s 100th Anniversary.
313 Departmental 620 HOUSING AND ECONOMIC DEVELOPMENT Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administration & Redevelopment$ 872,586 $ 1,299,088 $ 1,778,904 $ 2,005,822 $ 2,042,116 Housing 4,231,656 4,082,452 4,795,178 4,867,773 4,969,011 Economic Development /Pier Division* 5,086,135 5,592,071 0 0 0 Economic Development** 0 0 2,165,234 2,210,281 2,285,172 Pier Division*** 0 0 1,942,618 1,982,255 1,882,777 Airport**** 2,784,823 3,513,671 0 0 0
Total Department $ 12,975,200 $ 14,487,282 $ 10,681,934 $ 11,066,131 $ 11,179,076
* Effective FY2007-08, this division has been divided into Economic Development and Pier Division with all Pier maintenance activities transferred to the Community Maintenance Department ** Effective FY2007-08, this division represents all General Fund related Economic Development activities *** Effective FY2007-08, this division represents Pier related activities **** Effective FY2007-08, this division is transferred to City Manager and Community Maintenance Departments
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 3,043,458 $ 3,014,686 $ 4,365,408 $ 4,518,798 $ 4,678,143 Supplies and Expenses 2,049,401 2,366,854 4,362,208 4,553,378 4,606,456 Capital Outlay 11,383 0 11,700 11,700 11,700
Subtotal$ 5,104,242 $ 5,381,540 $ 8,739,316 $ 9,083,876 $ 9,296,299
Pier Fund Salaries and Wages$ 1,476,442 $ 1,525,097 $ 199,839 $ 215,574 $ 222,924 Supplies and Expenses 3,609,693 4,066,974 1,742,779 1,766,681 1,659,853 Capital Outlay 0 0 0 0 0
Subtotal$ 5,086,135 $ 5,592,071 $ 1,942,618 $ 1,982,255 $ 1,882,777
Airport Fund Salaries and Wages$ 1,031,880 $ 1,193,150 0 0 Supplies and Expenses 1,712,899 2,272,784 0 0 Capital Outlay 40,044 47,737 0 0 0
Subtotal$ 2,784,823 $ 3,513,671 $ 0 $ 0 $ 0
Total All Funds Salaries and Wages$ 5,551,780 $ 5,732,935 $ 4,565,249 $ 4,734,374 $ 4,901,067 Supplies and Expenses 7,371,993 8,706,610 6,104,985 6,320,057 6,266,309 Capital Outlay 51,427 47,737 11,700 11,700 11,700
Total Department $ 12,975,200 $ 14,487,282 $ 10,681,934 $ 11,066,131 $ 11,179,076
314 Departmental 620 HOUSING AND ECONOMIC DEVELOPMENT Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Actual Actual Budget Budget Plan
General Fund PERMANENT POSITIONS 29.0 30.0 39.0 39.0 39.0 TEMPORARY 1.3 1.3 1.3 1.3 1.3
Subtotal 30.3 31.3 40.3 40.3 40.3
Pier Fund PERMANENT POSITIONS 16.0 15.0 0.0 0.0 0.0 TEMPORARY 0.9 0.9 0.0 0.0 0.0
Subtotal 16.9 15.9 0.0 0.0 0.0
Airport Fund PERMANENT POSITIONS 11.0 12.0 0.0 0.0 0.0 TEMPORARY 0.2 0.2 0.0 0.0 0.0
Subtotal 11.2 12.2 0.0 0.0 0.0
Total All Funds PERMANENT POSITIONS 56.0 57.0 39.0 39.0 39.0 TEMPORARY 2.4 2.4 1.3 1.3 1.3
Total Department 58.4 59.4 40.3 40.3 40.3
Note: FY2007-08 decrease of 18.3 FTES represents transfer of Airport related FTEs to City Manger Department and Pier maintenance related FTES to the Community Maintenance Department
315 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
HOUSING & ECONOMIC DEVELOPMENT (formerly Resource Management)
Administration and Redevelopment (01263) Director of Housing & Economic Development 0.0 1.0 1.0 1.0 1.0 Director of Resource Management 1.0 0.0 0.0 0.0 0.0 Administrative Services Officer - Financial Administrator 1.0 1.0 1.0 1.0 1.0 Administrative Services Officer - Earthquake Recovery 0.0 1.0 1.0 1.0 1.0 Administrator Senior Administrative Analyst - Redevelopment 0.0 2.0 2.0 0.0 0.0 Senior Development Analyst 0.0 0.0 0.0 2.0 2.0 Staff Assistant III 0.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 3.0 7.0 7.0 7.0 7.0 Temporary Staffing 0.4 0.4 0.4 0.4 0.4 Total Division 3.4 7.4 7.4 7.4 7.4
Housing (01264) Housing Manager 0.0 1.0 1.0 1.0 1.0 Housing & Redevelopment Manager 1.0 0.0 0.0 0.0 0.0 Administrative Services Officer - Earthquake Recovery 1.0 0.0 0.0 0.0 0.0 Administrator Housing Administrator - Production & Preservation 1.0 1.0 1.0 1.0 1.0 Housing Authority Administrator 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Housing & Redevelopment 5.0 4.0 4.0 3.0 3.0 Senior Administrative Analyst - Financial Analyst 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Housing Authority 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Housing/Loan Portfolio Monitoring 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 1.0 1.0 1.0 1.0 Senior Housing Specialist 1.0 1.0 1.0 1.0 1.0 Housing Specialist 5.0 5.0 5.0 4.0 4.0 Housing Inspector 0.0 0.0 0.0 1.0 1.0 Construction Specialist 1.0 1.0 1.0 1.0 1.0 Housing Applications Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 4.0 2.0 2.0 2.0 2.0 Staff Assistant II 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 26.0 23.0 23.0 22.0 22.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 Total Division 26.9 23.9 23.9 22.9 22.9
Economic Development (01268) Economic Development Manager 0.0 0.0 1.0 1.0 1.0 Farmers' Market Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Economic Development 0.0 0.0 3.0 0.0 0.0
316 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Senior Development Analyst 0.0 0.0 0.0 3.0 3.0 Senior Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Farmers' Market Coordinator II 0.0 0.0 1.0 1.0 1.0 Farmers' Market Coordinator I 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 9.0 10.0 10.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 9.0 10.0 10.0
Economic Development (prior to FY2007-08) Permanent Employees 16.0 15.0 0.0 0.0 0.0 Temporary Staffing 0.9 0.9 0.0 0.0 0.0 Total Division 16.9 15.9 0.0 0.0 0.0
Airport (part of City Manager Department prior to FY2007-08) Permanent Employees 11.0 12.0 0.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.0 0.0 0.0 Total Division 11.2 12.2 0.0 0.0 0.0
Department Summary Permanent Employees 56.0 57.0 39.0 39.0 39.0 Temporary Staffing 2.4 2.4 1.3 1.3 1.3 TOTAL DEPARTMENT 58.4 59.4 40.3 40.3 40.3
317 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
HOUSING & ECONOMIC DEVELOPMENT
OUTPUT:
Housing Housing Authority: ● Number of Ongoing Program Certificates and Vouchers 1,326 1,379 1,379 1,400 Issued Housing Production & Preservation: ● Number of Deed Restricted Units Monitored for 534 554 554 612 Compliance ● Housing Projects Started 4 1 1 2 ● Housing Units Started 124 160 160 55 ● Housing Projects Completed 4 5 2 7 ● Housing Units Completed 184 239 83 225 ● Housing Trust Fund Loans Monitored for Compliance 108 112 112 117
Economic Development ● Farmers' Market Sponsored Events 300 280 280 280 ● Growth in Farmers' Market Revenues 3% 2% 2% 2% ● Number of Business Improvement Consultations with 250 250 250 225 Santa Monica-Based Small Businesses ● Number of Workshops for Santa Monica-Based Small 45 40 50 50 Businesses ● Liaison meetings with Boards and Business 182 180 180 180 Improvement Districts
EFFECTIVENESS:
Housing Housing Authority: ● Shelter Plus Care Clients Averaging Residency of Six 95% 95% 95% 95% Months or More
EFFICIENCY:
Housing Housing Authority: ● % of Available HUD Funded Units Leased 99% 99% 99% 99% ● HUD Compliance Rate for Sample Inspection Reviews 99% 99% 99% 99% ● Completion of Client Recertifications within the 99% 99% 99% 99% Required Timeframe
318 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Housing Production & Preservation: ● % of Available Housing Trust Funds Committed to 84% 80% 92% 85% Projects
Economic Development ● Average Occupancy Rate for City-Managed Properties 98% 98% 98% 98% ● Increased Rental Income from City-Managed Properties 1% 7% 7% 3%
319 This page is intentionally left blank.
320 FY2008-09 Personnel Permanent Employees 411.4 Temporary Staffing 0.3 Total 411.7
Budget Salaries & Wages$ 35,579,745 Supplies & Expenses 16,534,623 Big Blue Bus Capital Outlay 0 Mission Statement Total $ 52,114,368 To provide high quality, affordable Big Blue Bus services to the greater Santa Monica Community that Budget by Fund maximize the use of public transportation. Big Blue Bus 52,114,368 Total $ 52,114,368
Departmental Role The Big Blue Bus is a premier transit agency that began in 1928 to serve Santa Monica and the west side of Los Angeles. Today, the Big Blue Bus has over 400 employees working three shifts 24/7 to provide our recognized quality transit services. Big Blue Bus covers over 51 square miles of the most densely populated area in L.A. County with over 1,151 bus stops. Each day, the Big Blue Bus provides close to 80,000 rides to commuters, students, seniors, disabled people, and tourists.
The Big Blue Bus is also a leader in keeping our environment green. Our fleet of just over 200 buses is being converted to alternative fuels. Currently, more than half of the Big Blue Bus fleet operates on Liquefied Natural Gas (LNG) which puts 80% less pollution into the air. The remainder of the fleet operates on a clean burning bio-diesel fuel.
321 Departmental Structure
Director of Transit Services
Transit Operations
Transit Transit Transit Transit Transit Customer Safety & Programs Maintenance Services Relations Security
Services Provided by Department Transit Executive Division: The Transit Executive Division coordinates and manages the Department’s five other divisions: Transit Services, Transit Maintenance, Transit Safety and Security, Transit Programs, and Transit Customer Relations. Responsibilities include: providing direction and leadership to the Department through strategic planning, ensuring stable regional funding sources, developing new services, and implementing applicable technology projects.
Transit Programs Division: The Transit Programs Division is responsible for program and operational planning activities, including: completion of the triennial line-by-line analysis of system routes, preparation of the Service Efficiency and Improvement Program and annual short range transit plans, coordination with other City departments on urban development standards and land use issues related to public transportation, and contract administration and oversight for the City’s senior Dial-a-Ride program.
The Division prepares the annual operating and capital budgets, the Capital Plan, and the Five Year Forecast. The Division handles grants management and analyses of data generated from various systems. It is responsible for coordinating financial and performance audits, submitting required governmental reports, and providing various business services support functions to the department, such as timekeeping, inventory control, and customer billing.
Transit Customer Relations Division: The Transit Customer Relations Division is responsible for: ● Marketing, outreach and customer information ● Media and public relations ● Customer Service and BLUE: The Transit Store ● Charter Services ● Advertising Sales
322 The Transit Customer Relations Division manages all customer service activities and operates BLUE: The Transit Store. Customer service representatives answer over 5,000 monthly telephone calls, handle compliments and complaints, manage lost and found, sell merchandise and fare media, and make deliveries to stock information racks and kiosks across the 51 square mile service area. The Division manages the production of all public information, route maps, schedules, websites, and internal and external publications, as well as coordinating the implementation of the transit system’s annual marketing plan, including ongoing community outreach programs, public relations activities, advertising plans, and promotions. The Division also contracts for the sale and posting of external bus advertising, which generates over $1.5 million in revenue annually, and manages charter services generating over $350,000 annually.
Transit Maintenance Division: The Transit Maintenance Division maintains the Big Blue Bus and Fire Department fleet vehicles, cleans and fuels buses used in revenue service, retrieves farebox revenues from buses, controls inventory and monitors its usage, and orders necessary consumables and parts used by all Big Blue Buses. The Division is also responsible for the maintenance of all Big Blue Bus facilities, including the bus yard and bus stops throughout Big Blue Bus' service area. In addition, the Division is responsible for all construction projects of the Department, including the Liquefied Natural Gas (LNG) and Compressed Natural Gas (CNG) Facility, and the overall Expansion Plan for new and rehabilitated buildings at the Big Blue Bus.
Transit Services Division: The Transit Services Division provides the public with the following services: ● Public transportation on 15 routes serving a 51 square mile service area ● Community transportation (Tide shuttle, excursions, charters, special event service) within Santa Monica.
The Transit Services Division is responsible for Big Blue Bus on-street operations and Tide Shuttle operations. The Division selects and trains motor coach operators and supervisors, provides on-going safety and certificate training for motor coach operators, and monitors on- street service effectiveness. The Transit Services Division establishes all routes, service schedules, and driver bid assignments. It also recommends schedule or route adjustments as necessary to improve service to customers. The Division is also responsible for scheduling and operating charter bus service.
Mini Blue services are local routes operating within the City limits connecting residents with major activity centers. The services generally operate on a 15 minute schedule to enhance the appeal of public transit as an alternative to using a car to get around Santa Monica.
Transit Safety and Security Division: The Transit Safety and Security Division develops and implements the safety and security programs of the Big Blue Bus. The Division coordinates the activities of the Santa Monica Police officers assigned to Big Blue Bus operations and collaborates with the Los Angeles Police and Los Angeles County Sheriff’s office on issues in the Big Blue Bus service area.
Significant Budget Changes for FY2008-09 None.
323 Departmental 600 BIG BLUE BUS Budget Summary 41 BIG BLUE BUS FUND
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Transit Executive$ 2,758,739 $ 3,570,041 $ 3,712,969 $ 4,344,476 $ 4,585,020 Transit Programs 849,962 1,184,098 1,453,944 1,531,640 1,605,921 Transit Customer Relations 1,481,150 1,960,281 2,211,003 2,128,708 2,218,200 Transit Maintenance 10,060,424 10,500,937 11,348,458 11,804,533 12,343,831 Transit Services 28,813,925 29,151,269 30,600,227 30,645,697 32,219,197 Transit Safety and Security 468,357 694,984 1,099,031 1,043,614 1,080,381 Subtotal Department 44,432,557 47,061,610 50,425,632 51,498,668 54,052,550
Special Services 453,811 478,674 587,300 615,700 615,700 Total Department $ 44,886,368 $ 47,540,284 $ 51,012,932 $ 52,114,368 $ 54,668,250
MAJOR ACCOUNT GROUPS
Salaries and Wages$ 30,483,548 $ 31,477,958 $ 34,685,014 $ 35,579,745 $ 37,531,892 Supplies and Expenses 14,402,820 16,062,326 16,327,918 16,534,623 17,136,358 Capital Outlay 0 0 0 0 0
Total Department $ 44,886,368 $ 47,540,284 $ 51,012,932 $ 52,114,368 $ 54,668,250
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget PERSONNEL (FULL-TIME EQUIVALENTS) Budget Budget Budget Budget Plan
PERMANENT POSITIONS 404.4 404.4 411.4 411.4 411.4 TEMPORARY 0.3 0.3 0.3 0.3 0.3
Total Department 404.7 404.7 411.7 411.7 411.7
324 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
BIG BLUE BUS
Transit Executive (41640) Director of Transit Services 1.0 1.0 1.0 1.0 1.0 Assistant Director - Transit Operations 1.0 1.0 1.0 1.0 1.0 Assistant to the Director of Transit Services 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Transit Programs (41642) Transit Programs and Business Services Manager 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Transit Grants 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 2.0 2.0 2.0 2.0 2.0 Senior Transit Programs Analyst 2.0 2.0 2.0 2.0 2.0 Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Fiscal Staff Assistant II 1.0 1.0 1.0 2.0 2.0 Fiscal Staff Assistant I 1.0 1.0 1.0 0.0 0.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 10.0 10.0 10.0 10.0 10.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 10.1 10.1 10.1 10.1 10.1
Transit Customer Relations (41643) Transit Customer Relations Manager 1.0 0.0 0.0 0.0 0.0 Transit Customer Relations Administrator 0.0 1.0 1.0 1.0 1.0 Customer Services Supervisor 1.0 1.0 1.0 1.0 1.0 Marketing and Public Information Coordinator 1.0 1.0 1.0 1.0 1.0 Advertising Coordinator 1.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0 Customer Services Assistant 6.0 6.0 6.0 6.0 6.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 12.0 12.0 12.0 12.0 12.0 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 Total Division 12.2 12.2 12.2 12.2 12.2
Transit Maintenance (41657) Transit Maintenance Manager 1.0 1.0 1.0 1.0 1.0 Transit Vehicle Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 Transit Facilities Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 325 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Procurement Supervisor 1.0 1.0 1.0 1.0 1.0 Transit Maintenance Training Coordinator 1.0 1.0 1.0 1.0 1.0 Technical Staff Assistant 1.0 1.0 1.0 1.0 1.0 Transportation Mechanic Supervisor 5.0 5.0 5.0 0.0 0.0 Transit Mechanic Supervisor 0.0 0.0 0.0 5.0 5.0 Transportation Mechanic 41.0 41.0 41.0 0.0 0.0 Transit Mechanic I/II 0.0 0.0 0.0 41.0 41.0 Electronic Communications/Farebox Technician 1.0 1.0 1.0 1.0 1.0 Custodian I 1.0 1.0 1.0 1.0 1.0 Motor Coach Services & Facilities Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Motor Coach Cleaner 18.0 18.0 18.0 18.0 18.0 Transit Maintenance Worker 2.0 2.0 2.0 2.0 2.0 Storekeeper II 1.0 1.0 1.0 2.0 2.0 Storekeeper I 1.0 1.0 1.0 0.0 0.0 Warehouse Worker 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 79.0 79.0 79.0 79.0 79.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 79.0 79.0 79.0 79.0 79.0
Transit Services (41658) Transit Services Manager 1.0 1.0 1.0 1.0 1.0 Transit Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Transit Operations Supervisor 1.0 1.0 0.0 0.0 0.0 Transit Services Superintendent 1.0 1.0 1.0 1.0 1.0 Senior Transit Program Analyst 1.0 1.0 1.0 1.0 1.0 Motor Coach Operator Training Coordinator 5.0 5.0 5.0 5.0 5.0 Transit Operations Assistant 3.0 3.0 3.0 3.0 3.0 Staff Assistant III 3.0 3.0 3.0 3.0 3.0 Motor Coach Supervisor 13.0 13.0 14.0 14.0 14.0 Motor Coach Operator 269.4 269.4 275.4 275.4 275.4
Division Summary Permanent Employees 297.4 297.4 304.4 304.4 304.4 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 297.4 297.4 304.4 304.4 304.4
Transit Safety and Security (41670) Transit Safety and Security Officer 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 1.0 1.0 1.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 1.0 1.0 1.0 1.0 1.0
326 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Department Summary Permanent Employees 404.4 404.4 411.4 411.4 411.4 Temporary Staffing 0.3 0.3 0.3 0.3 0.3 TOTAL DEPARTMENT 404.7 404.7 411.7 411.7 411.7
327 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
BIG BLUE BUS
OUTPUT:
● Number of Information Calls Answered within Two 59,738 63,259 73,782 79,000 Minutes ● Number of E-mail Responses Sent within 36 Business 1,364 1,474 1,374 1,374 Hours ● Preventive Maintenance Inspections 1,684 1,840 1,542 1,425
EFFECTIVENESS:
● Big Blue Bus Website Page Hits 2,494,674 2,500,000 2,873,584 2,800,000 ● Farebox Revenues (In Millions) 9.72 9.70 11.41 11.51 ● Miles Between Roadcalls 3,052 3,500 3,500 3,500 ● Total Passenger Trips (In Millions) 21.80 22.12 22.05 22.27 ● Vehicle Accidents per 100,000 miles 2.20 2.30 2.50 2.80 ● Compliments per 100,000 passengers 3.4 2.0 2.0 2.0 ● Complaints per 100,000 passengers 3.5 3.0 3.0 3.0
EFFICIENCY:
● Direct Mechanic Labor Hours per 1,000 Bus Miles 26.2 25.8 27.6 28.0 ● Lost Time Industrial Accidents per Quarter 10.2 8.8 8.0 7.0 ● Passengers per Vehicle Service Hour 47.00 48.32 47.96 48.44 ● Cost per Vehicle Service Hour $ 102.15 104.79$ 108.10$ $ 111.79
Benchmarking Against Mid-sized Transit Systems in the United States The benchmark shown below compare Santa Monica's Big Blue Bus performance with other mid-sized transit systems in the United States. Data shown in "Actual Performance" charts is for fiscal year 2005-06, which is the most cucrrent year available for nationwide statistics. The Big Blue Bus' performance sets the highest standard for other mid-sized systems. (* Number of passengers carried on the buses per hour)
Passenger Trips Per Hour* FY2005-06 Actual Performance 48.0 48.0 50.0 40.0
30.0 25.2 20.0 12.2 10.0
Number of Passengers of Number 0.0 High Low Average Big Blue Bus
328 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Cost Per Passenger Trip FY2005-06 Actual Performance
$15.00 $12.20
$10.00
Dollars $4.00 $5.00 $2.10 $2.10
$0.00 High Low Average Big Blue Bus
Source: Federal Transit Administration's National Transit Database
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330 FY2008-09 Personnel Permanent Employees 226.0
Temporary Staffing 2.4 Total 228.4
Budget Salaries & Wages$ 23,243,875 Supplies & Expenses 32,305,416
Public Works Capital Outlay 322,800 Mission Statement Total $ 55,872,091 To protect and enhance the City's quality of life through the sustainable management of water Budget by Fund resources, solid waste, and wastewater; to facilitate General $ 8,978,549 cost-effective operations, maintenance, and Water 14,101,423 enhancement to the public works infrastructure, the Cemetery, and city streets; and to provide Solid Waste Mgmt 19,517,158 architectural, engineering, and project management Wastewater 11,906,696 services for construction of new facilities and renovation of existing facilities. Cemetery 1,368,265 Total $ 55,872,091
Departmental Role The Department of Public Works provides essential and innovative services to the community that include water supply, and wastewater, stormwater, and solid waste management. The Department provides engineering & architecture services, street maintenance, and operates a Cemetery. It oversees the design and construction of various City projects, such as 415 PCH, the BBB Maintenance Facility, the Downtown Parking Structure renovation and replacement project, and Measure V implementation. The Department is also responsible for plan checks, inspections, and permitting services.
331 Departmental Structure
Director of Public Works
Administrative Civil Solid Waste Water Services Engineering Management Resources
Architecture Water Services
Street Wastewater Maintenance
Cemetery
Services Provided by Department Administrative Services Division: The Administrative Services Division provides administrative support to the divisions of the Department of Public Works. Activities include: preparing the Department budget; assisting with long range capital improvements project planning; coordinating staff reports for City council consideration; monitoring departmental responses to citizen inquiries; managing the public right of way, public works permit and film permit processing; and conducting specialized research and analysis. This division is also responsible for inter-departmental and inter-agency coordination, as well as management of the Cemetery, Street Maintenance and the Architecture Services section.
Architecture Services Section: The Architecture Services team has responsibility for the design and construction of city-owned public facilities, parks, parking structure and other capital improvement projects. The section works to develop sustainable structures and enhance city facilities both externally and internally.
Street Maintenance Division: The Street Maintenance Division is responsible for pavement maintenance of all public right- of-ways, City-owned parking lots and State highways located within the City. The Division
332 inspects and repairs over 778 miles of streets, alleys, sidewalks, curbs, gutters and driveways. City crews repair an estimated 500,000 square feet of street, 50,000 square feet of sidewalk/driveway and 1,930 potholes annually throughout the City. Street Maintenance also contracts to other City divisions, including repaving services, and walkway/sidewalk repairs and replacement projects. Inspection and repair data are gathered in the field and maintained in databases.
Cemetery Division: The Cemetery Division maintains the Woodlawn Cemetery Park and Mausoleum. The Division inters human remains, places markers, and makes funeral arrangements, including the sale of graves, crypts, niches, markers, coffins, vases, and urns. The Division administers the Cemetery Fund, which is financed by the sale of space and services, as well as in cooperation with the Finance Department arranges for professional management of the Perpetual Care Funds.
Civil Engineering Division: The Civil Engineering Division provides numerous services related to capital project management, land development, technical support, construction management, and administrative management. Including specialized expertise and assistance for the governmental review process of commercial and residential building projects, map requests, utility plan checks, infrastructure projects, accessibility compliance and right-of-way management programs.
Solid Waste Management Division: The Solid Waste Management Division collects refuse, green and food waste, and commingled recyclable materials generated by over 86,000 residential and commercial customers. Commingled material recycling and diversion initiatives will continue to be at the forefront in an effort to increase the amount of materials that are diverted from the landfill, with the eventual goal of achieving zero waste. Over 58,300 curb miles of streets and alleys are swept annually in order to reduce debris from entering the storm drains and polluting the Santa Monica Bay.
Water Division: The Water Division provides a safe and continuous water supply to the consumer. The division operates, maintains and bills for the City’s water system, which serves over 86,000 residential and business customers through 17,000 service connections, 4,500 valves and 236 miles of distribution and transmission mains. Fire protection is supported through a network of 1,100 fire hydrants and 865 fire sprinkler connections. To provide an average of more than 13 million gallons of water per day, the division operates and maintains three major pumping plants, twelve water wells, a softening and filtering plant for locally produced water, and four reservoirs which, in total, can store 40 million gallons of water.
Wastewater Division: The Wastewater Division maintains the sanitary sewer and storm drain systems within the City of Santa Monica in a safe, sanitary and uncontaminated condition. The Division eliminates potential health hazards and the potential for regulatory penalties which could result from a neglected system. This activity consists of continuous cleaning, inspection, and repair of a pumping plant, approximately 125 miles of sanitary sewers, 20 miles of storm drains and 824 catch basins. The Water Resources Protection Program inspects and takes samples from approximately 900 businesses in the City, in order to ensure that the City’s
333 sewer and storm drain effluent remains within acceptable standards. Costs for maintenance, repair, and management of the City’s storm water system are reimbursed to the Wastewater Fund from the Stormwater Management Fund.
Significant Budget Changes for FY2008-09
● Transfer of environmental programs to City Manager to ensure a continued and expanded emphasis on sustainability and environmental responsibility in the city’s internal and external operations and programs. ● The addition of three new positions in the Architecture Services section, funded by capital projects, to work on the downtown parking program. ● The addition of seven new positions in the Solid Waste Management Division to address the consolidation of city-wide commercial collection services and other operational and customer service needs. ● The purchase of a GPS system for all solid waste collection vehicles.
334 Departmental 500 PUBLIC WORKS Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
DIVISION
Direct Costs: Administrative Services$ 892,714 $ 922,758 $ 1,143,052 $ 1,074,426 $ 1,128,210 Civil Engineering and Architecture 4,199,193 4,282,071 4,649,265 4,770,225 5,029,005 Maintenance Management * 2,751,166 2,772,751 0 0 0 Street Maintenance 2,633,523 3,022,843 2,916,095 3,133,898 3,291,143 Facilities Management * 4,001,747 4,659,240 0 0 0 Fleet Management * 4,975,164 4,747,620 0 0 0 Cemetery 928,889 1,299,384 1,710,249 1,368,265 1,435,922 Solid Waste Management 12,331,355 13,142,711 16,112,344 19,517,158 20,190,613 Street Sweeping ** 3,145,320 4,025,065 0 0 0 Recycling *** 991,795 1,029,921 0 0 0 Beach Maintenance * 2,290,927 2,268,737 0 0 0 Wastewater 8,102,314 9,138,770 11,124,103 11,906,696 12,317,879 Environmental Programs **** 3,324,573 3,431,893 4,778,094 0 0 Water 11,811,494 12,596,884 13,387,699 14,101,423 14,984,445
Total Department $ 62,380,174 $ 67,340,648 $ 55,820,901 $ 55,872,091 $ 58,377,217
* These Divisions were transferred to the newly formed Community Maintenance Department as part of the citywide reorganization ** Promenade and parking structure maintenance were also transferred to the Community Maintenance Department and street sweeping operations have been transferred to the Solid Waste Management Division *** The Recycling Division has been transferred to the Solid Waste Management Division **** Environmental Programs has been transferred to the City Manager Department
MAJOR ACCOUNT GROUPS BY FUND
General Fund Salaries and Wages$ 10,262,496 $ 10,437,520 $ 6,912,745 $ 7,099,709 $ 7,491,156 Supplies and Expenses 4,215,437 5,221,020 1,782,467 1,870,840 1,949,202 Capital Outlay 410 1,123 13,200 8,000 8,000
Subtotal $ 14,478,343 $ 15,659,663 $ 8,708,412 $ 8,978,549 $ 9,448,358
Beach Recreation Fund Salaries and Wages$ 1,193,045 $ 1,268,633 $ 0 $ 0 $ 0 Supplies and Expenses 1,097,882 1,000,104 0 0 0 Capital Outlay 0 0 0 0 0
Subtotal $ 2,290,927 $ 2,268,737 $ 0 $ 0 $ 0
335 Departmental 500 PUBLIC WORKS Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual Actual Budget Budget Plan
Water Fund Salaries and Wages$ 4,485,918 $ 4,826,200 $ 5,222,760 $ 5,410,336 $ 5,678,892 Supplies and Expenses 7,296,905 7,761,416 8,102,339 8,535,487 9,242,953 Capital Outlay 28,671 9,268 62,600 155,600 62,600
Subtotal $ 11,811,494 $ 12,596,884 $ 13,387,699 $ 14,101,423 $ 14,984,445
Solid Waste Management Fund Salaries and Wages$ 7,846,036 $ 9,175,343 $ 7,045,437 $ 7,893,870 $ 8,257,646 Supplies and Expenses 8,622,434 9,022,354 9,016,907 11,529,088 11,902,967 Capital Outlay 0 0 50,000 94,200 30,000
Subtotal $ 16,468,470 $ 18,197,697 $ 16,112,344 $ 19,517,158 $ 20,190,613
Wastewater Fund Salaries and Wages$ 3,247,733 $ 3,368,593 $ 3,908,612 $ 2,060,026 $ 2,162,496 Supplies and Expenses 8,125,834 9,174,584 11,860,415 9,781,670 10,090,383 Capital Outlay 53,320 27,486 133,170 65,000 65,000
Subtotal $ 11,426,887 $ 12,570,663 $ 15,902,197 $ 11,906,696 $ 12,317,879
Cemetery Fund Salaries and Wages$ 523,365 $ 626,283 $ 565,644 $ 779,934 $ 820,497 Supplies and Expenses 383,488 671,950 1,048,180 588,331 615,425 Capital Outlay 22,036 1,151 96,425 0 0
Subtotal $ 928,889 $ 1,299,384 $ 1,710,249 $ 1,368,265 $ 1,435,922
Vehicle Management Fund Salaries and Wages$ 2,096,700 $ 2,041,405 $ 0 $ 0 $ 0 Supplies and Expenses 2,878,249 2,706,215 0 0 0 Capital Outlay 215 0 0 0 0
Subtotal $ 4,975,164 $ 4,747,620 $ 0 $ 0 $ 0
Total All Funds Salaries and Wages$ 29,655,293 $ 31,743,977 $ 23,655,198 $ 23,243,875 $ 24,410,687 Supplies and Expenses 32,620,229 35,557,643 31,810,308 32,305,416 33,800,930 Capital Outlay 104,652 39,028 355,395 322,800 165,600
Total Department $ 62,380,174 $ 67,340,648 $ 55,820,901 $ 55,872,091 $ 58,377,217
336 Departmental 500 PUBLIC WORKS Budget Summary VARIOUS FUNDS
2005-06 2006-07 2007-08 2009-10 PERSONNEL (FULL-TIME EQUIVALENTS) Revised Revised Revised 2008-09 Budget BY FUND Budget Budget Budget Budget Plan
General Fund PERMANENT POSITIONS 124.0 130.0 62.0 61.0 61.0 TEMPORARY 0.1 0.1 0.1 0.1 0.1
Subtotal 124.1 130.1 62.1 61.1 61.1
Beach Recreation Fund PERMANENT POSITIONS 11.0 11.0 0.0 0.0 0.0 TEMPORARY 11.0 11.0 0.0 0.0 0.0
Subtotal 22.0 22.0 0.0 0.0 0.0
Water Fund PERMANENT POSITIONS 51.0 51.0 51.0 51.0 51.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 51.0 51.0 51.0 51.0 51.0
Solid Waste Management Fund PERMANENT POSITIONS 95.0 95.0 76.0 83.0 83.0 TEMPORARY 4.0 4.0 1.0 1.0 1.0
Subtotal 99.0 99.0 77.0 84.0 84.0
Wastewater Fund PERMANENT POSITIONS 39.0 39.0 39.0 22.0 22.0 TEMPORARY 0.3 0.2 0.5 0.2 0.2
Subtotal 39.3 39.2 39.5 22.2 22.2
Cemetery Fund PERMANENT POSITIONS 9.0 9.0 9.0 9.0 9.0 TEMPORARY 0.4 0.4 1.1 1.1 1.1
Subtotal 9.4 9.4 10.1 10.1 10.1
Vehicle Management Fund PERMANENT POSITIONS 24.0 24.0 0.0 0.0 0.0 TEMPORARY 0.0 0.0 0.0 0.0 0.0
Subtotal 24.0 24.0 0.0 0.0 0.0
Total All Funds PERMANENT POSITIONS 353.0 359.0 237.0 226.0 226.0 TEMPORARY 15.8 15.7 2.7 2.4 2.4
Total Department 368.8 374.7 239.7 228.4 228.4
337 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
PUBLIC WORKS (formerly Environmental and Public Works Management)
Administrative Services (01401) Director of Public Works 0.0 0.0 0.0 1.0 1.0 Director of Environmental & Public Works Management 1.0 1.0 1.0 0.0 0.0 Assistant Director of Public Works 0.0 0.0 0.0 1.0 1.0 Assistant Director of EPWM 0.0 0.0 1.0 0.0 0.0 Administrative Services Manager 1.0 1.0 0.0 0.0 0.0 Senior Administrative Analyst - Public Works 0.0 0.0 0.0 1.0 1.0 Senior Administrative Analyst 0.0 0.0 1.0 0.0 0.0 Senior Public Works Inspector 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Permit Specialist 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 6.0 6.0 7.0 7.0 7.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 6.0 7.0 7.0 7.0
Civil Engineering and Architecture (01402) City Engineer 1.0 1.0 1.0 1.0 1.0 Principal Civil Engineer 2.0 2.0 2.0 2.0 2.0 City Architect 1.0 1.0 0.0 0.0 0.0 Principal Architect 0.0 0.0 1.0 1.0 1.0 Supervising Civil Engineer 0.0 0.0 0.0 1.0 1.0 Civil Engineer 5.0 5.0 5.0 4.0 4.0 Capital Project Engineer 1.0 1.0 0.0 0.0 0.0 Architect 1.0 2.0 3.0 3.0 3.0 Project Manager 0.0 0.0 1.0 1.0 1.0 Engineering Support Services Supervisor 1.0 1.0 1.0 1.0 1.0 Associate Project Manager 1.0 1.0 1.0 1.0 1.0 Civil Engineering Associate 5.0 6.0 6.0 6.0 6.0 Senior Administrative Analyst - Engineering 1.0 1.0 1.0 1.0 1.0 Engineering Project Specialist 1.0 1.0 1.0 1.0 1.0 Civil Engineering Assistant 3.0 3.0 2.0 2.0 2.0 Senior Public Works Inspector 2.0 2.0 2.0 2.0 2.0 Administrative Analyst - Engineering 1.0 1.0 1.0 1.0 1.0 Senior Civil Engineering Technician 1.0 1.0 1.0 1.0 1.0 Public Works Utility Inspector 1.0 1.0 1.0 1.0 1.0 Civil Engineering and Architecture Technician 2.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant - Engineering 3.0 4.0 4.0 4.0 4.0
Division Summary Permanent Employees 33.0 35.0 35.0 35.0 35.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 33.0 35.0 35.0 35.0 35.0 Street Maintenance (01421)
338 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Street Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 Senior Public Works Inspector 1.0 1.0 1.0 1.0 1.0 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Asphalt Crew Leader 1.0 1.0 1.0 1.0 1.0 Concrete Crew Leader 1.0 1.0 1.0 1.0 1.0 Concrete Finisher 4.0 4.0 4.0 4.0 4.0 Equipment Operator II 4.0 4.0 4.0 4.0 4.0 Maintenance Worker II - Asphalt 3.0 3.0 3.0 3.0 3.0 Maintenance Worker I - Asphalt 2.0 2.0 3.0 2.0 2.0 Construction Worker 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 19.0 19.0 20.0 19.0 19.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 19.1 19.1 20.1 19.1 19.1
Solid Waste Management (27441) Solid Waste Operations Manager 1.0 1.0 1.0 1.0 1.0 Solid Waste Collection Superintendent 1.0 1.0 1.0 1.0 1.0 Solid Waste Systems Superintendent 1.0 1.0 1.0 1.0 1.0 Solid Waste Materials Recovery Superintendent 1.0 1.0 1.0 1.0 1.0 Recycling Coordinator 0.0 0.0 0.0 1.0 1.0 Solid Waste Supervisor 3.0 3.0 3.0 2.0 2.0 Transfer Station Supervisor 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Solid Waste 1.0 1.0 1.0 1.0 1.0 Solid Waste Business Supervisor 1.0 1.0 1.0 1.0 1.0 Business Assistant 1.0 1.0 1.0 1.0 1.0 Motor Sweeper Operator 0.0 0.0 6.0 6.0 6.0 Senior Transfer Station Assistant 1.0 1.0 1.0 1.0 1.0 Refuse Account Inspector 3.0 3.0 3.0 3.0 3.0 Solid Waste Crew Leader 0.0 0.0 1.0 2.0 2.0 Heavy Truck Driver 6.0 6.0 6.0 6.0 6.0 Solid Waste Equipment Operator 25.0 25.0 34.0 35.0 35.0 Solid Waste Billing Specialist 2.0 2.0 2.0 2.0 2.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Customer Service Assistant 0.0 0.0 0.0 2.0 2.0 Equipment Operator I 0.0 0.0 3.0 4.0 4.0 Transfer Station Assistant 2.0 2.0 2.0 2.0 2.0 Maintenance Worker 0.0 0.0 0.0 8.0 8.0 Maintenance Worker I 3.0 3.0 6.0 0.0 0.0 Maintenance Helper 1.0 1.0 0.0 0.0 0.0
339 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 55.0 55.0 76.0 83.0 83.0 Temporary Staffing 1.0 1.0 1.0 1.0 1.0 Total Division 56.0 56.0 77.0 84.0 84.0
Cemetery (37641) Cemetery Administrator 0.0 1.0 1.0 1.0 1.0 Cemetery Superintendent 1.0 0.0 0.0 0.0 0.0 Cemetery Field Supervisor 1.0 1.0 0.0 0.0 0.0 Cemetery Business Assistant 1.0 1.0 1.0 1.0 1.0 Cemetery Crew Leader 0.0 0.0 1.0 1.0 1.0 Equipment Operator II 1.0 1.0 1.0 1.0 1.0 Irrigation Technician 1.0 1.0 1.0 1.0 1.0 Equipment Operator I 1.0 1.0 1.0 1.0 1.0 Cemetery Maintenance Worker 3.0 3.0 3.0 3.0 3.0
Division Summary Permanent Employees 9.0 9.0 9.0 9.0 9.0 Temporary Staffing 0.4 0.4 1.1 1.1 1.1 Total Division 9.4 9.4 10.1 10.1 10.1
Wastewater (31661) Industrial Waste Services Coordinator 1.0 1.0 1.0 1.0 1.0 Wastewater Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Environmental Inspector 1.0 1.0 1.0 1.0 1.0 Environmental Inspector 2.0 2.0 2.0 2.0 2.0 Wastewater Treatment Plant Operator 1.0 1.0 1.0 1.0 1.0 Wastewater Crew Leader 2.0 2.0 2.0 2.0 2.0 Environmental Outreach Assistant 0.0 0.0 0.0 1.0 1.0 Environmental Inspections Assistant 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Sewer Maintenance Worker II 4.0 4.0 4.0 4.0 4.0 Sewer Maintenance Worker I 8.0 8.0 8.0 8.0 8.0
Division Summary Permanent Employees 22.0 22.0 22.0 22.0 22.0 Temporary Staffing 0.3 0.2 0.2 0.2 0.2 Total Division 22.3 22.2 22.2 22.2 22.2
Water (25671) Utilities Manager 1.0 1.0 1.0 1.0 1.0 Water/Wastewater Administrator 0.0 0.0 0.0 1.0 1.0 Water/Wastewater Superintendent 1.0 1.0 1.0 0.0 0.0 Water Production and Treatment Administrator 0.0 0.0 0.0 1.0 1.0 Water Production and Treatment Superintendent 1.0 1.0 1.0 0.0 0.0 Civil Engineer 1.0 1.0 1.0 1.0 1.0
340 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Utilities Business Supervisor 1.0 1.0 1.0 1.0 1.0 Principal Water Chemist 1.0 1.0 1.0 1.0 1.0 Environmental Remediation Coordinator 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Supervisor 1.0 1.0 1.0 1.0 1.0 Water Chemist 2.0 2.0 2.0 2.0 2.0 Water Supervisor - Construction 1.0 1.0 1.0 1.0 1.0 Water Supervisor - Meters 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Plant Operator 6.0 6.0 6.0 6.0 6.0 Utilities Billing Supervisor 1.0 1.0 1.0 1.0 1.0 Water Construction Crew Leader 1.0 1.0 1.0 1.0 1.0 Water Leader 3.0 3.0 3.0 3.0 3.0 Field Inspector II 1.0 1.0 1.0 1.0 1.0 Equipment Operator III 3.0 3.0 3.0 3.0 3.0 Administrative Staff Assistant 1.0 2.0 2.0 2.0 2.0 Utilities Billing Specialist 3.0 3.0 3.0 3.0 3.0 Pipe Fitter 2.0 2.0 2.0 2.0 2.0 Underground Utilities Locator 1.0 1.0 1.0 1.0 1.0 Field Inspector I 1.0 1.0 1.0 1.0 1.0 Water Resources Technician 4.0 4.0 5.0 5.0 5.0 Staff Assistant III 2.0 3.0 3.0 3.0 3.0 Water Maintenance Worker 5.0 5.0 5.0 5.0 5.0 Equipment Operator II 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Plant Operator Trainee 1.0 0.0 0.0 0.0 0.0 Groundskeeper 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 0.0 0.0 0.0 0.0 Water Meter Reader 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 51.0 51.0 51.0 51.0 51.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 51.0 51.0 51.0 51.0 51.0
Maintenance Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 41.0 42.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 41.0 42.0 0.0 0.0 0.0
Facilities Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 25.0 28.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 25.0 28.0 0.0 0.0 0.0
341 Departmental Staffing
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Fleet Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 24.0 24.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 24.0 24.0 0.0 0.0 0.0
Street Sweeping* Permanent Employees 32.0 32.0 0.0 0.0 0.0 Temporary Staffing 3.0 3.0 0.0 0.0 0.0 Total Division 35.0 35.0 0.0 0.0 0.0
* Prior to FY2007-08 promenade and parking structure maintenance operations are part of Community Maintenance Department and street sweeping operations are part of Solid Waste Management Division.
Recycling (part of Solid Waste Management Division prior to FY2007-08) Permanent Employees 8.0 8.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 8.0 8.0 0.0 0.0 0.0
Beach Maintenance (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 11.0 11.0 0.0 0.0 0.0 Temporary Staffing 11.0 11.0 0.0 0.0 0.0 Total Division 22.0 22.0 0.0 0.0 0.0
Environmental Programs* Permanent Employees 17.0 17.0 17.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.3 0.0 0.0 Total Division 17.0 17.0 17.3 0.0 0.0
* Part of City Manager Department as Office of Sustainability and the Environment as of FY2008-09
Department Summary Permanent Employees 353.0 359.0 237.0 226.0 226.0 Temporary Staffing 15.8 15.7 2.7 2.4 2.4 TOTAL DEPARTMENT 368.8 374.7 239.7 228.4 228.4
342 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
PUBLIC WORKS
OUTPUT:
● Number of Temporary Sidewalk Repair Patches N/A 7,780 7,780 3,200 Installed ● Square Feet of Permanent Sidewalk Repairs Performed N/A 155,670 155,670 166,000 by Contract ● Number of Tons of Food Waste Collected N/A 0 800 1,000
Santa Monica Waste Generation
300,000 Tons Disposed Tons Diverted 200,000 Tons 100,000 211,200 180,000 70,000 115,000 155,000 181,900 210,600 202,000 118,900 246,700 220,000 231,032 111,700 109,500 190,000 151,600 0 111,000 142,604 1997 1998 1999 2000 2001 2002 2003 2004 2005 24% 38% 46% 55% 65% 65% 66% 67% 62%
Calendar Year & Diversion Rate
The waste generation figures encompass the tons disposed and diverted. The data is calculated by the California Integrated Waste Management Board's (CIWMB) disposal reporting system to verify the City's compliance with the State-mandated AB939 waste reduction goal of 50% by the year 2000. During year 2005, users were restricted by the time and the amount of waste that could be taken to the Waste-to-Energy facilities in Commerce and Long Beach. These restrictions resulted in an overall decrease of 5% in the amount of tons diverted from the landfill. In spite of this setback, Santa Monica continues to move forward in its quest to achieve the City's sustainable waste diversion goal of 70% by the year 2010.
EFFECTIVENESS:
● Tons of Catch Basin Debris Prevented from Entering 26.0 28.0 28.0 28.0 Santa Monica Bay ● % of Total Water Produced Locally (Goal: 70%; prior 12.2% 12% 12% 12% to FY1996-97 the City produced 66% of its water from local wells. Loss of well production due to MTBE contamination has resulted in this decline.) ● Sustainable City Water Demand in Million Gallons/ 13.8 12.5 12.8 12.5 Day (mgd)
343 Departmental Performance Measures
2007-08 2006-07 2007-08 Estimated 2008-09 Goal Actual Target Actual Target
Citywide Water Demand and Wastewater Flow vs. 2010 Targets
16.0
14.0
12.0
10.0
8.0 Million Gallons/Day (MGD) 6.0 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Year
Water Demand 2010 Water Target Wastewater Flow 2010 Wastewater Target
The targets shown on the chart were established for water/wastewater flows in the Sustainable City Plan. While water demand is indicating a trend toward convergence with the Sustainable City Plan target, wastewater flows indicate a divergent trend. This is due primarily to increasingly successful efforts to divert urban runoff to the wastewater collection system, adding to the city’s total wastewater flow.
344 Departmental 700 NON-DEPARTMENTAL Budget Summary VARIOUS FUNDS
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget EXPENDITURE CATEGORIES Actual* Actual* Budget Budget Plan
General Fund - All Other Transactions $18,665,281 $18,587,018 $21,547,598 $21,340,220 $21,559,891 General Fund - Interfund Transactions (5,582,385) (3,682,068) 5,896,576 (4,007,136) (6,694,561) Capital Projects Fund - Interfund Transactions 0 0 (18,490,200) (11,766,378) (9,764,000) Special Revenue Source Fund - All Other Transactions 38,083 120 0 0 0 Special Revenue Source Fund - Interfund Transactions 354,903 517,155 467,000 547,655 559,612 Charnock Fund - Interfund Transactions 500,000 500,000 223,478 236,993 249,632 Beach Recreation Fund - Interfund Transactions 1,422,368 0 (6,790) 0 0 Housing Authority Fund - All Other Transactions 13,100,623 13,417,933 15,275,200 15,553,600 15,841,500 Housing Authority Fund - Interfund Transactions 1,292,124 1,133,035 136,200 155,515 208,500 TORCA Fund - All Other Transactions 10,896 7,088 5,559 6,396 6,649 TORCA Fund - Interfund Transactions 60,200 40,274 73,700 73,500 75,500 Redevelopment Funds - All Other Transactions 21,451,990 22,052,697 22,374,775 22,514,660 23,946,835 Redevelopment Funds - Interfund Transactions 5,205,006 5,814,804 7,862,908 8,111,614 8,214,546 CDBG Fund - All Other Transactions 10,850 5,600 3,433 4,356 4,376 CDBG Fund - Interfund Transactions 709,999 783,329 1,437,979 1,131,582 1,131,582 Miscellaneous Grants Fund - All Other Transactions 479 478,321 1,396,207 431,005 352,140 Miscellaneous Grants Fund - Interfund Transactions 2,276,291 2,190,701 3,392,683 2,716,199 2,720,399 Water Fund - Interfund Transactions 1,136,029 989,315 1,252,021 1,482,752 1,196,713 Solid Waste Management Fund - Interfund Transactions (590,428) (575,214) 563,094 781,130 770,780 Pier Fund - Interfund Transactions (4,695,131) (5,078,577) (827,634) (3,696,385) (2,934,455) Wastewater Fund - Interfund Transactions (2,820,844) (3,200,312) (3,922,305) (221,515) (391,876) Civic Auditorium Fund - Interfund Transactions 0 (73,721) (16,667) (254,782) (926,662) Airport Fund - Interfund Transactions 459,153 (21,400) (37,356) (31,300) (31,300) Stormwater Management Fund - All Other Transactions 159,816 155,419 155,103 170,783 169,134 Stormwater Management Fund - Interfund Transactions 1,053,628 1,213,034 1,796,675 1,905,490 2,024,321 Cemetery Fund - Interfund Transactions 0 0 (3,086) 0 0 Big Blue Bus Fund - Interfund Transactions 752,474 (203,932) (573,564) (228,400) (228,400) Gas Tax Fund - All Other Transactions 1,427 5,188 4,300 5,300 5,300 Gas Tax Fund - Interfund Transactions 1,653,725 1,647,208 1,685,400 2,267,150 1,690,000 SCAQMD AB2766 Fund - All Other Transactions 2,269 2,326 2,300 2,400 2,400 Cable Communications Fund - Interfund Transactions 482,338 0 0 0 0 Vehicle Management Fund - Interfund Transactions 0 0 (12,346) 0 0 Self Insurance Funds: Comprehensive 3,494,724 11,867,335 4,922,300 4,994,800 5,119,800 Comprehensive - Interfund Transactions 274,000 293,500 305,000 317,000 328,000 Bus 2,889,495 2,929,551 1,495,414 1,519,500 1,526,500 Bus - Interfund Transactions 230,000 247,200 257,000 275,000 283,000 Auto 465,844 996,985 745,453 692,300 706,300 Auto - Interfund Transactions 86,100 92,200 96,000 99,800 99,800 Workers' Compensation 5,236,016 5,200,903 5,889,203 6,303,700 6,644,000 Workers' Compensation - Interfund Transactions (590,100) (632,900) (665,406) (691,800) (710,800) Parking Authority Fund - Interfund Transactions (3,669,450) (1,993,631) (890,360) 796,316 2,129,669 $65,527,793 $75,706,484 $73,816,845 $73,539,020 $75,884,825
* Minor variations from the Five Year Expenditure Summary figures are due to rounding methodology
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346 2008-2009 Adopted Budget 2009-2010 Budget Plan
Personnel & Staffing Organizational Structure of the City of Santa Monica
Citizens
City Council
Records & Election City Manager City Attorney Services P. Lamont Ewell Marsha Jones Moutrie Maria M. Stewart
Deputy Assistant City Manager City Manager Mona Miyasato Gordon R. Anderson
Community Community & Police Fire Maintenance Cultural Services Tim Jackman Jim Hone Elaine Polachek Barbara Stinchfield
Finance Library Carol Swindell Greg Mullen
Human Resources Big Blue Bus Karen Bancroft Stephanie Negriff
Housing & Economic Information Systems Development Jory Wolf Andy Agle
Planning & Community Development Eileen Fogarty
Public Works Lee E. Swain
347 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
TOTAL CITY
Permanent Employees General Fund 1,197.6 1,225.3 1,266.0 30.6 1,296.6 (1.0) 1,295.6 Non-General Funds 705.4 706.4 693.4 11.5 704.9 0.0 704.9 Total Permanent Employees 1,903.0 1,931.7 1,959.4 42.1 2,001.5 (1.0) 2,000.5 Temporary Staffing General Fund 116.2 116.9 129.5 1.9 131.4 (0.3) 131.1 Non-General Funds 29.4 29.3 29.4 8.0 37.4 0.0 37.4 Total Temporary Staffing 145.6 146.2 158.9 9.9 168.8 (0.3) 168.5
TOTAL CITY PERSONNEL AND STAFFING 2,048.6 2,077.9 2,118.3 52.0 2,170.3 (1.3) 2,169.0
FTE Position Change Analysis FY2008-09 Position Allocation Changes City-wide position growth totaling 52.0 Full Time Equivalent (FTE) includes 42.1 permanent and 9.9 temporary positions for staffing associated with the opening of the newly constructed Beach House (22.0 FTE), capital improvement projects (7.0 FTE), addressing public safety (7.5 FTE), timely and responsive external and internal customer service (7.1FTE), new solid waste program for commercial collections (5.0 FTE), and improving youth services and promoting cultural art programs (3.4 FTE).
FY2009-10 Position Allocation Changes In the FY2009-10 Budget Plan the total number of position changes is -1.3 FTE. Position changes include the expiration of a limited-term planner (-1.0 FTE) and the elimination of temporary personnel for the election year (-0.3 FTE).
GENERAL FUND (01)
City Council Permanent Employees 1.6 1.6 1.6 0.0 1.6 0.0 1.6 Temporary Staffing 0.2 0.2 0.2 0.0 0.2 0.0 0.2 City Manager Permanent Employees 48.5 50.0 15.0 18.0 33.0 0.0 33.0 Temporary Staffing 4.9 5.2 4.6 0.6 5.2 (0.3) 4.9 Records & Election Services Permanent Employees 12.0 13.0 13.0 0.0 13.0 0.0 13.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 City Attorney Permanent Employees 41.0 41.0 42.5 0.0 42.5 0.0 42.5 Temporary Staffing 0.1 0.1 0.1 0.0 0.1 0.0 0.1 Finance Permanent Employees 50.0 52.0 54.0 1.0 55.0 0.0 55.0 Temporary Staffing 1.5 1.0 1.5 0.5 2.0 0.0 2.0 Human Resources Permanent Employees 17.0 19.0 20.0 0.0 20.0 0.0 20.0 Temporary Staffing 0.9 0.9 0.9 0.0 0.9 0.0 0.9
348 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
Information Systems Permanent Employees 0.0 0.0 37.0 1.0 38.0 0.0 38.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Community Maintenance Permanent Employees 0.0 1.0 188.5 (4.0) 184.5 0.0 184.5 Temporary Staffing 0.0 0.0 13.5 0.0 13.5 0.0 13.5 Planning & Community Development Permanent Employees 113.0 113.0 100.0 5.0 105.0 (1.0) 104.0 Temporary Staffing 0.1 0.1 0.1 0.0 0.1 0.0 0.1 Police Permanent Employees 399.1 400.1 403.5 4.5 408.0 0.0 408.0 Temporary Staffing 30.9 30.9 31.4 0.0 31.4 0.0 31.4 Fire Permanent Employees 117.0 118.0 114.0 3.0 117.0 0.0 117.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Community & Cultural Services Permanent Employees 176.9 187.1 106.4 3.1 109.5 0.0 109.5 Temporary Staffing 39.6 39.8 38.5 0.3 38.8 0.0 38.8 Library Permanent Employees 68.5 69.5 69.5 0.0 69.5 0.0 69.5 Temporary Staffing 36.6 37.3 37.3 0.5 37.8 0.0 37.8 Housing & Economic Development Permanent Employees 29.0 30.0 39.0 0.0 39.0 0.0 39.0 Temporary Staffing 1.3 1.3 1.3 0.0 1.3 0.0 1.3 Public Works Permanent Employees 124.0 130.0 62.0 (1.0) 61.0 0.0 61.0 Temporary Staffing 0.1 0.1 0.1 0.0 0.1 0.0 0.1
Fund Summary Permanent Employees 1,197.6 1,225.3 1,266.0 30.6 1,296.6 (1.0) 1,295.6 Temporary Staffing 116.2 116.9 129.5 1.9 131.4 (0.3) 131.1 TOTAL GENERAL FUND 1,313.8 1,342.2 1,395.5 32.5 1,428.0 (1.3) 1,426.7
BEACH RECREATION FUND (11)
Community Maintenance Permanent Employees 0.0 0.0 11.0 0.0 11.0 0.0 11.0 Temporary Staffing 0.0 0.0 11.5 0.0 11.5 0.0 11.5 Community & Cultural Services Permanent Employees 0.0 1.0 1.0 0.0 1.0 0.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Public Works Permanent Employees 11.0 11.0 0.0 0.0 0.0 0.0 0.0 Temporary Staffing 11.0 11.0 0.0 0.0 0.0 0.0 0.0
349 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
Fund Summary Permanent Employees 11.0 12.0 12.0 0.0 12.0 0.0 12.0 Temporary Staffing 11.0 11.0 11.5 0.0 11.5 0.0 11.5 TOTAL BEACH RECREATION FUND 22.0 23.0 23.5 0.0 23.5 0.0 23.5
DISASTER RECOVERY FUND (13)
Finance Permanent Employees 1.0 1.0 1.0 (1.0) 0.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.2 (0.2) 0.0 0.0 0.0
Fund Summary Permanent Employees 1.0 1.0 1.0 (1.0) 0.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.2 (0.2) 0.0 0.0 0.0 TOTAL DISASTER RECOVERY FUND 1.2 1.2 1.2 (1.2) 0.0 0.0 0.0
REDEVELOPMENT CAPITAL PROJECTS (17)
Planning & Community Development Permanent Employees 0.0 0.0 0.0 4.0 4.0 0.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Community & Cultural Services Permanent Employees 0.0 0.0 0.0 1.0 1.0 0.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Public Works Permanent Employees 0.0 0.0 0.0 3.0 3.0 0.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 0.0 0.0 0.0 8.0 8.0 0.0 8.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL EARTHQUAKE RDA FUND 0.0 0.0 0.0 8.0 8.0 0.0 8.0
BEACH HOUSE FUND (24)
Community Maintenance Permanent Employees 0.0 0.0 0.0 7.5 7.5 0.0 7.5 Temporary Staffing 0.0 0.0 0.0 4.0 4.0 0.0 4.0
Community & Cultural Services Permanent Employees 0.0 0.0 0.0 4.0 4.0 0.0 4.0 Temporary Staffing 0.0 0.0 0.0 6.5 6.5 0.0 6.5
Fund Summary Permanent Employees 0.0 0.0 0.0 11.5 11.5 0.0 11.5 Temporary Staffing 0.0 0.0 0.0 10.5 10.5 0.0 10.5 TOTAL BEACH HOUSE FUND 0.0 0.0 0.0 22.0 22.0 0.0 22.0
350 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
WATER FUND (25)
Public Works Permanent Employees 51.0 51.0 51.0 0.0 51.0 0.0 51.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 51.0 51.0 51.0 0.0 51.0 0.0 51.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL WATER FUND 51.0 51.0 51.0 0.0 51.0 0.0 51.0
SOLID WASTE MANAGEMENT FUND (27)
Public Works Permanent Employees 95.0 95.0 76.0 7.0 83.0 0.0 83.0 Temporary Staffing 4.0 4.0 1.0 0.0 1.0 0.0 1.0
Fund Summary Permanent Employees 95.0 95.0 76.0 7.0 83.0 0.0 83.0 Temporary Staffing 4.0 4.0 1.0 0.0 1.0 0.0 1.0 TOTAL SOLID WASTE FUND 99.0 99.0 77.0 7.0 84.0 0.0 84.0
PIER FUND (30)
Community Maintenance Permanent Employees 0.0 0.0 6.0 0.0 6.0 0.0 6.0 Temporary Staffing 0.0 0.0 0.5 0.0 0.5 0.0 0.5 Police Permanent Employees 6.0 6.0 6.0 0.0 6.0 0.0 6.0 Temporary Staffing 3.7 3.7 3.7 0.0 3.7 0.0 3.7 Housing & Economic Development Permanent Employees 16.0 15.0 0.0 0.0 0.0 0.0 0.0 Temporary Staffing 0.9 0.9 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 22.0 21.0 12.0 0.0 12.0 0.0 12.0 Temporary Staffing 4.6 4.6 4.2 0.0 4.2 0.0 4.2 TOTAL PIER FUND 26.6 25.6 16.2 0.0 16.2 0.0 16.2
WASTEWATER FUND (31)
Public Works Permanent Employees 39.0 39.0 39.0 (17.0) 22.0 0.0 22.0 Temporary Staffing 0.3 0.2 0.5 (0.3) 0.2 0.0 0.2
Fund Summary Permanent Employees 39.0 39.0 39.0 (17.0) 22.0 0.0 22.0 Temporary Staffing 0.3 0.2 0.5 (0.3) 0.2 0.0 0.2 TOTAL WASTEWATER FUND 39.3 39.2 39.5 (17.3) 22.2 0.0 22.2
351 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
CIVIC AUDITORIUM FUND (32)
Community & Cultural Services Permanent Employees 26.0 26.0 26.0 0.0 26.0 0.0 26.0 Temporary Staffing 8.4 8.4 8.4 0.0 8.4 0.0 8.4
Fund Summary Permanent Employees 26.0 26.0 26.0 0.0 26.0 0.0 26.0 Temporary Staffing 8.4 8.4 8.4 0.0 8.4 0.0 8.4 TOTAL CIVIC AUDITORIUM FUND 34.4 34.4 34.4 0.0 34.4 0.0 34.4
AIRPORT FUND (33)
City Manager Permanent Employees 0.0 0.0 8.0 0.0 8.0 0.0 8.0 Temporary Staffing 0.0 0.0 0.2 0.0 0.2 0.0 0.2 Community Maintenance Permanent Employees 0.0 0.0 4.0 0.0 4.0 0.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Housing & Economic Development Permanent Employees 11.0 12.0 0.0 0.0 0.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 11.0 12.0 12.0 0.0 12.0 0.0 12.0 Temporary Staffing 0.2 0.2 0.2 0.0 0.2 0.0 0.2 TOTAL AIRPORT FUND 11.2 12.2 12.2 0.0 12.2 0.0 12.2
CEMETERY FUND (37)
Public Works Permanent Employees 9.0 9.0 9.0 0.0 9.0 0.0 9.0 Temporary Staffing 0.4 0.4 1.1 0.0 1.1 0.0 1.1
Fund Summary Permanent Employees 9.0 9.0 9.0 0.0 9.0 0.0 9.0 Temporary Staffing 0.4 0.4 1.1 0.0 1.1 0.0 1.1 TOTAL CEMETERY FUND 9.4 9.4 10.1 0.0 10.1 0.0 10.1
BIG BLUE BUS FUND (41)
Big Blue Bus Permanent Employees 404.4 404.4 417.4 0.0 417.4 0.0 417.4 Temporary Staffing 0.3 0.3 0.3 0.0 0.3 0.0 0.3
Fund Summary Permanent Employees 404.4 404.4 417.4 0.0 417.4 0.0 417.4 Temporary Staffing 0.3 0.3 0.3 0.0 0.3 0.0 0.3 TOTAL BIG BLUE BUS FUND 404.7 404.7 417.7 0.0 417.7 0.0 417.7
352 Summary of Personnel by Fund
2005-06 2006-07 2007-08 2008-09 2009-10 2009-10 Revised Revised Revised Increase/ 2008-09 Increase/ Budget FUND (Fund #) / Department / Employment Type Budget Budget Budget (Decrease) Budget (Decrease) Plan
GAS TAX FUND (43)
Public Works Permanent Employees 0.0 0.0 0.0 1.0 1.0 0.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 0.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL GAS TAX FUND 0.0 0.0 0.0 1.0 1.0 0.0 1.0
VEHICLE MANAGEMENT FUND (54)
Community Maintenance Permanent Employees 0.0 0.0 26.0 2.0 28.0 0.0 28.0 Temporary Staffing 0.0 0.0 2.0 (2.0) 0.0 0.0 0.0 Public Works Permanent Employees 24.0 24.0 0.0 0.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 24.0 24.0 26.0 2.0 28.0 0.0 28.0 Temporary Staffing 0.0 0.0 2.0 (2.0) 0.0 0.0 0.0 TOTAL VEHICLE MANAGEMENT FUND 24.0 24.0 28.0 0.0 28.0 0.0 28.0
WORKERS' COMPENSATION FUND (59)
City Manager Permanent Employees 12.0 12.0 0.0 0.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Finance Permanent Employees 0.0 0.0 12.0 0.0 12.0 0.0 12.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Fund Summary Permanent Employees 12.0 12.0 12.0 0.0 12.0 0.0 12.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 0.0 0.0 TOTAL WORKERS' COMP FUND 12.0 12.0 12.0 0.0 12.0 0.0 12.0
NON-GENERAL FUNDS SUMMARY Permanent Employees 705.4 706.4 693.4 11.5 704.9 0.0 704.9 Temporary Staffing 29.4 29.3 29.4 8.0 37.4 0.0 37.4 TOTAL NON-GENERAL FUNDS 734.8 735.7 722.8 19.5 742.3 0.0 742.3
353 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
TOTAL CITY Permanent Employees 1,903.0 1,931.7 1,959.4 2,001.5 2,000.5 Temporary Staffing 145.6 146.2 158.9 168.8 168.5 TOTAL CITY PERSONNEL AND STAFFING 2,048.6 2,077.9 2,118.3 2,170.3 2,169.0
CITY COUNCIL (01201)
Council Office Administrator 1.0 1.0 1.0 1.0 1.0 Senior Information Assistant 0.6 0.6 0.6 0.6 0.6
Department Summary Permanent Employees 1.6 1.6 1.6 1.6 1.6 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 TOTAL DEPARTMENT 1.8 1.8 1.8 1.8 1.8
CITY MANAGER
Administration (01202) City Manager 1.0 1.0 1.0 1.0 1.0 Assistant City Manager 1.0 1.0 1.0 1.0 1.0 Deputy City Manager 0.0 1.0 1.0 1.0 1.0 Assistant to the City Manager 2.0 1.0 1.0 1.0 1.0 Office Manager to the City Manager 1.0 1.0 1.0 1.0 1.0 Information Assistant 0.5 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 5.5 6.0 6.0 6.0 6.0 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 Total Division 5.7 6.2 6.2 6.2 6.2
Community and Government Relations (01207) Assistant to the City Manager 1.0 1.0 1.0 1.0 1.0 Cable TV Manager 1.0 1.0 1.0 1.0 1.0 Publications Manager 1.0 1.0 0.0 0.0 0.0 Publications Coordinator 0.0 0.0 1.0 1.0 1.0 Video Production Coordinator 3.0 3.0 3.0 3.0 3.0 Cable TV Programming Specialist 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 9.0 9.0 9.0 Temporary Staffing 4.4 4.7 * 4.4 4.7 * 4.4 Total Division 13.4 13.7 13.4 13.7 13.4
* 0.3 FTE position is associated with election programming and is a biennial position
354 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Airport (33203) (part of Housing & Economic Development Department prior to FY2007-08) Airport Manager 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Special Project 0.0 0.0 1.0 1.0 1.0 Airport Operations/Noise Abatement Supervisor 0.0 0.0 1.0 1.0 1.0 Airport Noise/Operations Specialist 0.0 0.0 2.0 2.0 2.0 Business Assistant 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.2 0.2 0.2 Total Division 0.0 0.0 8.2 8.2 8.2
Office of Sustainability & the Environment* (01226) Environmental Programs Manager 0.0 0.0 0.0 1.0 1.0 Energy and Green Buildings Program Administrator 0.0 0.0 0.0 1.0 1.0 Energy Efficiency Engineer 0.0 0.0 0.0 1.0 1.0 Senior Administrative Analyst - Urban Runoff 0.0 0.0 0.0 1.0 1.0 Senior Environmental Analyst - Sustainable City 0.0 0.0 0.0 1.0 1.0 Senior Environmental Analyst - Hazardous Materials 0.0 0.0 0.0 1.0 1.0 Green Buildings Program Advisor 0.0 0.0 0.0 1.0 1.0 Environmental Programs Analyst - Hazardous Materials 0.0 0.0 0.0 1.0 1.0 Environmental Programs Analyst - Sustainable City 0.0 0.0 0.0 1.0 1.0 Environmental Compliance Specialist 0.0 0.0 0.0 1.0 1.0 Water Resources Specialist 0.0 0.0 0.0 2.0 2.0 Environmental Outreach Coordinator 0.0 0.0 0.0 1.0 1.0 Environmental Outreach Specialist 0.0 0.0 0.0 0.0 0.0 Hazardous Materials Specialist 0.0 0.0 0.0 1.0 1.0 Lead Hazardous Materials Technician 0.0 0.0 0.0 0.0 0.0 Hazardous Materials Technician 0.0 0.0 0.0 1.0 1.0 Environmental Programs Technician 0.0 0.0 0.0 1.0 1.0 Administrative Staff Assistant - Environmental Programs 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 18.0 18.0 Temporary Staffing 0.0 0.0 0.0 0.3 0.3 Total Division 0.0 0.0 0.0 18.3 18.3
* Part of Environmental & Public Works Management Department prior to FY2008-09
Information Systems (new department beginning in FY2007-08) Permanent Employees 34.0 35.0 0.0 0.0 0.0 Temporary Staffing 0.3 0.3 0.0 0.0 0.0 Total Division 34.3 35.3 0.0 0.0 0.0
355 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Risk Management (part of Finance Department beginning in FY2007-08) Permanent Employees 12.0 12.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 12.0 12.0 0.0 0.0 0.0
Department Summary Permanent Employees 60.5 62.0 23.0 41.0 41.0 Temporary Staffing 4.9 5.2 4.8 5.4 5.1 TOTAL DEPARTMENT 65.4 67.2 27.8 46.4 46.1
RECORDS & ELECTION SERVICES (City Clerk's Office)
Administration (01211) Director of Records & Election Services (City Clerk) 1.0 1.0 1.0 1.0 1.0 Assistant Director of Records & Elections (Asst. City Clerk) 0.0 1.0 1.0 1.0 1.0 Records & Election Services Manager 1.0 0.0 0.0 0.0 0.0 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 1.0 1.0 1.0 1.0 Records Management Coordinator 1.0 1.0 1.0 1.0 1.0 Records Management Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 2.0 2.0 2.0 2.0 2.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Division Summary Permanent Employees 7.0 8.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 7.0 8.0 8.0 8.0 8.0
Support Services (01214) Support Services Supervisor 1.0 0.0 1.0 1.0 1.0 Reprographic Specialist II 1.0 2.0 2.0 2.0 2.0 Mail Courier 2.0 2.0 2.0 2.0 2.0 Support Services Assistant 1.0 1.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Department Summary Permanent Employees 12.0 13.0 13.0 13.0 13.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 12.0 13.0 13.0 13.0 13.0
356 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
CITY ATTORNEY (01231)
City Attorney 1.0 1.0 1.0 1.0 1.0 Assistant City Attorney 1.0 1.0 1.0 1.0 1.0 Deputy City Attorney 21.5 21.5 22.5 22.5 22.5 Office Administrator 1.0 1.0 1.0 1.0 1.0 Investigator-Criminal Division 0.0 0.0 1.0 1.0 1.0 Investigator-Consumer Unit 0.0 0.0 0.0 1.0 1.0 Legal Administrative Staff Assistant 2.0 2.0 1.0 1.0 1.0 Consumer Affairs Specialist 1.0 1.0 1.0 1.0 1.0 Community Liaison 1.0 1.0 1.0 1.0 1.0 Paralegal 0.0 0.0 0.5 0.5 0.5 Legal Assistant 2.0 2.0 1.0 4.0 4.0 Legal Secretary 9.0 9.0 9.0 5.0 5.0 Receptionist 1.0 1.0 1.0 1.0 1.0 Staff Assistant I 0.5 0.5 1.5 0.0 0.0 Staff Assistant-CAO 0.0 0.0 0.0 1.5 1.5
Department Summary Permanent Employees 41.0 41.0 42.5 42.5 42.5 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 TOTAL DEPARTMENT 41.1 41.1 42.6 42.6 42.6
FINANCE
Administration and Budget (01221) Director of Finance/City Treasurer 0.0 1.0 1.0 1.0 1.0 Chief Financial Officer 1.0 0.0 0.0 0.0 0.0 Assistant Director of Finance 0.0 0.0 1.0 1.0 1.0 Internal Auditor 0.0 0.0 1.0 1.0 1.0 Budget Manager 1.0 1.0 0.0 0.0 0.0 Principal Budget Analyst 1.0 1.0 1.0 1.0 1.0 Principal Budget Analyst - Investments 1.0 1.0 2.0 2.0 2.0 Senior Budget Analyst 3.0 3.0 2.0 2.0 2.0 Executive Administrative Assistant - Finance 1.0 1.0 1.0 1.0 1.0 Technical Staff Assistant l 1.0 1.0 1.0 1.0 1.0 Purchasing Agent 0.0 0.0 0.0 1.0 1.0 Senior Buyer 0.0 0.0 0.0 2.0 2.0 Buyer 0.0 0.0 0.0 1.0 1.0 Staff Assistant lll 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 10.0 15.0 15.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 9.0 9.0 10.0 15.0 15.0
357 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Financial Operations (01222) Financial Operations Manager 1.0 1.0 1.0 1.0 1.0 Financial Systems Development Coordinator 1.0 1.0 1.0 1.0 1.0 Disbursements Supervisor 1.0 1.0 1.0 1.0 1.0 Contracts Coordinator 0.0 1.0 1.0 1.0 1.0 Contracts Technician 1.0 0.0 0.0 0.0 0.0 Fiscal Staff Assistant ll 3.0 3.0 3.0 3.0 3.0 Payroll Supervisor 1.0 1.0 1.0 1.0 1.0 Payroll Technician 2.0 2.0 2.0 2.0 2.0 Financial Reporting Supervisor 1.0 1.0 2.0 2.0 2.0 Transit Finance Manager 1.0 1.0 0.0 0.0 0.0 Senior Accountant 2.0 2.0 2.0 2.0 2.0 Accountant 2.0 2.0 2.0 3.0 3.0 Accountant-Transit 1.0 1.0 1.0 0.0 0.0 Junior Accountant 2.0 2.0 2.0 2.0 2.0 Purchasing Agent 1.0 1.0 1.0 0.0 0.0 Senior Buyer 1.0 1.0 1.0 0.0 0.0 Buyer 2.0 2.0 2.0 0.0 0.0 Fiscal Staff Assistant Ill 1.0 1.0 1.0 1.0 1.0 Staff Assistant lll 0.0 1.0 1.0 0.0 0.0
Division Summary Permanent Employees 24.0 25.0 25.0 20.0 20.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 24.0 25.0 25.0 20.0 20.0
Revenue (01224) Revenue Manager 1.0 1.0 1.0 1.0 1.0 Revenue Operations Supervisor 1.0 1.0 1.0 1.0 1.0 License Inspector 1.0 0.0 0.0 0.0 0.0 Business License Inspector 0.0 0.0 0.0 1.0 1.0 Revenue Operations Analyst 0.0 1.0 1.0 1.0 1.0 Senior Revenue Operations Assistant 1.0 1.0 1.0 1.0 1.0 Accountant - Collections 1.0 1.0 1.0 1.0 1.0 Revenue Operations Assistant ll 5.5 5.5 6.5 6.5 6.5 Revenue Operations Assistant l 1.0 1.0 1.0 1.0 1.0 Revenue Collections Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Revenue Collections Assistant 1.0 1.0 1.0 1.0 1.0 Revenue Collections Assistant 3.5 4.5 4.5 4.5 4.5
Division Summary Permanent Employees 17.0 18.0 19.0 20.0 20.0 Temporary Staffing 1.5 1.0 1.5 2.0 2.0 Total Division 18.5 19.0 20.5 22.0 22.0
358 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Financial Operations (13222) Senior Accountant 1.0 1.0 1.0 0.0 0.0
Division Summary Permanent Employees 1.0 1.0 1.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.2 0.0 0.0 Total Division 1.2 1.2 1.2 0.0 0.0
Risk Management (59229) (part of City Manager Department prior to FY2007-08) Risk Manager 0.0 0.0 1.0 1.0 1.0 Risk Control Officer 0.0 0.0 1.0 1.0 1.0 Liability Claims Administrator 0.0 0.0 1.0 1.0 1.0 Liability Claims Adjuster 0.0 0.0 1.0 1.0 1.0 Liability Claims Technician 0.0 0.0 1.0 1.0 1.0 Workers' Compensation Administrator 0.0 0.0 1.0 1.0 1.0 Senior Workers' Compensation Claims Examiner 0.0 0.0 2.0 1.0 1.0 Workers' Compensation Claims Examiner 0.0 0.0 0.0 1.0 1.0 Workers' Compensation Claims Technician 0.0 0.0 1.0 1.0 1.0 Workers' Compensation Claims Specialist 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 12.0 12.0 12.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 12.0 12.0 12.0
Department Summary Permanent Employees 51.0 53.0 67.0 67.0 67.0 Temporary Staffing 1.7 1.2 1.7 2.0 2.0 TOTAL DEPARTMENT 52.7 54.2 68.7 69.0 69.0
HUMAN RESOURCES (Restructured in FY2007-08 to include the following three divisions)
Administrative Services/Employee Relations (01250) Director of Human Resources 1.0 1.0 1.0 1.0 1.0 Labor & Employee Relations Manager 0.0 0.0 1.0 1.0 1.0 Senior Human Resources Analyst - Labor & Employee 2.0 2.0 1.0 1.0 1.0 Relations Human Resources Systems/Employer-Employee Relations 0.0 1.0 1.0 1.0 1.0 Analyst Human Resources Systems Coordinator 1.0 0.0 0.0 0.0 0.0 Administrative Analyst - HR 0.0 0.0 1.0 1.0 1.0 Executive Administrative Assistant - HR 1.0 1.0 0.0 0.0 0.0 Administrative Staff Assistant - HR 0.0 1.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Human Resources Specialist 1.0 0.0 0.0 0.0 0.0
359 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Human Resources Staff Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 7.0 7.0 8.0 8.0 8.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 Total Division 7.9 7.9 8.9 8.9 8.9
Employment Services (01251) Employment Services Manager 0.0 0.0 1.0 1.0 1.0 Senior Human Resources Analyst 1.0 2.0 1.0 1.0 1.0 Human Resources Analyst 3.0 4.0 4.0 4.0 4.0 Human Resources Technician 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 6.0 8.0 8.0 8.0 8.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 8.0 8.0 8.0 8.0
Organizational Development and Employee Benefits (01252) Assistant Director of Human Resources 1.0 1.0 1.0 0.0 0.0 Organizational Development/Employee Benefits Manager 0.0 0.0 0.0 1.0 1.0 Employee Benefits Technician 2.0 2.0 2.0 2.0 2.0 Human Resources Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 4.0 4.0 4.0 4.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 4.0 4.0 4.0 4.0 4.0
Department Summary Permanent Employees 17.0 19.0 20.0 20.0 20.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 TOTAL DEPARTMENT 17.9 19.9 20.9 20.9 20.9
INFORMATION SYSTEMS (new in FY2007-08)
Administration (01243) Chief Information Officer 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Information Systems 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 2.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 2.0 3.0 3.0
360 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Systems and Networks (01244) Systems and Network Officer 0.0 0.0 1.0 0.0 0.0 Systems and Network Manager 0.0 0.0 0.0 1.0 1.0 Communications Engineer 0.0 0.0 2.0 2.0 2.0 Systems Administrator 0.0 0.0 3.0 3.0 3.0 Network Engineer 0.0 0.0 2.0 2.0 2.0 Technical Services Specialist 0.0 0.0 4.0 0.0 0.0 Computer Services Specialist 0.0 0.0 0.0 4.0 4.0 Systems Analyst-Library Systems 0.0 0.0 1.0 1.0 1.0 Telecommunications Technician 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 14.0 14.0 14.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 14.0 14.0 14.0
Software Systems (01245) Software Systems Officer 0.0 0.0 1.0 0.0 0.0 Software Systems Manager 0.0 0.0 0.0 1.0 1.0 Systems Analyst 0.0 0.0 1.0 1.0 1.0 Lead Systems Analyst - Public Safety 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Permitting Systems 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Transit Systems 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Utilities 0.0 0.0 1.0 1.0 1.0 Systems Analyst - Public Safety 0.0 0.0 1.0 1.0 1.0 GIS Program Coordinator 0.0 0.0 1.0 1.0 1.0 Internet Systems Coordinator 0.0 0.0 1.0 1.0 1.0 GIS Analyst 0.0 0.0 1.0 1.0 1.0 GIS Technician 0.0 0.0 1.0 1.0 1.0 Internet Applications Analyst 0.0 0.0 1.0 1.0 1.0 Database Administrator 0.0 0.0 2.0 2.0 2.0 Software Systems Analyst - HR/Pay 0.0 0.0 1.0 1.0 1.0 Software Systems Analyst - Transit 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 16.0 16.0 16.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 16.0 16.0 16.0
Support Services (01246) Support Services Coordinator 0.0 0.0 1.0 1.0 1.0 Helpdesk Coordinator 0.0 0.0 1.0 1.0 1.0 Senior Computer Support Specialist 0.0 0.0 1.0 1.0 1.0 Technical Staff Assistant 0.0 0.0 1.0 0.0 0.0 Support Services Technician 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
361 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 0.0 0.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 5.0 5.0 5.0
Department Summary Permanent Employees 0.0 0.0 37.0 38.0 38.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 0.0 0.0 37.0 38.0 38.0
COMMUNITY MAINTENANCE (new in FY2007-08)
Administration (01562) Director - Community Maintenance 0.0 0.0 0.0 1.0 1.0 Executive Administrative Assistant 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 0.0 2.0 2.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 2.0 2.0
Maintenance Managemnet (01551) (part of Environmental & Public Works Management prior to FY2007-08) Maintenance Manager 0.0 0.0 1.0 1.0 1.0 Building Services Engineer 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Warehouse Operations Supervisor 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Storekeeper I 0.0 0.0 2.0 2.0 2.0 Trades Intern 0.0 0.0 9.0 9.0 9.0
Division Summary Permanent Employees 1 0.0 0.0 16.0 16.0 16.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 16.0 16.0 16.0
Facilities Management (01552) (part of Environmental & Public Works Management prior to FY2007-08) Facilities Maintenance Superintendent 0.0 0.0 1.0 1.0 1.0 Civil Engineer 0.0 0.0 0.0 1.0 1.0 Civil Engineering Associate 0.0 0.0 1.0 0.0 0.0 Construction Specialist 0.0 0.0 1.0 0.0 0.0 Construction Project Supervisor 0.0 0.0 0.0 1.0 1.0 Electrical Crew Leader 0.0 0.0 1.0 1.0 1.0 Plumber Crew Leader 0.0 0.0 1.0 1.0 1.0 HVAC Technician 0.0 0.0 2.0 2.0 2.0 Carpenter Crew Leader 0.0 0.0 1.0 1.0 1.0 Electrician II 0.0 0.0 6.0 6.0 6.0
362 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Painter Crew Leader 0.0 0.0 1.0 1.0 1.0 Administrative Analyst - Maintenance Management 0.0 0.0 1.0 1.0 1.0 Plumber 0.0 0.0 3.0 3.0 3.0 Carpenter 0.0 0.0 3.0 4.0 4.0 Painter 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Graffiti Removal Technician 0.0 0.0 3.0 3.0 3.0 Construction Worker 0.0 0.0 1.0 0.0 0.0
Division Summary Permanent Employees 1 0.0 0.0 29.0 29.0 29.0 Temporary Staffing 2 0.0 0.0 1.0 1.0 1.0 Total Division 0.0 0.0 30.0 30.0 30.0
Traffic Operations* (01556) Traffic Operations Supervisor 0.0 0.0 1.0 0.0 0.0 Lead Traffic Signal Technician 0.0 0.0 1.0 0.0 0.0 Traffic Signal Technician 0.0 0.0 2.0 0.0 0.0 Lead Parking Meter Technician 0.0 0.0 1.0 1.0 1.0 Lead Traffic Painter 0.0 0.0 1.0 1.0 1.0 Parking Meter Technician 0.0 0.0 2.0 2.0 2.0 Traffic Painter 0.0 0.0 7.0 7.0 7.0
Division Summary Permanent Employees 1 0.0 0.0 15.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 15.0 11.0 11.0
* Part of Planning & Community Development prior to FY2007-08; restructured in FY2008-09
Fleet Management (54554) (part of Environmental & Public Works Management prior to FY2007-08) Fleet Maintenance Superintendent 0.0 0.0 1.0 1.0 1.0 Fleet Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Senior Mechanic 0.0 0.0 2.0 2.0 2.0 Mechanic I/II 0.0 0.0 16.0 18.0 18.0 Welder - Fabricator 0.0 0.0 1.0 1.0 1.0 Storekeeper II 0.0 0.0 1.0 1.0 1.0 Storekeeper I 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 26.0 28.0 28.0 Temporary Staffing 2 0.0 0.0 2.0 0.0 0.0 Total Division 0.0 0.0 28.0 28.0 28.0
363 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Park Operations (01572) (part of Community and Cultural Services prior to FY2007-08) Director - Community Maintenance 0.0 1.0 1.0 0.0 0.0 Public Landscape Manager 0.0 0.0 1.0 1.0 1.0 Parks Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Open Space Management 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Parks Operations Supervisor 0.0 0.0 4.0 4.0 4.0 Parks Operations Crew Leader 0.0 0.0 4.0 4.0 4.0 Irrigation Crew Leader 0.0 0.0 1.0 1.0 1.0 Parks Equipment Technician 0.0 0.0 1.0 1.0 1.0 Irrigation Technician 0.0 0.0 2.0 2.0 2.0 Executive Administrative Assistant 0.0 0.0 1.0 0.0 0.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 6.0 6.0 6.0 Groundskeeper 0.0 0.0 21.0 21.0 21.0
Division Summary Permanent Employees 1 0.0 1.0 47.0 45.0 45.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 1.0 47.0 45.0 45.0
Public Landscape and Community Forest (01576) (part of Community and Cultural Services prior to FY2007-08) Community Forest and Public Landscape Superintendent 0.0 0.0 1.0 1.0 1.0 Community Forest Supervisor 0.0 0.0 1.0 1.0 1.0 Public Landscape Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Tree Trimmer 0.0 0.0 1.0 1.0 1.0 Tree Trimmer 0.0 0.0 5.0 5.0 5.0 Irrigation Technician 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 1 0.0 0.0 11.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 11.0 11.0 11.0
Promenade Maintenance (01580) (part of Environmental & Public Works Management prior to FY2007-08) Promenade Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Maintenance Crew Leader 0.0 0.0 1.0 2.0 2.0 Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Equipment Operator I 0.0 0.0 6.0 5.0 5.0 Maintenance Worker I 0.0 0.0 3.0 0.0 0.0 Maintenance Worker 0.0 0.0 0.0 4.0 4.0 Storekeeper I 0.0 0.0 0.0 1.0 1.0 Custodian I 0.0 0.0 4.0 2.0 2.0 Grounds Maintenance Worker 0.0 0.0 3.0 3.0 3.0
364 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 1 0.0 0.0 19.0 19.0 19.0 Temporary Staffing 2 0.0 0.0 9.0 9.0 9.0 Total Division 0.0 0.0 28.0 28.0 28.0
Beach Maintenance (11578) (part of Environmental & Public Works Management prior to FY2007-08) Beach Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Equipment Operator II 0.0 0.0 4.0 4.0 4.0 Equipment Operator I 0.0 0.0 1.0 1.0 1.0 Custodian II 0.0 0.0 1.0 1.0 1.0 Maintenance Worker I 0.0 0.0 1.0 0.0 0.0 Maintenance Worker 0.0 0.0 3.0 4.0 4.0
Division Summary Permanent Employees 1 0.0 0.0 11.0 11.0 11.0 Temporary Staffing 2 0.0 0.0 11.5 11.5 11.5 Total Division 0.0 0.0 22.5 22.5 22.5
Beach House Maintenance (24579) (new in FY2008-09) Maintenance Crew Leader 0.0 0.0 0.0 1.5 1.5 Custodian II 0.0 0.0 0.0 2.0 2.0 Custodian I 0.0 0.0 0.0 4.0 4.0
Division Summary Permanent Employees 1 0.0 0.0 0.0 7.5 7.5 Temporary Staffing 2 0.0 0.0 0.0 4.0 4.0 Total Division 0.0 0.0 0.0 11.5 11.5
Pier Maintenance (30582) (part of Housing and Economic Development prior to FY2007-08) Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Carpenter 0.0 0.0 1.0 1.0 1.0 Pier Maintenance Worker 0.0 0.0 2.0 2.0 2.0 Custodian I 0.0 0.0 2.0 2.0 2.0
Division Summary Permanent Employees 1 0.0 0.0 6.0 6.0 6.0 Temporary Staffing 2 0.0 0.0 0.5 0.5 0.5 Total Division 0.0 0.0 6.5 6.5 6.5
Airport Maintenance (33584) (part of Housing and Economic Development prior to FY2007-08) Airport Maintenance Crew Leader 0.0 0.0 1.0 1.0 1.0 Airport Maintenance Worker 0.0 0.0 3.0 3.0 3.0
Division Summary Permanent Employees 1 0.0 0.0 4.0 4.0 4.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 4.0 4.0 4.0
365 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Community Facilities Operations (01574) Facilities Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Principal Custodial Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Custodial Supervisor 0.0 0.0 3.0 3.0 3.0 Aquatics Maintenance Worker 0.0 0.0 1.5 1.5 1.5 Custodian II 0.0 0.0 4.0 4.0 4.0 Custodian I 0.0 0.0 15.0 15.0 15.0
Division Summary Permanent Employees 1 0.0 0.0 26.5 26.5 26.5 Temporary Staffing 2 0.0 0.0 3.5 3.5 3.5 Total Division 0.0 0.0 30.0 30.0 30.0
Internal Facilities Operations (01586) Custodial Services Manager 0.0 0.0 1.0 1.0 1.0 Facilities Maintenance Supervisor 0.0 0.0 1.0 1.0 1.0 Custodial Supervisor 0.0 0.0 2.0 2.0 2.0 Custodian II 0.0 0.0 4.0 4.0 4.0 Custodian I 0.0 0.0 17.0 17.0 17.0
Division Summary Permanent Employees 1 0.0 0.0 25.0 25.0 25.0 Temporary Staffing 2 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 25.0 25.0 25.0
Department Summary Permanent Employees 0.0 1.0 235.5 241.0 241.0 Temporary Staffing 0.0 0.0 27.5 29.5 29.5 TOTAL DEPARTMENT 0.0 1.0 263.0 270.5 270.5
PLANNING & COMMUNITY DEVELOPMENT
Administration (01265) Director of Planning & Community Development 1.0 1.0 1.0 1.0 1.0 Assistant Director of Planning & Community Development 1.0 1.0 1.0 1.0 1.0 Special Projects Manager 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Development Services Officer 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 6.0 6.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 6.0 6.0 6.0 6.0
366 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
City Planning/Development Review (01266) Planning Manager 1.0 1.0 1.0 1.0 1.0 Principal Planner 2.0 2.0 2.0 2.0 2.0 Principal Urban Designer 0.0 0.0 0.0 1.0 1.0 Urban Designer 1.0 1.0 1.0 0.0 0.0 Senior Planner 4.0 4.0 4.0 3.0 3.0 Associate Planner * 11.0 11.0 11.0 9.0 8.0 Assistant Planner 3.0 3.0 3.0 2.0 2.0 City Planning Division Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 3.0 3.0 3.0 2.0 2.0 City Planning Receptionist 1.0 1.0 1.0 0.0 0.0 City Planning Staff Assistant 0.0 0.0 0.0 2.0 2.0 Records Assistant 1.0 0.0 0.0 0.0 0.0 City Planning Records Assistant 0.0 1.0 1.0 0.0 0.0
Division Summary Permanent Employees 28.0 28.0 28.0 23.0 22.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 28.0 28.0 28.0 23.0 22.0
* 1.0 FTE limited-term position expires 8/6/2008
Community and Strategic Planning (01267) Community and Strategic Planning Manager 0.0 0.0 0.0 1.0 1.0 Senior Planner 0.0 0.0 0.0 1.0 1.0 Associate Planner 0.0 0.0 0.0 2.0 2.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 5.0 5.0
Building and Safety (01321) Building Officer 1.0 1.0 1.0 1.0 1.0 Assistant Building Officer 1.0 1.0 1.0 1.0 1.0 Plan Check Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Plan Check Engineer 5.0 5.0 5.0 5.0 5.0 Inspector Supervisor 1.0 1.0 1.0 1.0 1.0 Code Compliance Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Code Compliance 1.0 1.0 1.0 1.0 1.0 Permit Supervisor 1.0 1.0 1.0 1.0 1.0 Plans Examiner I/II/III 1.0 1.0 0.0 0.0 0.0 Plans Examiner I/II/III - Electrical 0.0 0.0 1.0 1.0 1.0 Plans Examiner I/II/III - Mechanical/Plumbing 0.0 0.0 1.0 1.0 1.0 Combination Building Inspector I/II/III 9.0 9.0 9.0 10.0 10.0 Administrative Analyst - Building and Safety 1.0 1.0 1.0 1.0 1.0
367 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Code Compliance Officer I/II 10.0 10.0 10.0 10.0 10.0 Building and Safety Permit Specialist I/II 10.0 10.0 10.0 10.0 10.0
Division Summary Permanent Employees 43.0 43.0 44.0 45.0 45.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 43.0 43.0 44.0 45.0 45.0
Transportation Management (01415) Transportation Planning Manager 1.0 1.0 1.0 1.0 1.0 Transportation Demand Program Manager 0.0 0.0 0.0 1.0 1.0 Transportation Engineer 1.0 1.0 1.0 0.0 0.0 City Traffic/Transportation Engineer 0.0 0.0 1.0 0.0 0.0 Principal Transportation Engineer 0.0 0.0 0.0 1.0 1.0 Special Projects Engineer 1.0 1.0 1.0 1.0 1.0 Principal Transportation Planner 0.0 0.0 0.0 1.0 1.0 Senior Transportation Planner 1.0 1.0 1.0 1.0 1.0 Transportation Management Coordinator 1.0 1.0 1.0 1.0 1.0 Transportation Planning Associate 3.0 3.0 3.0 3.0 3.0 Transportation Management Specialist 2.0 2.0 2.0 1.0 1.0 Administrative Analyst - Transportation Mgmt 1.0 1.0 1.0 1.0 1.0 Transportation Planning Technician 1.0 1.0 1.0 1.0 1.0 Transportation Management Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 2.0 2.0 2.0 2.0 2.0 Parking Permit Assistant 1.0 1.0 1.0 1.0 1.0 Transportation Management (01417) Parking Coordinator 1.0 1.0 1.0 1.0 1.0 Transportation Planning Associate 1.0 1.0 1.0 1.0 1.0 Parking Operations Specialist 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 21.0 21.0 22.0 22.0 22.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 21.1 21.1 22.1 22.1 22.1
Traffic Signals (01416) (part of Community Maintenance Department in FY2007-08; restructured in FY2008-09) Traffic Operations Supervisor 1.0 1.0 0.0 1.0 1.0 Lead Traffic Signal Technician 1.0 1.0 0.0 1.0 1.0 Traffic Signal Technician 2.0 2.0 0.0 2.0 2.0 Lead Parking Meter Technician 1.0 1.0 0.0 0.0 0.0 Lead Traffic Painter 1.0 1.0 0.0 0.0 0.0 Parking Meter Technician 2.0 2.0 0.0 0.0 0.0 Traffic Painter 7.0 7.0 0.0 0.0 0.0
368 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 15.0 15.0 0.0 4.0 4.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 15.0 15.0 0.0 4.0 4.0
Department Summary Permanent Employees 113.0 113.0 100.0 105.0 104.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 TOTAL DEPARTMENT 113.1 113.1 100.1 105.1 104.1
POLICE
Office of Administrative Services (01304) Police Chief 1.0 1.0 1.0 1.0 1.0 Deputy Police Chief 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 3.0 3.0 3.0 3.0 3.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 6.0 6.0 6.0 6.0 6.0 Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0 Assistant to the Chief of Police 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Police Budget 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 1.0 1.0 0.0 0.0 0.0 Jail Management Supervisor 1.0 1.0 1.0 1.0 1.0 Criminal Investigations Support Specialist 1.0 1.0 1.0 1.0 1.0 Senior Crime Analyst 0.0 0.0 1.0 1.0 1.0 Crime Analyst 2.0 2.0 2.0 2.0 2.0 Crime Prevention Coordinator 4.0 4.0 4.0 4.0 4.0 Property/Evidence Supervisor 1.0 1.0 1.0 1.0 1.0 Police Records Supervisor 3.0 3.0 3.0 3.0 3.0 CLETS Supervisor 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 0.0 0.0 Police Records Technician 17.0 17.0 17.0 17.0 17.0 Police Range Master 1.0 1.0 1.0 1.0 1.0 Police Personnel Services Technician 2.0 2.0 2.0 2.0 2.0 Mechanic 1.0 1.0 0.0 0.0 0.0 Jailer 10.0 10.0 10.0 14.0 14.0 Jail Services Attendant 0.0 0.0 2.0 2.0 2.0 Police Property/Evidence Clerk 2.0 2.0 2.0 2.0 2.0 Transcriber Typist 1.0 1.0 0.0 0.0 0.0 Staff Assistant III 2.0 2.0 3.0 4.0 4.0 Fiscal Staff Assistant III 0.0 0.0 1.0 1.0 1.0 Fiscal Staff Assistant II 1.0 1.0 0.0 0.0 0.0
369 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 70.0 70.0 72.0 76.0 76.0 Temporary Staffing 5.5 5.5 6.0 6.0 6.0 Total Division 75.5 75.5 78.0 82.0 82.0
Office of Operations (01305) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 5.0 5.0 5.0 5.0 5.0 Police Sergeant 16.0 16.0 16.0 16.0 16.0 Police Officer 94.0 94.0 88.0 88.0 88.0 Communications Center Supervisor - Police 4.0 4.0 4.0 4.0 4.0 Court Services Coordinator 1.0 1.0 1.0 1.0 1.0 Communications Operator - Police 16.0 16.0 16.0 16.0 16.0 Park Ranger Supervisor 1.0 1.0 0.0 0.0 0.0 Police Services Management Supervisor 0.0 0.0 1.0 1.0 1.0 Lead Park Ranger 1.0 1.0 2.0 2.0 2.0 Lead Community Service Officer II 0.0 1.0 1.0 1.0 1.0 Community Service Officer II 10.0 9.0 9.0 9.0 9.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Lead Community Service Officer I 0.0 1.0 1.0 1.0 1.0 Community Service Officer I 11.0 10.0 10.0 10.0 10.0 Park Ranger 17.0 18.0 17.0 17.0 17.0 Switchboard Operator 1.0 1.0 1.0 0.0 0.0 Staff Assistant II 1.0 1.0 1.0 2.0 2.0 Horse Attendant 0.0 0.0 0.0 0.5 0.5
Division Summary Permanent Employees 180.0 181.0 175.0 175.5 175.5 Temporary Staffing 4.8 4.8 4.8 4.8 4.8 Total Division 184.8 185.8 179.8 180.3 180.3
Office of Special Enforcement (01306) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 3.0 3.0 3.0 3.0 3.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 38.0 38.0 44.0 44.0 44.0 Traffic Services Supervisor 2.0 2.0 2.0 2.0 2.0 Lead Traffic Services Officer 3.0 3.0 3.0 3.0 3.0 Crossing Guard Supervisor 1.0 1.0 1.0 1.0 1.0 Traffic Services Officer 28.0 28.0 28.0 28.0 28.0 Lead Airport Services Officer 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Airport Services Officer 4.0 4.0 4.0 4.0 4.0 Lead Crossing Guard 0.6 0.6 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
370 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 88.6 88.6 95.0 95.0 95.0 Temporary Staffing 19.0 19.0 19.0 19.0 19.0 Total Division 107.6 107.6 114.0 114.0 114.0
Office of Criminal Investigations (01307) Police Captain 1.0 1.0 1.0 1.0 1.0 Police Lieutenant 2.0 2.0 2.0 2.0 2.0 Police Sergeant 5.0 5.0 5.0 5.0 5.0 Police Officer 29.0 29.0 29.0 29.0 29.0 Forensic Section Supervisor 1.0 1.0 1.0 1.0 1.0 Youth Services Counselor 1.0 1.0 1.0 1.0 1.0 Elder Services Liaison 0.0 0.0 1.0 1.0 1.0 Family Services Liaison 1.0 1.0 1.0 1.0 1.0 Lead Forensic Specialist 0.0 1.0 1.0 1.0 1.0 Forensic Specialist 6.0 5.0 6.0 6.0 6.0 Identification Technician 2.0 2.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 49.0 49.0 50.0 50.0 50.0 Temporary Staffing 1.6 1.6 1.6 1.6 1.6 Total Division 50.6 50.6 51.6 51.6 51.6
Animal Regulation Unit (01302) Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Animal Control Officer 1.0 1.0 1.0 1.0 1.0 Animal Control Officer 6.0 6.0 6.0 6.0 6.0 Staff Assistant II 1.5 1.5 1.5 1.5 1.5 Animal Care Attendant 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 11.5 11.5 11.5 11.5 11.5 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 11.5 11.5 11.5 11.5 11.5
Harbor Unit (30623) Pier and Harbor Services Officer 6.0 6.0 6.0 6.0 6.0
Division Summary Permanent Employees 6.0 6.0 6.0 6.0 6.0 Temporary Staffing 3.7 3.7 3.7 3.7 3.7 Total Division 9.7 9.7 9.7 9.7 9.7
371 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Department Summary Permanent Employees 405.1 406.1 409.5 414.0 414.0 Temporary Staffing 34.6 34.6 35.1 35.1 35.1 TOTAL DEPARTMENT 439.7 440.7 444.6 449.1 449.1
FIRE
Administration (01312) Fire Chief 1.0 1.0 1.0 1.0 1.0 Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Fire 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Fiscal Staff Assistant II 0.0 0.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Fire Suppression and Rescue (01313) Battalion Chief 3.0 3.0 3.0 3.0 3.0 Fire Captain 18.0 18.0 18.0 18.0 18.0 Fire Engineer 18.0 18.0 18.0 18.0 18.0 Firefighter 51.0 51.0 51.0 54.0 54.0
Division Summary Permanent Employees 90.0 90.0 90.0 93.0 93.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 90.0 90.0 90.0 93.0 93.0
Fire Prevention (01314) Fire Marshal 1.0 1.0 1.0 1.0 1.0 Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0 Senior Fire Inspector 2.0 2.0 3.0 3.0 3.0 Senior Fire Inspector-Hazardous Materials 1.0 1.0 1.0 1.0 1.0 Fire Inspector 3.0 3.0 3.0 3.0 3.0 Business Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 9.0 9.0 10.0 10.0 10.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 9.0 9.0 10.0 10.0 10.0
Training (01315) Battalion Chief (Division Chief) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Paramedic Coordinator) 1.0 1.0 0.0 0.0 0.0
372 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Fire Captain (Training) 1.0 1.0 1.0 1.0 1.0 EMS Educator 1.0 1.0 0.0 0.0 0.0 Fire Safety Coordinator 0.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 5.0 6.0 3.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 6.0 3.0 3.0 3.0
Support Services (01316) Battalion Chief (Division Chief) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Vehicle Maintenance Coordinator) 1.0 1.0 1.0 1.0 1.0 Fire Captain (Paramedic Coordinator) 0.0 0.0 1.0 1.0 1.0 Emergency Services Coordinator 1.0 1.0 1.0 1.0 1.0 EMS Educator 0.0 0.0 1.0 1.0 1.0 Communications Center Supervisor - Fire 1.0 1.0 0.0 0.0 0.0 Communications Operator - Fire 4.0 4.0 0.0 0.0 0.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 8.0 8.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 8.0 8.0 6.0 6.0 6.0
Department Summary Permanent Employees 117.0 118.0 114.0 117.0 117.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL DEPARTMENT 117.0 118.0 114.0 117.0 117.0
COMMUNITY & CULTURAL SERVICES
Administration (01501) Director of Community & Cultural Services 1.0 1.0 1.0 1.0 1.0 Assistant Director of Community & Cultural Services 1.0 1.0 1.0 1.0 1.0 Sr. Admin. Analyst - Parks & Community Facility Planning 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
373 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Open Space Management (prior to FY2007-08) Permanent Employees 78.0 83.5 0.0 0.0 0.0 Temporary Staffing 3.2 3.5 0.0 0.0 0.0 Total Division 81.2 87.0 0.0 0.0 0.0
Open Space Management (11522) Open Space Manager* 0.0 0.0 1.0 1.0 1.0 415 Site Administrator 0.0 1.0 0.0 0.0 0.0 (01514) Community Use Administrator 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Community Use 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant 0.0 0.0 1.0 1.0 1.0 (24523) (new in FY2008-09) Beach House Venue Manager 0.0 0.0 0.0 1.0 1.0 Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Visitor Services Coordinator 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 1.0 4.0 7.0 7.0 Temporary Staffing 0.0 0.0 0.0 0.4 0.4 Total Division 0.0 1.0 4.0 7.4 7.4
* Limited-term position expiring 6/30/2009 funded by Beach Fund
Community Programs (01514) Community Programs Manager 1.0 1.0 1.0 1.0 1.0 Principal Community Services Supervisor 1.0 2.0 2.0 2.0 2.0 Principal Community Services Supervisor - Senior Services 1.0 0.0 0.0 0.0 0.0 Principal Community Services Supervisor - Aquatics 1.0 1.0 1.0 1.0 1.0 Principal Community Services Supervisor - Youth & Family 0.0 0.0 0.0 1.0 1.0 Services Senior Administrative Analyst 0.0 0.0 1.0 1.0 1.0 Community Services Systems Coordinator 0.0 0.0 1.0 1.0 1.0 Administrative Analyst 1.8 2.0 0.0 0.0 0.0 Aquatics Site Supervisor 3.5 3.5 3.5 3.5 3.5 Community Services Program Supervisor 1.0 1.0 1.0 1.0 1.0 Community Services Program Supervisor - Senior Services 1.0 0.0 0.0 0.0 0.0 Community Services Program Supervisor - Therapeutic 1.0 1.0 1.0 1.0 1.0 Recreation Programs Community Svcs Program Supervisor - Volunteer Programs 0.5 0.5 0.5 0.5 0.5 Community Svcs Program Supervisor - Community Sports 1.0 1.0 1.0 1.0 1.0 Community Services Program Coordinator 3.5 3.0 3.0 4.0 4.0 Community Services Program Supervisor 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 3.0 2.0 2.0 4.0 4.0
374 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Staff Assistant II 2.9 3.5 3.5 1.6 1.6 Community Services Program Specialist 3.2 4.7 4.7 4.7 4.7 Field Attendant 0.8 0.8 0.8 0.8 0.8 Chief Pool Lifeguard 2.4 2.4 2.4 2.4 2.4 Swim Instructor/Lifeguard 3.4 3.4 3.4 3.4 3.4 (24523) Beach Recreation Supervisor 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 34.0 33.8 33.8 35.9 35.9 Temporary Staffing (General) 23.4 20.2 21.6 21.9 21.9 Temporary Staffing (Beach House) 0.0 0.0 0.0 6.1 6.1 Total Division 57.4 54.0 55.4 63.9 63.9
Cultural Affairs (01560) Cultural Affairs Manager 1.0 1.0 1.0 1.0 1.0 Cultural Affairs Supervisor 2.0 2.0 2.0 3.0 3.0 Cultural Affairs Coordinator 0.5 0.5 0.5 0.5 0.5 Public Arts Coordinator 0.0 0.0 1.0 1.0 1.0 Administrative Staff Assistant - Cultural Affairs 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 4.5 4.5 4.5 5.5 5.5 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 4.6 4.6 4.6 5.6 5.6
Civic Auditorium (32621) Civic Auditorium Manager 1.0 1.0 1.0 0.0 0.0 Civic Auditorium Venue Manager 0.0 0.0 0.0 1.0 1.0 Civic Auditorium Facility Superintendent 1.0 1.0 1.0 1.0 1.0 Civic Auditorium Business Administrator 1.0 1.0 1.0 1.0 1.0 Civic Auditorium Event Services Supervisor 1.0 1.0 1.0 1.0 1.0 Civic Auditorium Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Event Coordinator 1.0 1.0 1.0 1.0 1.0 Business Assistant 1.0 1.0 1.0 1.0 1.0 Event Attendant III 2.0 2.0 2.0 2.0 2.0 Fiscal Staff Assistant II 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0 Event Attendant II 6.0 6.0 6.0 6.0 6.0 Custodian I 1.0 1.0 1.0 1.0 1.0 Event Attendant I 8.0 8.0 8.0 8.0 8.0
Division Summary Permanent Employees 26.0 26.0 26.0 26.0 26.0 Temporary Staffing 8.4 8.4 8.4 8.4 8.4 Total Division 34.4 34.4 34.4 34.4 34.4
375 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Human Services (01262) Human Services Manager 1.0 1.0 1.0 1.0 1.0 Human Services Administrator 1.0 1.0 2.0 2.0 2.0 Human Services Administrator - Youth & Family Programs 1.0 1.0 1.0 1.0 1.0 Human Services Administrator - Neighborhood & Park 1.0 1.0 1.0 1.0 1.0 Initiatives Senior Administrative Analyst - Homeless Services 2.0 2.0 2.0 2.0 2.0 Senior Administrative Analyst - Child & Family Resources 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Human Services 0.8 0.8 0.8 0.8 0.8 Senior Administrative Analyst - Human Services/Fiscal 2.0 1.0 0.0 0.0 0.0 Senior Administrative Analyst - ADA/Disability Services 1.0 1.0 1.0 1.0 1.0 Principal Community Services Supervisor - Youth & Family 3.0 1.0 1.0 2.0 2.0 Services Administrative Analyst 2.0 2.0 2.0 3.0 3.0 Administrative Analyst - Homeless Services 1.0 1.0 1.0 1.0 1.0 Human Services Program Analyst 0.0 2.0 2.0 2.0 2.0 Community Services Program Supervisor - Youth & Family 6.0 6.0 6.0 5.0 5.0 Services Community Services Program Supervisor - Senior Services 0.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant 1.0 1.0 2.0 2.0 2.0 Community Services Program Coordinator 10.8 11.3 11.3 11.3 11.3 Staff Assistant III 4.8 5.8 4.8 5.8 5.8 Staff Assistant II 1.0 1.0 1.0 0.0 0.0 Community Services Program Specialist 15.1 18.4 18.2 18.2 18.2
Division Summary Permanent Employees 55.4 60.3 60.1 61.1 61.1 Temporary Staffing 12.9 16.0 16.8 16.8 16.8 Total Division 68.3 76.3 76.9 77.9 77.9
Department Summary Permanent Employees 202.9 214.1 133.4 140.5 140.5 Temporary Staffing 48.0 48.2 46.9 53.7 53.7 TOTAL DEPARTMENT 250.9 262.3 180.3 194.2 194.2
LIBRARY
Administration and Facilities (01613) Director of Library System/City Librarian 1.0 1.0 1.0 1.0 1.0 Assistant City Librarian 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Library Fiscal Services 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Library Administrative Services 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Building Systems Technician 2.0 2.0 2.0 2.0 2.0 Library Services Officer 4.0 4.0 4.0 4.0 4.0 Lead Library Services Officer 0.0 1.0 1.0 1.0 1.0
376 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 11.0 12.0 12.0 12.0 12.0 Temporary Staffing 3.5 4.2 4.3 4.8 4.8 Total Division 14.5 16.2 16.3 16.8 16.8
Information Management (01614) Principal Librarian - Information Management 1.0 1.0 1.0 1.0 1.0 Librarian III - Information Management 1.0 1.0 1.0 1.0 1.0 Librarian I 2.0 2.0 2.0 2.0 2.0 Business Assistant - Library 1.0 1.0 1.0 1.0 1.0 Library Assistant 2.0 2.0 3.0 3.0 3.0 Circulation Assistant 0.0 0.0 1.0 1.0 1.0 Staff Assistant II 3.5 3.0 12.0 12.0 12.0
Division Summary Permanent Employees 10.5 10.0 21.0 21.0 21.0 Temporary Staffing 2.6 2.6 19.9 19.9 19.9 Total Division 13.1 12.6 40.9 40.9 40.9
Reference Services (01615) Principal Librarian 2.0 0.0 0.0 0.0 0.0 Principal Librarian - Reference Services 0.0 1.0 1.0 1.0 1.0 Principal Librarian - Public Services 0.0 1.0 0.0 0.0 0.0 Librarian III 2.0 2.0 0.0 0.0 0.0 Librarian III - Reference Services 1.0 1.0 1.0 1.0 1.0 Librarian II 3.0 3.0 2.0 2.0 2.0 Librarian I 14.5 14.5 7.0 7.0 7.0 Library Assistant 1.5 1.5 0.0 0.0 0.0 Circulation Assistant 1.0 1.0 0.0 0.0 0.0 Staff Assistant II 11.0 11.0 1.5 1.5 1.5
Division Summary Permanent Employees 36.0 36.0 12.5 12.5 12.5 Temporary Staffing 25.0 25.0 5.3 5.3 5.3 Total Division 61.0 61.0 17.8 17.8 17.8
Public and Branch Services (01616) Principal Librarian - Public Services 0.0 0.0 1.0 1.0 1.0 Librarian III 0.0 0.0 2.0 2.0 2.0 Librarian III - Branch Services 3.0 3.0 3.0 3.0 3.0 Librarian II 0.0 0.0 2.0 2.0 2.0 Librarian I 2.5 2.5 9.0 9.0 9.0 Library Assistant 0.5 0.5 1.0 1.0 1.0 Staff Assistant II 5.0 5.5 6.0 6.0 6.0
377 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 11.0 11.5 24.0 24.0 24.0 Temporary Staffing 5.5 5.5 7.8 7.8 7.8 Total Division 16.5 17.0 31.8 31.8 31.8
Department Summary Permanent Employees 68.5 69.5 69.5 69.5 69.5 Temporary Staffing 36.6 37.3 37.3 37.8 37.8 TOTAL DEPARTMENT 105.1 106.8 106.8 107.3 107.3
HOUSING & ECONOMIC DEVELOPMENT (formerly Resource Management)
Administration and Redevelopment (01263) Director of Housing & Economic Development 0.0 1.0 1.0 1.0 1.0 Director of Resource Management 1.0 0.0 0.0 0.0 0.0 Administrative Services Officer - Financial Administrator 1.0 1.0 1.0 1.0 1.0 Administrative Services Officer - Earthquake Recovery 0.0 1.0 1.0 1.0 1.0 Administrator Senior Administrative Analyst - Redevelopment 0.0 2.0 2.0 0.0 0.0 Senior Development Analyst 0.0 0.0 0.0 2.0 2.0 Staff Assistant III 0.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 3.0 7.0 7.0 7.0 7.0 Temporary Staffing 0.4 0.4 0.4 0.4 0.4 Total Division 3.4 7.4 7.4 7.4 7.4
Housing (01264) Housing Manager 0.0 1.0 1.0 1.0 1.0 Housing & Redevelopment Manager 1.0 0.0 0.0 0.0 0.0 Administrative Services Officer - Earthquake Recovery 1.0 0.0 0.0 0.0 0.0 Administrator Housing Administrator - Production & Preservation 1.0 1.0 1.0 1.0 1.0 Housing Authority Administrator 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Housing & Redevelopment 5.0 4.0 4.0 3.0 3.0 Senior Administrative Analyst - Financial Analyst 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Housing Authority 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Housing/Loan Portfolio Monitoring 1.0 1.0 1.0 1.0 1.0 Administrative Analyst 0.0 1.0 1.0 1.0 1.0 Senior Housing Specialist 1.0 1.0 1.0 1.0 1.0 Housing Specialist 5.0 5.0 5.0 4.0 4.0 Housing Inspector 0.0 0.0 0.0 1.0 1.0 Construction Specialist 1.0 1.0 1.0 1.0 1.0 Housing Applications Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 4.0 2.0 2.0 2.0 2.0
378 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Staff Assistant II 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 26.0 23.0 23.0 22.0 22.0 Temporary Staffing 0.9 0.9 0.9 0.9 0.9 Total Division 26.9 23.9 23.9 22.9 22.9
Economic Development (01268) Economic Development Manager 0.0 0.0 1.0 1.0 1.0 Farmers' Market Supervisor 0.0 0.0 1.0 1.0 1.0 Senior Administrative Analyst - Economic Development 0.0 0.0 3.0 0.0 0.0 Senior Development Analyst 0.0 0.0 0.0 3.0 3.0 Senior Administrative Analyst 0.0 0.0 0.0 1.0 1.0 Farmers' Market Coordinator II 0.0 0.0 1.0 1.0 1.0 Farmers' Market Coordinator I 0.0 0.0 2.0 2.0 2.0 Staff Assistant III 0.0 0.0 1.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 9.0 10.0 10.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 9.0 10.0 10.0
Economic Development (prior to FY2007-08) Permanent Employees 16.0 15.0 0.0 0.0 0.0 Temporary Staffing 0.9 0.9 0.0 0.0 0.0 Total Division 16.9 15.9 0.0 0.0 0.0
Airport (part of City Manager Department prior to FY2007-08) Permanent Employees 11.0 12.0 0.0 0.0 0.0 Temporary Staffing 0.2 0.2 0.0 0.0 0.0 Total Division 11.2 12.2 0.0 0.0 0.0
Department Summary Permanent Employees 56.0 57.0 39.0 39.0 39.0 Temporary Staffing 2.4 2.4 1.3 1.3 1.3 TOTAL DEPARTMENT 58.4 59.4 40.3 40.3 40.3
BIG BLUE BUS
Transit Executive (41640) Director of Transit Services 1.0 1.0 1.0 1.0 1.0 Assistant Director - Transit Operations 1.0 1.0 1.0 1.0 1.0 Assistant to the Director of Transit Services 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
379 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 5.0 5.0 5.0 5.0 5.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 5.0 5.0 5.0 5.0 5.0
Transit Programs (41642) Transit Programs and Business Services Manager 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst - Transit Grants 1.0 1.0 1.0 1.0 1.0 Senior Administrative Analyst 2.0 2.0 2.0 2.0 2.0 Senior Transit Programs Analyst 2.0 2.0 2.0 2.0 2.0 Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Fiscal Staff Assistant II 1.0 1.0 1.0 2.0 2.0 Fiscal Staff Assistant I 1.0 1.0 1.0 0.0 0.0 Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 10.0 10.0 10.0 10.0 10.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 10.1 10.1 10.1 10.1 10.1
Transit Customer Relations (41643) Transit Customer Relations Manager 1.0 0.0 0.0 0.0 0.0 Transit Customer Relations Administrator 0.0 1.0 1.0 1.0 1.0 Customer Services Supervisor 1.0 1.0 1.0 1.0 1.0 Marketing and Public Information Coordinator 1.0 1.0 1.0 1.0 1.0 Advertising Coordinator 1.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0 Customer Services Assistant 6.0 6.0 6.0 6.0 6.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 12.0 12.0 12.0 12.0 12.0 Temporary Staffing 0.2 0.2 0.2 0.2 0.2 Total Division 12.2 12.2 12.2 12.2 12.2
Transit Maintenance (41657) Transit Maintenance Manager 1.0 1.0 1.0 1.0 1.0 Transit Vehicle Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 Transit Facilities Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 Procurement Supervisor 1.0 1.0 1.0 1.0 1.0 Transit Maintenance Training Coordinator 1.0 1.0 1.0 1.0 1.0 Technical Staff Assistant 1.0 1.0 1.0 1.0 1.0 Transportation Mechanic Supervisor 5.0 5.0 5.0 0.0 0.0 Transit Mechanic Supervisor 0.0 0.0 0.0 5.0 5.0 Transportation Mechanic 41.0 41.0 41.0 0.0 0.0 Transit Mechanic I/II 0.0 0.0 0.0 41.0 41.0
380 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Electronic Communications/Farebox Technician 1.0 1.0 1.0 1.0 1.0 Custodian I 1.0 1.0 1.0 1.0 1.0 Motor Coach Services & Facilities Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Motor Coach Cleaner 18.0 18.0 18.0 18.0 18.0 Transit Maintenance Worker 2.0 2.0 2.0 2.0 2.0 Storekeeper II 1.0 1.0 1.0 2.0 2.0 Storekeeper I 1.0 1.0 1.0 0.0 0.0 Warehouse Worker 1.0 1.0 1.0 1.0 1.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 79.0 79.0 79.0 79.0 79.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 79.0 79.0 79.0 79.0 79.0
Transit Services (41658) Transit Services Manager 1.0 1.0 1.0 1.0 1.0 Transit Operations Superintendent 0.0 0.0 1.0 1.0 1.0 Transit Operations Supervisor 1.0 1.0 0.0 0.0 0.0 Transit Services Superintendent 1.0 1.0 1.0 1.0 1.0 Senior Transit Program Analyst 1.0 1.0 1.0 1.0 1.0 Motor Coach Operator Training Coordinator 5.0 5.0 5.0 5.0 5.0 Transit Operations Assistant 3.0 3.0 3.0 3.0 3.0 Staff Assistant III 3.0 3.0 3.0 3.0 3.0 Motor Coach Supervisor 13.0 13.0 14.0 14.0 14.0 Motor Coach Operator 269.4 269.4 275.4 275.4 275.4
Division Summary Permanent Employees 297.4 297.4 304.4 304.4 304.4 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 297.4 297.4 304.4 304.4 304.4
Transit Safety and Security (41670) Transit Safety and Security Officer 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 1.0 1.0 1.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 1.0 1.0 1.0 1.0 1.0
Department Summary Permanent Employees 404.4 404.4 411.4 411.4 411.4 Temporary Staffing 0.3 0.3 0.3 0.3 0.3 TOTAL DEPARTMENT 404.7 404.7 411.7 411.7 411.7
381 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
PUBLIC WORKS (formerly Environmental and Public Works Management)
Administrative Services (01401) Director of Public Works 0.0 0.0 0.0 1.0 1.0 Director of Environmental & Public Works Management 1.0 1.0 1.0 0.0 0.0 Assistant Director of Public Works 0.0 0.0 0.0 1.0 1.0 Assistant Director of EPWM 0.0 0.0 1.0 0.0 0.0 Administrative Services Manager 1.0 1.0 0.0 0.0 0.0 Senior Administrative Analyst - Public Works 0.0 0.0 0.0 1.0 1.0 Senior Administrative Analyst 0.0 0.0 1.0 0.0 0.0 Senior Public Works Inspector 1.0 1.0 1.0 1.0 1.0 Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0 Permit Specialist 2.0 2.0 2.0 2.0 2.0
Division Summary Permanent Employees 6.0 6.0 7.0 7.0 7.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 6.0 6.0 7.0 7.0 7.0
Civil Engineering and Architecture (01402) City Engineer 1.0 1.0 1.0 1.0 1.0 Principal Civil Engineer 2.0 2.0 2.0 2.0 2.0 City Architect 1.0 1.0 0.0 0.0 0.0 Principal Architect 0.0 0.0 1.0 1.0 1.0 Supervising Civil Engineer 0.0 0.0 0.0 1.0 1.0 Civil Engineer 5.0 5.0 5.0 4.0 4.0 Capital Project Engineer 1.0 1.0 0.0 0.0 0.0 Architect 1.0 2.0 3.0 3.0 3.0 Project Manager 0.0 0.0 1.0 1.0 1.0 Engineering Support Services Supervisor 1.0 1.0 1.0 1.0 1.0 Associate Project Manager 1.0 1.0 1.0 1.0 1.0 Civil Engineering Associate 5.0 6.0 6.0 6.0 6.0 Senior Administrative Analyst - Engineering 1.0 1.0 1.0 1.0 1.0 Engineering Project Specialist 1.0 1.0 1.0 1.0 1.0 Civil Engineering Assistant 3.0 3.0 2.0 2.0 2.0 Senior Public Works Inspector 2.0 2.0 2.0 2.0 2.0 Administrative Analyst - Engineering 1.0 1.0 1.0 1.0 1.0 Senior Civil Engineering Technician 1.0 1.0 1.0 1.0 1.0 Public Works Utility Inspector 1.0 1.0 1.0 1.0 1.0 Civil Engineering and Architecture Technician 2.0 1.0 1.0 1.0 1.0 Administrative Staff Assistant - Engineering 3.0 4.0 4.0 4.0 4.0
Division Summary Permanent Employees 33.0 35.0 35.0 35.0 35.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 33.0 35.0 35.0 35.0 35.0
382 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Street Maintenance (01421) Street Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0 Senior Public Works Inspector 1.0 1.0 1.0 1.0 1.0 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Asphalt Crew Leader 1.0 1.0 1.0 1.0 1.0 Concrete Crew Leader 1.0 1.0 1.0 1.0 1.0 Concrete Finisher 4.0 4.0 4.0 4.0 4.0 Equipment Operator II 4.0 4.0 4.0 4.0 4.0 Maintenance Worker II - Asphalt 3.0 3.0 3.0 3.0 3.0 Maintenance Worker I - Asphalt 2.0 2.0 3.0 2.0 2.0 Construction Worker 1.0 1.0 1.0 1.0 1.0
Division Summary Permanent Employees 19.0 19.0 20.0 19.0 19.0 Temporary Staffing 0.1 0.1 0.1 0.1 0.1 Total Division 19.1 19.1 20.1 19.1 19.1
Solid Waste Management (27441) Solid Waste Operations Manager 1.0 1.0 1.0 1.0 1.0 Solid Waste Collection Superintendent 1.0 1.0 1.0 1.0 1.0 Solid Waste Systems Superintendent 1.0 1.0 1.0 1.0 1.0 Solid Waste Materials Recovery Superintendent 1.0 1.0 1.0 1.0 1.0 Recycling Coordinator 0.0 0.0 0.0 1.0 1.0 Solid Waste Supervisor 3.0 3.0 3.0 2.0 2.0 Transfer Station Supervisor 1.0 1.0 1.0 1.0 1.0 Administrative Analyst - Solid Waste 1.0 1.0 1.0 1.0 1.0 Solid Waste Business Supervisor 1.0 1.0 1.0 1.0 1.0 Business Assistant 1.0 1.0 1.0 1.0 1.0 Motor Sweeper Operator 0.0 0.0 6.0 6.0 6.0 Senior Transfer Station Assistant 1.0 1.0 1.0 1.0 1.0 Refuse Account Inspector 3.0 3.0 3.0 3.0 3.0 Solid Waste Crew Leader 0.0 0.0 1.0 2.0 2.0 Heavy Truck Driver 6.0 6.0 6.0 6.0 6.0 Solid Waste Equipment Operator 25.0 25.0 34.0 35.0 35.0 Solid Waste Billing Specialist 2.0 2.0 2.0 2.0 2.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Customer Service Assistant 0.0 0.0 0.0 2.0 2.0 Equipment Operator I 0.0 0.0 3.0 4.0 4.0 Transfer Station Assistant 2.0 2.0 2.0 2.0 2.0 Maintenance Worker 0.0 0.0 0.0 8.0 8.0 Maintenance Worker I 3.0 3.0 6.0 0.0 0.0 Maintenance Helper 1.0 1.0 0.0 0.0 0.0
383 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Division Summary Permanent Employees 55.0 55.0 76.0 83.0 83.0 Temporary Staffing 1.0 1.0 1.0 1.0 1.0 Total Division 56.0 56.0 77.0 84.0 84.0
Cemetery (37641) Cemetery Administrator 0.0 1.0 1.0 1.0 1.0 Cemetery Superintendent 1.0 0.0 0.0 0.0 0.0 Cemetery Field Supervisor 1.0 1.0 0.0 0.0 0.0 Cemetery Business Assistant 1.0 1.0 1.0 1.0 1.0 Cemetery Crew Leader 0.0 0.0 1.0 1.0 1.0 Equipment Operator II 1.0 1.0 1.0 1.0 1.0 Irrigation Technician 1.0 1.0 1.0 1.0 1.0 Equipment Operator I 1.0 1.0 1.0 1.0 1.0 Cemetery Maintenance Worker 3.0 3.0 3.0 3.0 3.0
Division Summary Permanent Employees 9.0 9.0 9.0 9.0 9.0 Temporary Staffing 0.4 0.4 1.1 1.1 1.1 Total Division 9.4 9.4 10.1 10.1 10.1
Wastewater (31661) Industrial Waste Services Coordinator 1.0 1.0 1.0 1.0 1.0 Wastewater Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Environmental Inspector 1.0 1.0 1.0 1.0 1.0 Environmental Inspector 2.0 2.0 2.0 2.0 2.0 Wastewater Treatment Plant Operator 1.0 1.0 1.0 1.0 1.0 Wastewater Crew Leader 2.0 2.0 2.0 2.0 2.0 Environmental Outreach Assistant 0.0 0.0 0.0 1.0 1.0 Environmental Inspections Assistant 1.0 1.0 1.0 0.0 0.0 Staff Assistant III 1.0 1.0 1.0 1.0 1.0 Sewer Maintenance Worker II 4.0 4.0 4.0 4.0 4.0 Sewer Maintenance Worker I 8.0 8.0 8.0 8.0 8.0
Division Summary Permanent Employees 22.0 22.0 22.0 22.0 22.0 Temporary Staffing 0.3 0.2 0.2 0.2 0.2 Total Division 22.3 22.2 22.2 22.2 22.2
Water (25671) Utilities Manager 1.0 1.0 1.0 1.0 1.0 Water/Wastewater Administrator 0.0 0.0 0.0 1.0 1.0 Water/Wastewater Superintendent 1.0 1.0 1.0 0.0 0.0 Water Production and Treatment Administrator 0.0 0.0 0.0 1.0 1.0 Water Production and Treatment Superintendent 1.0 1.0 1.0 0.0 0.0 Civil Engineer 1.0 1.0 1.0 1.0 1.0
384 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Utilities Business Supervisor 1.0 1.0 1.0 1.0 1.0 Principal Water Chemist 1.0 1.0 1.0 1.0 1.0 Environmental Remediation Coordinator 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Supervisor 1.0 1.0 1.0 1.0 1.0 Water Chemist 2.0 2.0 2.0 2.0 2.0 Water Supervisor - Construction 1.0 1.0 1.0 1.0 1.0 Water Supervisor - Meters 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Plant Operator 6.0 6.0 6.0 6.0 6.0 Utilities Billing Supervisor 1.0 1.0 1.0 1.0 1.0 Water Construction Crew Leader 1.0 1.0 1.0 1.0 1.0 Water Leader 3.0 3.0 3.0 3.0 3.0 Field Inspector II 1.0 1.0 1.0 1.0 1.0 Equipment Operator III 3.0 3.0 3.0 3.0 3.0 Administrative Staff Assistant 1.0 2.0 2.0 2.0 2.0 Utilities Billing Specialist 3.0 3.0 3.0 3.0 3.0 Pipe Fitter 2.0 2.0 2.0 2.0 2.0 Underground Utilities Locator 1.0 1.0 1.0 1.0 1.0 Field Inspector I 1.0 1.0 1.0 1.0 1.0 Water Resources Technician 4.0 4.0 5.0 5.0 5.0 Staff Assistant III 2.0 3.0 3.0 3.0 3.0 Water Maintenance Worker 5.0 5.0 5.0 5.0 5.0 Equipment Operator II 1.0 1.0 1.0 1.0 1.0 Water Production and Treatment Plant Operator Trainee 1.0 0.0 0.0 0.0 0.0 Groundskeeper 1.0 1.0 1.0 1.0 1.0 Staff Assistant II 1.0 0.0 0.0 0.0 0.0 Water Meter Reader 1.0 1.0 0.0 0.0 0.0
Division Summary Permanent Employees 51.0 51.0 51.0 51.0 51.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 51.0 51.0 51.0 51.0 51.0
Maintenance Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 41.0 42.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 41.0 42.0 0.0 0.0 0.0
Facilities Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 25.0 28.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 25.0 28.0 0.0 0.0 0.0
Fleet Management (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 24.0 24.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 24.0 24.0 0.0 0.0 0.0
385 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Street Sweeping* Permanent Employees 32.0 32.0 0.0 0.0 0.0 Temporary Staffing 3.0 3.0 0.0 0.0 0.0 Total Division 35.0 35.0 0.0 0.0 0.0
* Prior to FY2007-08 promenade and parking structure maintenance operations are part of Community Maintenance Department and street sweeping operations are part of Solid Waste Management Division.
Recycling (part of Solid Waste Management Division prior to FY2007-08) Permanent Employees 8.0 8.0 0.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 8.0 8.0 0.0 0.0 0.0
Beach Maintenance (part of Community Maintenance Department prior to FY2007-08) Permanent Employees 11.0 11.0 0.0 0.0 0.0 Temporary Staffing 11.0 11.0 0.0 0.0 0.0 Total Division 22.0 22.0 0.0 0.0 0.0
Environmental Programs* Permanent Employees 17.0 17.0 17.0 0.0 0.0 Temporary Staffing 0.0 0.0 0.3 0.0 0.0 Total Division 17.0 17.0 17.3 0.0 0.0
* Part of City Manager Department as Office of Sustainability and the Environment as of FY2008-09
Department Summary Permanent Employees 353.0 359.0 237.0 226.0 226.0 Temporary Staffing 15.8 15.7 2.7 2.4 2.4 TOTAL DEPARTMENT 368.8 374.7 239.7 228.4 228.4
CAPITAL IMPROVEMENT PROGRAM (CIP)
Planning & Community Development - Building and Safety Combination Building Inspector I/II/III 0.0 0.0 0.0 2.0 2.0
Division Summary Permanent Employees 0.0 0.0 0.0 2.0 2.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 2.0 2.0
Planning & Community Development - Community and Strategic Planning Principal Planner 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
386 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Planning & Community Development - Transportation Management Transportation Engineer* 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
* In FY2007-08 this position was reflected in Transportation Management (01415); in FY2008-09 the position was transferred to Capital Improvement Projects. Limited-term position expires 6/30/2012
Community & Cultural Services - Administration Senior Administrative Analyst - Parks and Community 0.0 0.0 0.0 1.0 1.0 Facility Planning
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
Big Blue Bus - Transit Maintenance Transportation Mechanic* 0.0 0.0 1.0 0.0 0.0 Transit Mechanic I/II* 0.0 0.0 0.0 1.0 1.0 Bus Yard Coordinator* 0.0 0.0 2.0 2.0 2.0 Motor Coach Cleaner* 0.0 0.0 3.0 3.0 3.0
Division Summary Permanent Employees 0.0 0.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 6.0 6.0 6.0
* Limited-term positions expire 6/30/2010
Public Works - Civil Engineering and Architecture Architect 0.0 0.0 0.0 1.0 1.0 Civil Engineering Associate 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 3.0 3.0
387 Personnel by Department and Division
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Public Works - Street Maintenance Maintenance Worker I - Asphalt* 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
* In FY2007-08 this position was reflected in Street Maintenance (01421); in FY2008-09 the position was transferred to Capital Improvement Projects. Limited-term position expires 6/30/2010
CIP Summary Permanent Employees 0.0 0.0 6.0 15.0 15.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL CIP FUNDED POSITIONS 0.0 0.0 6.0 15.0 15.0
388 2008-2009 Adopted Budget 2009-2010 Budget Plan
Capital Improvement Program Program Summary FY2008-09 through FY2010-11
The City of Santa Monica annually develops a three-year Capital Improvement Program (CIP). For this budget period, the program covers FY2008-09, FY2009-10 and FY2010-11. In developing the program, ongoing capital needs are funded from ongoing revenues while one- time projects are funded with one-time monies. Although the program spans three years, funds for only the first year are appropriated as part of the budget process.
Definition of Capital Projects The Capital Improvement Program is a three-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 in excess of $50,000, lasting more than three years, or involving public works construction.
CIP Policies CIP policies provide a consistent framework for identifying and financing projects:
General CIP Policies ● The City will annually plan for capital improvements for a multi-year period of time. The Capital Improvements Program will incorporate City Council priorities, long-range community objectives and efficient City operations.
● A current inventory of the City’s physical assets, their condition, and remaining useful life will be maintained.
● The City will maintain all assets at a level adequate to protect the City’s capital investment and to minimize future maintenance and replacement costs.
Financial Policies ● The City will identify estimated capital and operating costs, and funding sources for each capital project recommended to the City Council.
● The City will seek grants and other intergovernmental assistance to finance only those capital improvements that are consistent with the Capital Improvement Program, and whose operating and maintenance costs have been included in the budget.
● The City will only enter into long-term borrowing to finance capital improvements when annual debt service payments can be financed from current revenues.
● When capital projects are debt-financed, the City will amortize the debt over a period of time not to exceed the expected useful life of the project.
389 Calendar Date Objective November 1, 2007 Issue instruction guide
November 1 — 30, 2007 Departments complete CIP forms
November 30, 2007 Department form to the Assistant to the City Manager
Mid February through March 2008 Review of CIP submissions at budget review meetings with City Manager
April 14, 2008 Final funding decisions by City Manager
May 20 — 22, 2008 City Council budget workshops
June 17, 2008 Budget adoption
Expenditure Trend Capital Expenditures The adopted CIP budget for FY2008- All Funds (in Millions) 09 is $133.2 million. This represents $150 $142.6 a growth of $28.1 million over the $133.2 FY2007-08 budget of $105.1 million. $116.8 The primary increase is due to the $95.2 $38.1 million in Redevelopment $100 $105.1 projects and $36.2 million in Big $95.9 $96.7 $99.2 Blue Bus projects with the bulk of it in non-routine projects as discussed $50 below. The chart on the right shows 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 the overall no growth trend over a Actuals Revised Budget Budget Plan span of 8 years from FY2003-04 to Budget FY2010-11.
Expenditures Of the total FY2008-09 Adopted General Fund & Capital Projects Fund* (in Millions) CIP budget, the General Fund $75 and Capital Projects Fund $60.2 represent 13.2%, or $17.6 $50 $41.7 million, as presented on the $32.3 $25.5 chart to the left. For year-to- $25 year comparison purposes, the $25.8 $17.6 two funds are combined. This $15.1 $12.2 $0 chart displays a steep increase 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 in FY2004-05, which reflects Actuals Revised Budget Budget Plan the purchase of the 1601 14th Budget Street property ($18.5m) and the construction of two major *Capital Projects Fund was created in FY2007-08 to account for multi-year projects: Main acquisition, construction, and major renovation of land, infrastructure Library (an increase of $12.5m and facilities. The fund is entirely financed by the General Fund.
390 over FY2003-04) and Civic Center Parking (an increase of $4.7m over FY2003-04). Since that time, the General Fund CIP funding has steadily decreased.
Major Capital Improvement Program Initiative Streets, Sidewalks and Parking In FY2008-09 $28.7 million is proposed for the downtown parking enhancement program. $4.3 million is proposed for annual street repair from a variety of funding sources. $2 million is provided for street and park light retrofits. $450,000 is provided to plan Ocean Park Boulevard and improvements from Lincoln Boulevard to Neilson Way.
Maintenance and Replacement Capital Program Facility Maintenance and Upgrades $3.2 million is provided for Pier infrastructure improvements, $5 million towards the Big Blue Bus Campus Expansion project, as well as $14.1 million for improvements to existing City facilities. The improvements include $5.1 million for Civic Center Improvements, $2 million for facility maintenance and renewal, $962,000 for a Pier gangway, and $500,000 for a new City Hall electrical room.
Computer Equipment Replacement $1.6 million is proposed for computer equipment replacement. $700,000 will be budgeted for immediate purchase of computer equipment and $934,000 will be contributed to the Computer Replacement Fund.
Telecommunication Equipment Replacement $1.4 million is budgeted in various City funds and provides Information Systems with funds to appropriate for replacement of telephone equipment including the infrastructure required to support the equipment.
Vehicle Replacement A total of $8.8 million is budgeted for vehicle replacement. $5.0 million will be budget for immediate replacement of existing vehicles and $3.8 million will be contributed to the Vehicle Replacement Fund.
Utility Projects The Water and Wastewater funds will spend $8.1 million on projects designed to replace infrastructure needs and make payments on the City of Los Angeles’ Hyperion Water Treatment Plant, as well as an additional $1 million for water main replacement, $750,000 for Pier Utility improvements, and $1.4 million for asset management planning.
Other CIP Programs and Projects Housing $12.8 million is budgeted for housing projects through a variety of funding sources including Redevelopment Agency funds, grant funds, and other special funding sources dedicated to housing.
391 Parks / Recreational $4.6 million is budgeted for various park and open space projects, including $2.5 million for park restroom replacements and $1.1 million for planning and design of Memorial Park.
Cultural Arts $29,078 is allocated to the Percent for the Arts program to fund art in public places.
Impacts on Ongoing Operations Projects that increase the number of facilities or expand the existing facilities can impact ongoing operating costs for the City. Operating impact from projects expected to be completed prior to the start of, or during FY2008-09 have been included in the operating budget. Most other capital projects funded in FY2008-09 do not add to the cost of operation. Those projects are major replacements or maintenance projects for existing facilities or infrastructure.
Two major projects currently under construction are the Annenberg Community Beach House and the Big Blue Bus Expansion Project, expected to open in spring 2009 and 2010, respectively. These projects will result in increased operating and maintenance costs for the City. The projected cost for maintaining the Annenberg Community Beach House is reflected in increases in the operating budgets for Community and Cultural Services and the Community Maintenance Department, while estimates associated with maintenance for the Big Blue Bus Campus expansion are still being revised.
392 Program Overview for FY20008-09
Capital Improvement Program Appropriations by Fund $133.2 Million Big Blue Bus General & Capital Projects $36.2 M $17.6 M 27.2% 13.2%
Redevelopment Pier $49.4 M $5.4 M 37.1% 4.0%
All Others Water / Wastewater $6.0 M $8.0 M 4.5% 6.0%
Miscellaneous Grants Vehicle Management $5.6 M $5.0 M 4.2% 3.8%
Capital Improvement Program Appropriations by Project Type $133.2 Million Other Equipment Replacement $1.6 M $40.3 M 1.2% 30.3% Technology $795,000 / 0.6%
Streets / Sidewalks / Cultural Arts Traffic $42.2 M $416,078 / 0.3% 31.7% Economic Development $400,000 / 0.3% Parks / Recreational $4.6 M Facilities Improvements 3.4% $23.5 M 17.7% Utility Housing $8.2 M $12.8 M 6.1% 9.6%
393 Capital Improvement Program Budget Summary
2007-08 2009-10 2005-06 2006-07 Revised 2008-09 Budget Expenditure Category Actual* Actual* Budget Budget Plan
General $ 41,734,041 32,253,614 60,911,754 5,848,299 5,321,802 Capital Projects 0 0 18,490,200 11,766,378 9,764,000 Special Revenue Source 4,108,414 660,884 8,895,800 500,000 3,300,000 Charnock 3,060,122 1,535,317 14,169,846 0 0 Clean Beaches and Ocean Parcel Tax 0 0 283,000 583,000 283,000 Beach Recreation 277,131 386,957 2,096,308 419,878 317,928 Housing Authority 6,100 6,100 6,100 6,100 6,100 TORCA 2,820,113 708,119 7,381,177 300,000 100,000 Redevelopment-Low/Mod Income Housing 2,301,275 17,076,138 19,875,282 10,193,100 11,063,000 Redevelopment-Downtown Project 39,735 1,160,414 1,950,994 00 Redevelopment-Earthquake Recovery Proj. 2,758,386 7,036,982 76,032,914 38,105,000 28,979,000 Redevelopment-Ocean Park Project 732,533 239,117 5,366,990 1,100,000 1,500,000 CDBG 168,323 3,640,566 3,662,529 610,000 600,000 Miscellaneous Grants 5,342,301 4,337,969 27,707,052 5,560,906 5,779,000 Asset Seizure 4,100 0 122,928 0 0 Citizens Option for Public Safety 70,493 164,312 409,919 0 0 Beach House 1,411,233 1,737,692 24,339,075 77,300 3,300 Water 2,465,925 4,541,099 8,441,053 2,802,426 2,571,362 Solid Waste Management 2,014,592 1,692,092 2,881,552 745,279 1,545,382 Pier 1,485,927 3,066,274 4,484,547 5,383,320 1,807,729 Wastewater 3,029,100 5,893,286 15,354,539 5,203,716 7,407,709 Civic Auditorium 903,331 940,179 1,369,411 469,250 217,250 Airport 746,320 1,249,244 2,260,390 236,987 416,633 Stormwater Management 245,530 1,198,925 942,273 0 100,000 Cemetery 317,204 260,379 259,373 5,193 17,519 Big Blue Bus 15,105,604 48,595,660 109,967,709 36,219,936 14,345,000 Gas Tax 382,362 25,556 1,600,000 0 0 Air Quality Management District (AQMD) 2,569 452,251 407,156 650,000 175,000 Parks and Recreation Facilities 160,199 15,058 194,985 0 0 Vehicle Management 1,637,223 2,246,894 10,688,404 4,985,267 1,991,692 Info. Technology Replacement & Services 1,903,243 1,376,412 2,840,772 1,415,894 1,538,244 Self-Insurance Comprehensive 0 0 0 0 0 Self-Insurance Bus 0 0 0 0 0 Self-Insurance Automobile 0 0 0 0 0 Self-Insurance Workers' Compensation 22,748 20,768 20,748 20,370 20,870 Parking Authority 70,389 118,887 6,241,855 0 0 TOTAL ALL FUNDS $ 95,326,565 142,637,143 439,656,633 133,207,599 99,171,520
(-) Less Reappropriated Capital 0 0 (334,539,186) 0 0 (-) Less Reimbursements and Transfers (4,958,720) (5,928,325) (6,585,280) (4,999,809) (5,852,571)
GRAND TOTAL $ 90,367,845 136,708,818 98,532,167 128,207,790 93,318,949
* Minor variations from the Five-Year Expenditure Summary figures are due to the rounding methodology
394 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
1440 PCH Lot Signal Study 7013 Signal study for 1440 PCH Lot. The signal General 200,000 0 0 has been proposed as a way to allow those parked in the 1440/1550 lot North of the Pier to safely exit the lot onto PCH and transition into the tunnel onto I-10 eastbound. Total Project 200,000 0 0
1550 Lot Pump System 7006 Upgrade of the pump system at the 1550 Beach Recreation 150,000 0 0 PCH parking lot directly North of the Santa Monica Pier. Total Project 150,000 0 0
20th & Cloverfield 0522 Upgrade of street lighting and traffic signals CDBG 0 0 550,000
395 on 20th & Cloverfield Blvd. to address pedestrian and traffic safety concerns and improve aesthetics of surrounding area.
Total Project 0 0 550,000
250 Pier Roof Replacement 4008 Replacement of the roof on the former Pier 72,000 0 0 "Billiards Building" on the Santa Monica Pier.
Total Project 72,000 0 0
Advanced Fleet Management 0373 Project consists of an ongoing program to Big Blue Bus 1,000,000 1,000,000 0 System provide for an Intelligent Transportation System (ITS) to improve Big Blue Bus communications, safety, and efficiencies.
Total Project 1,000,000 1,000,000 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Airport Slurry Seal & 0638 Funds to provide ongoing periodic Airport 150,000 150,000 150,000 Re-Stripe resurfacing/slurry and restriping of the then treated surfaces to provide clear indications for movement areas, holds, directions, and parking. Total Project 150,000 150,000 150,000
Analysis of non-potable 9005 Engineering analysis of City's Non-Potable Stormwater 0 100,000 0 Water Distribution System Water Distribution System. Total Project 0 100,000 0
Art Conservation Program 1122 Funds for maintenance and conservation of General 100,000 0 0 existing public art pieces. Total Project 100,000 0 0 396 Automated Circulation 8004 To acquire Library-specific software to General 0 300,000 0 System Upgrade manage catalog, circulation and acquisition operations. Total Project 0 300,000 0
Beach Accessible Walkways 6006 Replacement of wooden beach boardwalks CDBG 110,000 0 0 to enhance accessibility. Total Project 110,000 0 0
Beach Parking Lot 0649 Funds to provide ongoing maintenance for Beach 196,000 200,000 200,000 Improvements the beach parking lots. Recreation Total Project 196,000 200,000 200,000
Beach Restroom 6007 Replacement of 8 Beach Restroom Buildings. CDBG 0 600,000 0 Replacement Total Project 0 600,000 0
Beach Volleyball Court 6003 Replacement of existing wooden volleyball Beach 72,000 72,000 72,000 Replacement poles and nets with new steel poles and Recreation nets. Total Project 72,000 72,000 72,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Bicknell Street Greening 0701 Provides water quality improvements by Clean Beaches and 300,000 0 0 reducing the impervious street surface and Ocean Parcel Tax installing landscaped infiltration strips to reduce the quantity and improve the quality of storm water runoff. The location of the project is a one-block area on Bicknell Avenue between Ocean Avenue and Neilson Way.
Total Project 300,000 0 0
Bicycle Technology 7010 Design, installation and evaluation of several Miscellaneous 52,000 168,000 59,000 Demonstration project bicycle technologies within the City of Santa Grants - MTA Monica and development of a tool kit for use
397 - Prop C by Westside Cities. Miscellaneous 22,000 72,000 26,000 Grants Total Project 74,000 240,000 85,000
Bike Transit Center 7011 Construction of the storefront bike transit Miscellaneous Grants 0 1,669,000 0 - MTA center in a downtown parking structure, - Prop C which will include attended and self-parking Miscellaneous Grants 320,000 404,000 50,000 for bicyclists as well as other clean mobility - TDA services to the downtown Transit Mall and Miscellaneous Grants 0 180,000 0 Commercial District. Total Project 320,000 2,253,000 50,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Borderline Neighborhood 7003 Streetscape, repaving, urban runoff Capital Projects 250,000 2,500,000 0 Improvements improvements and utility undergrounding to address pedestrian safety concerns, parking availability, traffic circulation, and the lack of parkway trees and landscaping in area located along Longfellow Street and the connecting streets of Marine, Navy, and Ozone between Longfellow and Lincoln Blvd.
Total Project 250,000 2,500,000 0
Broadband Wireless Network 8003 The goal of the project is to deliver free General 450,000 450,000 0 wireless internet services to residents, businesses and visitors at designated hot 398 spots and to provide a secure wireless network for government services and applications. Total Project 450,000 450,000 0
Bus Components 0106 Funds for the annual cost of tire leases on Big Blue Bus 3,800,000 3,000,000 3,300,000 Replacement Program the buses and the annual purchase of spare components to allow the Big Blue Bus to rebuild engines, differentials, transmissions and other items in advance of actual need.
Total Project 3,800,000 3,000,000 3,300,000
Bus Pads on Transit Routes - 0777 Construction, replacement and repairs of Miscellaneous Grants 300,000 300,000 300,000 Prop A bus pads on transit routes. Total Project 300,000 300,000 300,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Bus Replacement Program 0519 Replacement of revenue vehicles for the Big Big Blue Bus 21,814,936 5,000,000 6,000,000 Blue Bus. The funding indicated will purchase 40-foot Liquified Natural Gas (LNG) buses. Total Project 21,814,936 5,000,000 6,000,000
Bus Stop Amenities 0114 Replacement and improvements to the Big Big Blue Bus 1,830,000 1,660,000 1,780,000 Blue Bus passenger stops. This includes updated bus stop signs, information signs, bus benches, bus shelters, transit information kiosks, and improvements to the bus passenger boarding pads.
Total Project 1,830,000 1,660,000 1,780,000 399 Campus Expansion Project 0104 The Campus Expansion Project implements Big Blue Bus 5,000,000 0 0 objectives from the Big Blue Bus Facility Expansion Master Plan including a Liquified Natural Gas (LNG) and Compressed Natural Gas (CNG) fueling facility for new LNG buses and CNG service vehicles; upgraded transportation administration building; additional work space, maintenance repair facilities; and parking to accommodate expansion of the bus fleet.
Total Project 5,000,000 0 0
Carousel Building Repair 4009 Repairs to the Santa Monica Pier Pier 97,000 0 0 Hippodrome Building including replacement of doors and windows. Total Project 97,000 0 0
Carousel Dome Repair 4013 Replacement of the Carousel Dome feature Pier 50,000 0 0 at the Santa Monica Pier. Total Project 50,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
City Hall Electrical Room 4002 Upgrade to enable the relocation of the data Capital Projects 500,000 0 0 Upgrade center, the HVAC replacement project and the elevator addition as well as better meet current demands. Total Project 500,000 0 0
Citywide Housing Trust 0235 Provides funds to assist the City or nonprofit Special Revenue 500,000 500,000 500,000 housing developers to acquire, rehabilitate, Source construct, and aid in the financing of, or provide rental subsidies for temporary or permanent housing for low income households. Total Project 500,000 500,000 500,000
400 Citywide Infrastructure 4003 Assessment of infrastructure needs and Earthquake RDA 500,000 0 0 Assessment design of necessary improvements to enable the City to estimate costs and develop a financing plan for implementing the infrastructure improvements.
Total Project 500,000 0 0
Citywide Infrastructure 4004 Funds to implement infrastructure Earthquake RDA 0 0 10,000,000 Improvements improvements as evaluated by the Citywide Infrastructure Assessment project.
Total Project 0 0 10,000,000
Civic Auditorium Carpet 0585 Replacement carpeting of the Main Hall and Civic Auditorium 0 200,000 0 Replacement East Wing of the Civic Auditorium. Total Project 0 200,000 0
Civic Auditorium Chair 0813 Replacement of the chairs in the Civic Civic Auditorium 250,000 0 0 Replacement Center Auditorium. Total Project 250,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Civic Auditorium Renovation 0563 Funds for major maintenance projects to Civic Auditorium 200,000 0 0 prevent frequent repairs. Total Project 200,000 0 0
Civic Center Projects 0772 Master planning for the Civic Center’s Earthquake RDA 5,150,000 15,000,000 0 public open spaces and parks including the development of a conceptual design for the parks and use plan for the Civic Auditorium within the Civic Center Specific Plan Area.
Total Project 5,150,000 15,000,000 0
Commercial Corridor 7012 This project is component of the City's Land Earthquake RDA 400,000 0 3,000,000 Strategy & Improvements Use and Circulation Element plan that will 401 be used by the City and local partners to guide the economic, cultural and physical revitalization of Lincoln Blvd.
Total Project 400,000 0 3,000,000
Computer Equipment 0003Ongoing program for computer equipment Airport 11,000 11,000 11,000 Replacement Program replacement on a four year schedule for Beach House 23,300 3,300 3,300 servers, desktop computer hardware and Cemetery 2,400 2,400 2,400 software and printers city-wide. Each fund Civic Auditorium 6,800 6,800 6,800 provides annual contributions toward the Earthquake RDA 10,000 2,000 2,000 future replacement of equipment. General 784,305 702,255 702,255 Housing Authority 6,100 6,100 6,100 Pier 6,400 6,400 6,400 Solid Waste Mgmt. 13,200 13,200 13,200 Vehicle Mgmt. 6,000 6,000 6,000 Wastewater 17,200 17,200 17,200 Water 34,600 34,600 34,600 Workers' Comp. 12,600 12,600 12,600 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
0003 Provides for the annual purchase of Information Tech. 699,250 821,600 821,600 equipment Total Project 1,633,155 1,645,455 1,645,455
Computer Network 0559 Project for the enhancement of centralized General 55,250 55,250 55,250 Maintenance computing and telecommunication systems and replacement of obsolete equipment.
Total Project 55,250 55,250 55,250
Crosswalk Repair 0456 Design and construct improved in-pavement General 88,000 88,000 88,000 flasher crosswalk system at the 15 locations that have the current systems. Funds will also be used for the maintenance of the
402 crosswalk systems. Total Project 88,000 88,000 88,000
Demolition or Rehab of City 2001 Demolition or rehabilitation of recently Earthquake RDA 400,000 0 0 Property acquired property for short term use. Total Project 400,000 0 0
Downtown Strategic Parking 0776 Funds for furtherance of Downtown Parking Earthquake RDA 28,700,000 11,000,000 6,000,000 Enhancement Program Plan including seismic retrofit and façade improvements to parking structures, planning for demolition and rebuilding of three parking structures, and potential acquisition of additional sites to provide additional needed parking.
Total Project 28,700,000 11,000,000 6,000,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Facilities Renewal Program 0085 Program for deferred maintenance, Capital Projects 2,000,000 1,750,000 1,750,000 replacement of building systems and ADA improvements at City facilities, as required for compliance with accessibility standards. The maintenance will also extend the useful life of the public buildings.
Total Project 2,000,000 1,750,000 1,750,000
Facility Upgrade and 0826 Upgrade and maintain the existing Big Blue Big Blue Bus 300,000 300,000 300,000 Renovation Bus operating and maintenance facilities. These activities are necessary to extend the useful life of the facility. The upgrades include lighting, carpeting, painting, plumbing, and heating/ventilation/air- 403 conditioning (HVAC) work.
Total Project 300,000 300,000 300,000
Farebox System 0099 Funds to Install software and vending Big Blue Bus 75,000 1,075,000 1,075,000 machine upgrades to dispense fare media.
Total Project 75,000 1,075,000 1,075,000
Fed St Resurfacing Project 5 7008 Curb, gutter, sidewalk and driveway Miscellaneous Grants 606,937 0 0 - STPL improvements; street resurfacing; and pavement re-striping for 5th and 6th streets between Colorado Ave. and Wilshire Blvd., and Santa Monica Blvd. between 5th Street and Lincoln Blvd. Total Project 606,937 0 0
Fire Radio Infrastructure 0594 Replacement of the Fire Department's main Capital Projects 100,000 100,000 100,000 Replacement radio transmitting and receiving equipment.
Total Project 100,000 100,000 100,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Fire Vehicle Replacement 0170 Ongoing replacement of Fire Department General 169,500 127,200 0 Program vehicles (excluding heavy apparatus). Vehicles are replaced according to an established vehicle replacement schedule.
Total Project 169,500 127,200 0
Fleet Management System 8005 Purchase of fleet management system General 145,000 0 0 Upgrades software. Total Project 145,000 0 0
Hanson 8 Software Upgrade 9003 Software migration to Hansen 8 maintenance Water 75,000 0 0 program for Water and Wastewater Divisions.
404 Total Project 75,000 0 0
Hanson 8 Software Upgrade 9008 Software migration to Hansen 8 maintenance Wastewater 75,000 0 0 program for Water and Wastewater Divisions. Total Project 75,000 0 0
HOME Housing Trust 0344 Federal program to subsidize development Miscellaneous 690,000 690,000 690,000 of additional new affordable housing as well Grants as the substantial rehabilitation of existing multi-family residential housing. Funds will be used to make deferred loans to nonprofit developers of rental and limited equity cooperative housing.
Total Project 690,000 690,000 690,000
Hotchkiss Park Restrooms 6002 Replacement of restrooms at Clover Park, Capital Projects 250,000 0 0 Marine Park and Hotchkiss Park. Total Project 250,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Housing Projects 0050Funds from tax increment revenue to Miscellaneous 29,000 29,000 29,000 acquire, rehabilitate, construct or aid in Grants financing affordable housing. Ocean Park RDA 1,100,000 1,500,000 1,500,000
Total Project 1,129,000 1,529,000 1,529,000
Hyperion Capital Payment 0347 Payment to the City of Los Angeles for Wastewater 4,212,450 6,362,550 8,178,750 Amalgamated Sewer System, which includes Hyperion capital improvements. Total Project 4,212,450 6,362,550 8,178,750
I-10/4th Street/Olympic 7004 Installation of pedestrian access ramps, Capital Projects 0 0 200,000 Blvd. Improvements pedestrian barriers, traffic signal modifications and striping changes at I-
405 10/4th Street/Olympic Blvd. to increase pedestrian safety and improve traffic flow.
Total Project 0 0 200,000
Linear Asset Mgmt Plan - 9001 Funds to identify the highest risk-based Water 500,000 Wastewater underground sewer main replacement needs and will provide an orderly construction schedule for improvements. 500,000 0 0
Linear Asset Mgmt Plan - 9007 Funds to identify the highest risk-based Wastewater 250,000 0 0 Wastewater underground sewer main replacement needs and will provide an orderly construction schedule for improvements. Total Project 250,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Low/Mod Income Housing 0049Funds for deferred loans to eligible Low/Moderate 158,000 161,000 368,000 nonprofit corporations for the purchase, Income Housing - rehabilitation and/or construction of Downtown RDA affordable housing throughout the City. Low/Moderate 9,777,300 10,635,100 11,381,800 Funds for this purpose are obtained from Income Housing - property tax increment revenues from the Earthquake RDA City's redevelopment projects. Low/Moderate 257,800 266,900 276,600 Income Housing - Ocean Park RDA Total Project 10,193,100 11,063,000 12,026,400
Memorial Park Master Plan 6004 Development of a long-term master plan for Low/Moderate 1,100,000 500,000 10,000,000 13.4 acres block bounded by 14th Street, Income Housing - 16th Street, Colorado Ave. and Olympic Earthquake RDA 406 Blvd. Total Project 1,100,000 500,000 10,000,000
Ocean Park Blvd. 7002 This project involves potential changes to Capital Projects 450,000 200,000 1,000,000 Improvements the scale, design and configuration of Ocean (Lincoln to Neilson) Park Blvd. between Lincoln Blvd and Neilson - Prop 1B Way as well as the incorporation of new Special Revenue 0 2,800,000 0 landscaping, lighting and street amenities. Source
Total Project 450,000 3,000,000 1,000,000
Park Restroom Replacement 0747 Replacement of restrooms at Clover Park, Capital Projects 2,457,800 0 0 Marine and Hotchkiss Parks. Total Project 2,457,800 0 0
Parking Lot Maintenance 0642 Ongoing maintenance project designed to Airport 60,000 200,000 60,000 ensure the integrity of the pavement surfaces, parking lots and service roads at the Airport. Total Project 60,000 200,000 60,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Pedestrian Extension 0429 Construction of 2nd and 4th Streets Miscellaneous 202,000 0 0 - MTA Pedestrian and Streetscape Improvements Grants Project Total Project 202,000 0 0
Pedestrian Extension to 0464 Construction of 2nd and 4th Streets Miscellaneous 560,000 0 0 Transit Mall - Caltrans/FHWA Pedestrian and Streetscape Improvements Grants Project. Total Project 560,000 0 0
Percent for the Arts 0081Funds for maintenance of existing public art Capital Projects 27,078 0 0 pieces and acquisition of new pieces. Civic Auditorium 2,000 0 0 Earthquake RDA 287,000 110,000 0 Total Project 316,078 110,000 0 407 Personal Protective 0548 Replacement of Self-Contained Breathing General 65,000 65,000 65,000 Equipment Replacement Apparatus and other firefighting gear to ensure the safety of our Fire Department personnel. Total Project 65,000 65,000 65,000
Pier Gangway 4007 Construction of an emergency gangway at Pier 962,000 0 0 the Western end of the Santa Monica Pier.
Total Project 962,000 0 0
Pier Infrastructure 4006 Replacement of 76 timber pilings with pre- Pier 3,236,000 1,764,000 0 Improvements stressed concrete pilings on the Santa Monica Municipal Pier; from the High Tide line to the existing concrete portion of the Pier. Total Project 3,236,000 1,764,000 0
Pier Necklace Light 4014 Replacement of the decorative "necklace Pier 100,000 0 0 Replacement lights" around the Santa Monica Pier. Total Project 100,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Pier Utility Upgrades 9006 Repair and replacement of damaged Pier 750,000 0 0 electrical, water, sewer, gas and fire protection utilities under the Santa Monica Pier. Total Project 750,000 0 0
Pier Viewing Deck 4011 Funds for interior upgrades to the Santa Pier 50,000 0 0 Enhancements Monica Pier viewing deck. Total Project 50,000 0 0
Prolaw Upgrade 8002 Software replacements and upgrades to General 80,000 0 0 support the Prolaw system used by the City Attorney's Office for civil case operations.
408 Total Project 80,000 0 0
Promenade Facility 0771 Ongoing facility maintenance and general General 195,000 200,000 200,000 Maintenance repairs at the Third Street Promenade. Total Project 195,000 200,000 200,000
Real Time Beach Parking 7005 Design and construct real time parking signs Capital Projects 36,500 214,000 36,500 Signs and travel information for motorist to parking lots and entrances to Santa Monica Miscellaneous 66,000 401,000 66,000 beach area. Grants Total Project 102,500 615,000 102,500
Reduced Emission Vehicle 0401 Purchase of reduced emission vehicles. AQMD 175,000 175,000 175,000
Total Project 175,000 175,000 175,000
Reed Park Facility 0598 Design and implementation of improvements Capital Projects 300,000 0 0 Improvements to Youth Office to address customer service needs. Total Project 300,000 0 0 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Refuse Container 0227 Replacement of 95 gallon and 2-yard refuse Solid Waste Mgmt. 525,000 525,000 525,000 Replacement containers throughout the city. Total Project 525,000 525,000 525,000
Refuse Container Purchase - 0589 Purchase and replacement of 2 and 3-cubic Solid Waste Mgmt. 200,000 0 0 Commercial Containers yard waste and recycling bins for commercial customers. Total Project 200,000 0 0
Regional Urban Runoff 0790 Contributions to capital projects constructed Clean Beaches and 283,000 283,000 0 Projects by other governmental agencies to improve Ocean Parcel Tax the regional urban runoff system.
Total Project 283,000 283,000 0
409 Replacement of Hill & Dale 4001 Replacement of concrete retaining wall and Capital Projects 90,000 0 0 Retaining Wall fencing and install a water retention system at Hill n' Dale Pre-School. Total Project 90,000 0 0
Safety & Security Project 4015 Ongoing safety and security related Big Blue Bus 1,500,000 0 0 improvements to the Big Blue Bus facility, buses, and shelters as well as increase safety for passengers, personnel, and increase the security of capital assets.
Total Project 1,500,000 0 0
Service Vehicles 0115 Ongoing replacement of non-revenue Big Blue Bus 125,000 0 100,000 vehicles used by the Big Blue Bus, which are replaced according to type and use of vehicles. Total Project 125,000 0 100,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Shop Equipment 0709 Replacement of various shop equipment Big Blue Bus 60,000 60,000 60,000 including refrigerant, recovery and/or recycle equipment, plasma cutter, drill/milling machine for body panels, hydraulic metal shear, metal roller, infrared heat lamps, body shop vacuum cleaner, steam cleaner etc. Total Project 60,000 60,000 60,000
Signal System Upgrades 7009 Funds for modification of existing traffic Miscellaneous Grants 0 433,000 0 - MTA signals and communication infrastructure - Prop C necessary for a centralized traffic signal Miscellaneous Grants 117,000 0 0 control system. Total Project 117,000 433,000 0 410 Signing & Striping Plan 0340 Funds for consulting fees to prepare signing General 70,000 70,000 70,000 Preparation and striping plans for the arterial and collector streets that are planned to be resurfaced. Total Project 70,000 70,000 70,000
Street & Parking Lot 0152 Funds for the repair and resurfacing of Capital Projects 3,000,000 3,000,000 3,000,000 Resurfacing/ Sidewalk Repair streets, alleys and park parking lots, as well CDBG 500,000 0 0 as removal and replacement of damaged and uplifted sidewalks due to tree root growth. Misc.Grants 500,000 500,000 500,000 Wastewater 102,300 104,935 104,935 Water 204,445 209,715 210,000 Total Project 4,306,745 3,814,650 3,814,935 Street Light Retrofit 0724 Replacement of outdated circuits and light Capital Projects 2,000,000 2,000,000 2,000,000 poles throughout the City to provide brighter and more efficient lighting. Total Project 2,000,000 2,000,000 2,000,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Streetlight Assessment 7001 Installation of new street lights in a Capital Projects 200,000 0 0 Districts residential area initiated by petition of the area residents. Total Project 200,000 0 0
Technology Asset 8001 Funds for management solution for tracking General 120,000 0 0 Management and monitoring City's technology assets.
Total Project 120,000 0 0
Technology Equipment 0113 Ongoing program for replacement of Big Blue Bus 345,000 1,000,000 600,000 computers, plus purchase of various hardware and software enhancements to improve operational effectiveness of Big
411 Blue Bus. Total Project 345,000 1,000,000 600,000
Telecommunications 0006Ongoing program for the centralized Airport 15,987 15,987 15,987 Services management of City-wide Beach Recreation 1,878 1,878 1,878 telecommunication systems purchases, Big Blue Bus 50,000 50,000 50,000 maintenance, services and associated costs. Cemetery 2,793 2,793 2,793 Civic Auditorium 10,450 10,450 10,450 General 559,274 559,274 559,274 Pier 9,920 9,920 9,920 Solid Waste Mgmt. 7,079 7,079 7,079 Vehicle 5,297 5,297 5,297 Management Wastewater 13,627 13,627 13,627 Water 40,739 40,739 40,739 Workers 6,260 6,260 6,260 Compensation Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
0006 Funds for the planned annual expenditures Information 716,644 716,644 716,644 on telecommunication maintenance and Technology replacement Total Project 1,439,948 1,439,948 1,439,948
Title 22 SMURRF Upgrades 9002 The City will investigate potential new Stormwater 0 0 2,500,000 revenue sources that, where possible, ensure that the cost of services are paid for by the individuals or businesses benefitting directly from the service. Total Project 0 0 2,500,000
TORCA Affordable Housing 0377 Funds to assist the City or nonprofit housing TORCA 300,000 100,000 100,000 Trust developers to acquire, rehabilitate,
412 construct, aid in the financing of, or provide rental subsidies for temporary or permanent housing for low income households.
Total Project 300,000 100,000 100,000
Traffic Signal 0407 Funds for modification of the existing traffic Earthquake RDA 1,558,000 2,367,000 0 Synchronization signals and communication infrastructure necessary for a centralized traffic signal Miscellaneous 1,760,969 933,000 0 control system. Grants Total Project 3,318,969 3,300,000 0
Transit Center Project 0749 Funds the Transit Customer Information Big Blue Bus 0 0 677,500 Center located at the Third Street Promenade. Total Project 0 0 677,500
Transit Mall Kiosk 4005 Repair transit customer information kiosk at Miscellaneous 335,000 0 0 - Prop C Transit Mall. Grants Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Universal Fare System 0825 The Universal Fare System (UFS) Project Big Blue Bus 0 1,000,000 1,000,000 allows BBB to join with other large Los Angeles County transit operators to jointly purchase fare box system hardware which will enable the region's customers to seamlessly travel on any transit system using a "Smart Card", without worry of differing fare structures and media.
Total Project 0 1,000,000 1,000,000
Universally Accessible 6005 Funds for a feasibility study and concept CDBG 0 0 100,000 Playgrounds alternatives for a universally accessible playground at South Beach Park. 413 Total Project 0 0 100,000
Vehicle Replacement 0167Ongoing program for vehicle replacement of Airport 0 39,646 43,085 the City fleet on established schedules. AQMD 475,000 0 0 Each fund provides annual contributions to Beach House 54,000 0 0 for automatically replace vehicles when they Beach Recreation 0 44,050 155,009 reach the end of their useful life. Cemetery 0 12,326 28,538 Civic Auditorium 0 0 13,043 General 2,766,970 2,704,823 2,360,978 Pier 0 27,409 40,925 Solid Waste Mgmt. 0 1,000,103 1,187,021 Wastewater 33,139 159,397 158,851 Water 447,642 286,308 306,256 Worker's Comp. 1,510 2,010 1,888
Funds for the planned annual purchase of Vehicle Mgmt. 4,973,970 1,980,395 3,249,261 vehicles. Total Project 8,752,231 6,256,467 7,544,855 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Vertical Asset Mgmt Plan 9004 Funds for the identification of the highest Water 0 500,000 0 risk-based above-ground sewer main replacement needs and will provide an orderly construction schedule for improvements. Total Project 0 500,000 0
Vertical Asset Mgmt Plan 9009 Funds for the identification of the highest Wastewater 0 0 500,000 risk-based above-ground sewer main replacement needs and will provide an orderly construction schedule for improvements. Total Project 0 0 500,000
414 Virginia Avenue Park 6001 Replacement of worn Netlon turf area at Capital Projects 105,000 0 0 Hardscape Repair Virginia Avenue Park with a hardscape roadway. Total Project 105,000 0 0
Wastewater Main 0628 Ongoing program to replace or upgrade Wastewater 500,000 750,000 1,000,000 Replacement substandard and deteriorated water mains throughout the City. Total Project 500,000 750,000 1,000,000
Water Main Replacement 0136 Ongoing program to replace or upgrade Water 1,000,000 1,000,000 1,000,000 substandard and deteriorated water mains throughout the City. Total Project 1,000,000 1,000,000 1,000,000
Water Main Replacement - 0193 Ongoing program to replace or upgrade Water 500,000 500,000 500,000 Force Account substandard and deteriorated water mains throughout the City. Total Project 500,000 500,000 500,000 Capital Improvement Project Descriptions
Project Project # Description Fund FY2008-09 FY2009-10 FY2010-11
Wurlitzer Organ 4012 Repair of the Wurlitzer 153 Organ located at Pier 50,000 0 0 Refurbishment the Santa Monica Pier. Total Project 50,000 0 0
Yard Improvements 0107 Ongoing improvements to the bus yard Big Blue Bus 320,000 200,000 400,000 including replacement of paving, fencing and lighting. Also funds soil remediation.
Total Project 320,000 200,000 400,000
TOTAL ALL FUNDS $ 133,207,599 99,171,520 95,159,593 415 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
GENERAL FUND IS 01 0003 Computer Equipment Replacement Program $ 784,305 702,255 702,255 IS 01 0006 Telecommunication Services 559,274 559,274 559,274 IS 01 0167 Vehicle Replacement 2,766,970 2,704,823 2,360,978 C 01 0170 Fire Vehicle Replacement Program 169,500 127,200 0 M 01 0340 Signing & Striping Plan Preparation 70,000 70,000 70,000 M 01 0456 Crosswalk Repair 88,000 88,000 88,000 M 01 0548 Personal Protective Equipment Replacement 65,000 65,000 65,000 M 01 0559 Computer Network Maintenance 55,250 55,250 55,250 M 01 0771 Promenade Facility Maintenance 195,000 200,000 200,000 M 01 1122 Art Conservation Program 100,000 0 0 P 01 7013 1440 PCH Lot Signal Study 200,000 0 0 C 01 8001 Technology Asset Management 120,000 0 0 C 01 8002 Prolaw Upgrade 80,000 0 0 C 01 8003 Broadband Wireless Network 450,000 450,000 0 C 01 8004 Automated Circulation System Upgrade 0 300,000 0 C 01 8005 Fleet Management System Upgrades 145,000 0 0 TOTAL GENERAL FUND 5,848,299 5,321,802 4,100,757
CAPITAL PROJECTS FUND C 02 0081 Percent for the Arts 27,078 0 0 M 02 0085 Facilities Renewal Program 2,000,000 1,750,000 1,750,000 M 02 0152 Street & Parking Lot Resurfacing/Sidewalk Repair 3,000,000 3,000,000 3,000,000 M 02 0594 Fire Radio Infrastructure Replacement 100,000 100,000 100,000 C 02 0598 Reed Park Facility Improvements 300,000 0 0 C 02 0724 Street Light Retrofit 2,000,000 2,000,000 2,000,000 C 02 0747 Park Restroom Replacement 2,457,800 0 0 M 02 4001 Replacement of Hill & Dale Retaining Wall 90,000 0 0 C 02 4002 City Hall Electrical Room Upgrade 500,000 0 0 C 02 6001 Virginia Avenue Park Hardscape Repair 105,000 0 0 C 02 6002 Hotchkiss Park Restrooms 250,000 0 0 C 02 7001 Streetlight Assessment Districts 200,000 0 0 C 02 7002 Ocean Park Blvd Improvements (Lincoln to Neilson) 450,000 200,000 1,000,000 C 02 7003 Borderline Neighborhood Improvements 250,000 2,500,000 0 C 02 7004 I-10/4th Street/Olympic Blvd. Improvements 0 0 200,000 C 02 7005 Real Time Beach Parking Signs 36,500 214,000 36,500 TOTAL CAPITAL PROJECTS FUND 11,766,378 9,764,000 8,086,500
SPECIAL REVENUE SOURCE FUND H 04 0235 Citywide Housing Trust 500,000 500,000 500,000 C 04 7002 Ocean Park Blvd Improve (Lincoln to Neilson)-Prop 1B 0 2,800,000 0 TOTAL SPECIAL REVENUE SOURCE FUND 500,000 3,300,000 500,000
416 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
CLEAN BEACHES AND OCEAN PARCEL TAX FUND C 06 0701 Bicknell Street Greening 300,000 0 0 M 06 0790 Regional Urban Runoff Projects 283,000 283,000 0 TOTAL CLEAN BEACHES FUND 583,000 283,000 0
BEACH RECREATION FUND IS 11 0006 Telecommunication Services 1,878 1,878 1,878 IS 11 0167 Vehicle Replacement 0 44,050 155,009 C 11 0649 Beach Parking Lot Improvements 196,000 200,000 200,000 M 11 6003 Beach Volleyball Court Replacement 72,000 72,000 72,000 C 11 7006 1550 Lot Pump System 150,000 0 0 TOTAL BEACH RECREATION FUND 419,878 317,928 428,887
HOUSING AUTHORITY FUND IS 12 0003 Computer Equipment Replacement Program 6,100 6,100 6,100 TOTAL HOUSING AUTHORITY FUND 6,100 6,100 6,100
TORCA FUND H 14 0377 TORCA Affordable Housing Trust 300,000 100,000 100,000 TOTAL TORCA FUND 300,000 100,000 100,000
LOW/MODERATE INCOME HOUSING FUND (RDA 20% Set-Aside Funds) H 15 0049 Low/Moderate Income Housing - Downtown RDA 158,000 161,000 368,000 H 15 0049 Low/Moderate Income Housing - Earthquake RDA 9,777,300 10,635,100 11,381,800 H 15 0049 Low/Moderate Income Housing - Ocean Park RDA 257,800 266,900 276,600 TOTAL LOW/MOD INCOME HOUSING FUND 10,193,100 11,063,000 12,026,400
EARTHQUAKE RDA FUND IS 17 0003 Computer Equipment Replacement Program 10,000 2,000 2,000 C 17 0081 Percent for the Arts 287,000 110,000 0 C 17 0407 Traffic Signal Synchronization 1,558,000 2,367,000 0 C 17 0772 Civic Center Projects 5,150,000 15,000,000 0 C 17 0776 Downtown Strategic Parking Enhancement Program 28,700,000 11,000,000 6,000,000 C 17 2001 Demolition or Rehab of City Property 400,000 0 0 M 17 4003 Citywide Infrastructure Assessment 500,000 0 0 C 17 4004 Citywide Infrastructure Improvements 0 0 10,000,000 P 17 6004 Memorial Park Master Plan 1,100,000 500,000 10,000,000 C 17 7012 Commercial Corridor Strategy & Improvements 400,000 0 3,000,000 TOTAL EARTHQUAKE RDA FUND 38,105,000 28,979,000 29,002,000
OCEAN PARK RDA FUND H 18 0050 Housing Projects 1,100,000 1,500,000 1,500,000 TOTAL OCEAN PARK RDA FUND 1,100,000 1,500,000 1,500,000
417 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
COMMUNITY DEVELOPMENT BLOCK GRANT FUND C 19 0152 Street & Parking Lot Resurfacing/Sidewalk Repair 500,000 0 0 C 19 0522 20th & Cloverfield 0 0 550,000 C 19 6005 Universally Accessible Playgrounds 0 0 100,000 C 19 6006 Beach Accessible Walkways 110,000 0 0 C 19 6007 Beach Restroom Replacement 0 600,000 0 TOTAL CDBG FUND 610,000 600,000 650,000
MISCELLANEOUS GRANTS FUND H 20 0050 Housing Projects 29,000 29,000 29,000 M 20 0152 Street & Parking Lot Resurfacing/... - Prop C 500,000 500,000 500,000 H 20 0344 HOME Housing Trust 690,000 690,000 690,000 C 20 0407 Traffic Signal Synchronization 1,760,969 933,000 0 C 20 0429 Pedestrian Extension - MTA 202,000 0 0 C 20 0464 Pedestrian Extension to Transit Mall- Fed. 560,000 0 0 C 20 0777 Bus Pads on Transit Routes - Prop A 300,000 300,000 300,000 C 20 4005 Transit Mall Kiosk - Prop C 335,000 0 0 C 20 7005 Real Time Beach Parking Signs - MTA 66,000 401,000 66,000 M 20 7008 Fed St Resurfacing Project 5 - STPL 606,937 00 M 20 7009 Signal System Upgrades - Prop C 117,000 0 0 M 20 7009 Signal System Upgrades - MTA 0 433,000 0 C 20 7010 Bicycle Technology Demonstration Project - MTA 52,000 168,000 59,000 C 20 7010 Bicycle Technology Demonstration Project - Prop C 22,000 72,000 26,000 C 20 7011 Bike Transit Center - MTA 0 1,669,000 0 C 20 7011 Bike Transit Center - Prop C 320,000 404,000 50,000 C 20 7011 Bike Transit Center - TDA 0 180,000 0 TOTAL MISCELLANEOUS GRANTS FUND 5,560,906 5,779,000 1,720,000
BEACH HOUSE FUND IS 24 0003 Computer Equipment Replacement Program 23,300 3,300 3,300 IS 24 0167 Vehicle Replacement 54,000 0 0 TOTAL BEACH HOUSE FUND 77,300 3,300 3,300 WATER FUND IS 25 0003 Computer Equipment Replacement Program 34,600 34,600 34,600 IS 25 0006 Telecommunication Services 40,739 40,739 40,739 C 25 0136 Water Main Replacement 1,000,000 1,000,000 1,000,000 M 25 0152 Street & Parking Lot Resurfacing/Sidewalk Repair 204,445 209,715 210,000 IS 25 0167 Vehicle Replacement 447,642 286,308 306,256 M 25 0193 Water Main Replacement - Force Account 500,000 500,000 500,000 P 25 9001 Linear Asset Mgmt Plan - Water 500,000 0 0 C 25 9003 Hanson 8 Software Upgrade 75,000 0 0 P 25 9004 Vertical Asset Mgmt Plan 0 500,000 0 TOTAL WATER FUND 2,802,426 2,571,362 2,091,595
418 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
SOLID WASTE MANAGEMENT FUND IS 27 0003 Computer Equipment Replacement Program 13,200 13,200 13,200 IS 27 0006 Telecommunication Services 7,079 7,079 7,079 IS 27 0167 Vehicle Replacement 0 1,000,103 1,187,021 C 27 0227 Refuse Container Replacement 525,000 525,000 525,000 C 27 0589 Refuse Container Purchase - Commercial Containers 200,000 0 0 TOTAL SOLID WASTE MANAGEMENT FUND 745,279 1,545,382 1,732,300
PIER FUND IS 30 0003 Computer Equipment Replacement Program 6,400 6,400 6,400 IS 30 0006 Telecommunication Services 9,920 9,920 9,920 IS 30 0167 Vehicle Replacement 0 27,409 40,925 M 30 4006 Pier Infrastructure Improvements 3,236,000 1,764,000 0 M 30 4007 Pier Gangway 962,000 0 0 M 30 4008 250 Pier Roof Replacement 72,000 0 0 M 30 4009 Carousel Building Repair 97,000 0 0 C 30 4011 Pier Viewing Deck Enhancements 50,000 0 0 M 30 4012 Wurlitzer Organ Refurbishment 50,000 0 0 M 30 4013 Carousel Dome Repair 50,000 0 0 M 30 4014 Pier Necklace Light Replacement 100,000 0 0 M 30 9006 Pier Utility Upgrades 750,000 0 0 TOTAL PIER FUND 5,383,320 1,807,729 57,245
WASTEWATER FUND IS 31 0003 Computer Equipment Replacement Program 17,200 17,200 17,200 IS 31 0006 Telecommunication Services 13,627 13,627 13,627 M 31 0152 Street & Parking Lot Resurfacing/Sidewalk Repair 102,300 104,935 104,935 IS 31 0167 Vehicle Replacement 33,139 159,397 158,851 M 31 0347 Hyperion Capital Payment 4,212,450 6,362,550 8,178,750 C 31 0628 Wastewater Main Replacement 500,000 750,000 1,000,000 P 31 9007 Linear Asset Mgmt Plan - Wastewater 250,000 0 0 C 31 9008 Hanson 8 Software Upgrade 75,000 0 0 P 31 9009 Vertical Asset Mgmt Plan - Wastewater 0 0 500,000 TOTAL WASTEWATER FUND 5,203,716 7,407,709 9,973,363
CIVIC AUDITORIUM FUND IS 32 0003 Computer Equipment Replacement Program 6,800 6,800 6,800 IS 32 0006 Telecommunication Services 10,450 10,450 10,450 C 32 0081 Percent for the Arts 2,000 0 0 IS 32 0167 Vehicle Replacement 0 0 13,043 C 32 0563 Civic Auditorium Renovation 200,000 0 0 C 32 0585 Civic Auditorium Carpet Replacement 0 200,000 0 C 32 0813 Civic Auditorium Chair Replacement 250,000 0 0 TOTAL CIVIC AUDITORIUM FUND 469,250 217,250 30,293
419 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
AIRPORT FUND IS 33 0003 Computer Equipment Replacement Program 11,000 11,000 11,000 IS 33 0006 Telecommunication Services 15,987 15,987 15,987 IS 33 0167 Vehicle Replacement 0 39,646 43,085 M 33 0638 Airport Slurry Seal & Re-Stripe 150,000 150,000 150,000 M 33 0642 Parking Lot Maintenance 60,000 200,000 60,000 TOTAL AIRPORT FUND 236,987 416,633 280,072
STORMWATER FUND C 34 9002 Title 22 SMURRF Upgrades 0 0 2,500,000 P 34 9005 Analysis of Non-potable Water Distribution System 0 100,000 0 TOTAL STORMWATER FUND 0 100,000 2,500,000
CEMETERY FUND IS 37 0003 Computer Equipment Replacement Program 2,400 2,400 2,400 IS 37 0006 Telecommunication Services 2,793 2,793 2,793 IS 37 0167 Vehicle Replacement 0 12,326 28,538 TOTAL CEMETERY FUND 5,193 17,519 33,731
BIG BLUE BUS FUND IS 41 0006 Telecommunication Services 50,000 50,000 50,000 C 41 0099 Farebox System 75,000 1,075,000 1,075,000 C 41 0104 Campus Expansion Project 5,000,000 0 0 C 41 0106 Bus Components Replacement Program 3,800,000 3,000,000 3,300,000 C 41 0107 Yard Improvements 320,000 200,000 400,000 C 41 0113 Technology Equipment 345,000 1,000,000 600,000 C 41 0114 Bus Stop Amenities 1,830,000 1,660,000 1,780,000 C 41 0115 Service Vehicles 125,000 0 100,000 C 41 0373 Advanced Fleet Mgmt System 1,000,000 1,000,000 0 C 41 0519 Bus Replacement Program 21,814,936 5,000,000 6,000,000 C 41 0709 Shop Equipment 60,000 60,000 60,000 C 41 0749 Transit Center Project 0 0 677,500 C 41 0825 Universal Fare System 0 1,000,000 1,000,000 C 41 0826 Facility Upgrade and Renovation 300,000 300,000 300,000 C 41 4015 Safety & Security Project 1,500,000 0 0 TOTAL BIG BLUE BUS FUND 36,219,936 14,345,000 15,342,500
AIR QUALITY MGMT DISTRICT (AQMD) FUND IS 44 0167 Vehicle Replacement 475,000 0 0 C 44 0401 Reduced Emission Vehicle 175,000 175,000 175,000 TOTAL AQMD FUND 650,000 175,000 175,000
420 Capital Improvement Projects by Fund
Account # Project FY2008-09 FY2009-10 FY2010-11
VEHICLE MANAGEMENT FUND IS 54 0003 Computer Equipment Replacement Program 6,000 6,000 6,000 IS 54 0006 Telecommunication Services 5,297 5,297 5,297 C 54 0167 Vehicle Replacement 4,973,970 1,980,395 3,249,261 TOTAL VEHICLE MANAGEMENT FUND 4,985,267 1,991,692 3,260,558
INFORMATION TECHNOLOGY FUND C55 0003 Computer Equipment Replacement Program 699,250 821,600 821,600 M 55 0006 Telecommunication Services 716,644 716,644 716,644 TOTAL INFORMATION TECHNOLOGY FUND 1,415,894 1,538,244 1,538,244
WORKERS' COMPENSATION FUND IS 59 0003 Computer Equipment Replacement Program 12,600 12,600 12,600 IS 59 0006 Telecommunication Services 6,260 6,260 6,260 IS 59 0167 Vehicle Replacement 1,510 2,010 1,888 TOTAL WORKERS' COMPENSATION FUND 20,370 20,870 20,748 TOTAL ALL FUNDS $ 133,207,599 99,171,520 95,159,593
421 Capital Improvement Projects by Type
Project # Project FY2008-09 FY2009-10 FY2010-11
CULTURAL ARTS PROJECTS 0081 Percent for the Arts 316,078 110,000 0 1122 Art Conservation Program 100,000 0 0 TOTAL CULTURAL ARTS 416,078 110,000 0
ECONOMIC DEVELOPMENT PROJECTS 2001 Demolition or Rehab of City Property 400,000 0 0 TOTAL ECONOMIC DEVELOPMENT 400,000 0 0
EQUIPMENT REPLACEMENT PROJECTS 0003 Computer Equipment Replacement Program - Contributions 933,905 823,855 823,855 0003 Computer Equipment Replacement Program - Purchases 699,250 821,600 821,600 0006 Telecommunication Services - Contributions 723,304 723,304 723,304 0006 Telecommunication Services - Purchases 716,644 716,644 716,644 0099 Farebox System 75,000 1,075,000 1,075,000 0106 Bus Components Replacement Program 3,800,000 3,000,000 3,300,000 0113 Technology Equipment 345,000 1,000,000 600,000 0115 Service Vehicles 125,000 0 100,000 0167 Vehicle Replacement - Contributions 3,778,261 4,276,072 4,295,594 0167 Vehicle Replacement - Purchases 4,973,970 1,980,395 3,249,261 0170 Fire Vehicle Replacement Program 169,500 127,200 0 0227 Refuse Container Replacement 525,000 525,000 525,000 0373 Advanced Fleet Mgmt System 1,000,000 1,000,000 0 0401 Reduced Emission Vehicle 175,000 175,000 175,000 0519 Bus Replacement Program 21,814,936 5,000,000 6,000,000 0548 Personal Protective Equipment Replacement 65,000 65,000 65,000 0559 Computer Network Maintenance 55,250 55,250 55,250 0589 Refuse Container Purchase - Commercial Containers 200,000 0 0 0594 Fire Radio Infrastructure Replacement 100,000 100,000 100,000 0709 Shop Equipment 60,000 60,000 60,000 0825 Universal Fare System 0 1,000,000 1,000,000 TOTAL EQUIPMENT REPLACEMENT 40,335,020 22,524,320 23,685,508
FACILITIES PROJECTS 0085 Facilities Renewal Program 2,000,000 1,750,000 1,750,000 0104 Campus Expansion Project 5,000,000 0 0 0107 Yard Improvements 320,000 200,000 400,000 0114 Bus Stop Amenities 1,830,000 1,660,000 1,780,000 0429 Pedestrian Extension - MTA 202,000 0 0 0464 Pedestrian Extension to Transit Mall - Fed. 560,000 0 0 0563 Civic Auditorium Renovation 200,000 0 0 0585 Civic Auditorium Carpet Replacement 0 200,000 0 0749 Transit Center Project 0 0 677,500 0771 Promenade Facility Maintenance 195,000 200,000 200,000 0772 Civic Center Projects 5,150,000 15,000,000 0 0813 Civic Auditorium Chair Replacement 250,000 0 0
422 Capital Improvement Projects by Type
Project # Project FY2008-09 FY2009-10 FY2010-11
0826 Facility Upgrade and Renovation 300,000 300,000 300,000 4001 Replacement of Hill & Dale Retaining Wall 90,000 0 0 4002 City Hall Electrical Room Upgrade 500,000 0 0 4003 Citywide Infrastructure Assessment 500,000 0 0 4004 Citywide Infrastructure Improvements 0 0 10,000,000 4005 Transit Mall Kiosk - Prop C 335,000 0 0 4006 Pier Infrastructure Improvements 3,236,000 1,764,000 0 4007 Pier Gangway 962,000 0 0 4008 250 Pier Roof Replacement 72,000 0 0 4009 Carousel Building Repair 97,000 0 0 4011 Pier Viewing Deck Enhancements 50,000 0 0 4012 Wurlitzer Organ Refurbishment 50,000 0 0 4013 Carousel Dome Repair 50,000 0 0 4014 Pier Necklace Light Replacement 100,000 0 0 4015 Safety & Security Project 1,500,000 0 0 TOTAL FACILITIES 23,549,000 21,074,000 15,107,500
HOUSING PROJECTS 0049 Low/Moderate Income Housing 10,193,100 11,063,000 12,026,400 0050 Housing Projects 1,129,000 1,529,000 1,529,000 0235 Citywide Housing Trust 500,000 500,000 500,000 0344 HOME Housing Trust 690,000 690,000 690,000 0377 TORCA Affordable Housing Trust 300,000 100,000 100,000 TOTAL HOUSING PROJECTS 12,812,100 13,882,000 14,845,400
PARKS PROJECTS 0598 Reed Park Facility Improvements 300,000 0 0 0649 Beach Parking Lot Improvements 196,000 200,000 200,000 0747 Park Restroom Replacement 2,457,800 0 0 6001 Virginia Avenue Park Hardscape Repair 105,000 0 0 6002 Hotchkiss Park Restrooms 250,000 0 0 6003 Beach Volleyball Court Replacement 72,000 72,000 72,000 6004 Memorial Park Master Plan 1,100,000 500,000 10,000,000 6005 Universally Accessible Playgrounds 0 0 100,000 6006 Beach Accessible Walkways 110,000 0 0 6007 Beach Restroom Replacement 0 600,000 0 TOTAL PARKS 4,590,800 1,372,000 10,372,000
STREETS / SIDEWALKS & TRAFFIC PROJECTS 0152 Street & Parking Lot Resurfacing / Sidewalk Repair 4,306,745 3,814,650 3,814,935 0340 Signing & Striping Plan Preparation 70,000 70,000 70,000 0407 Traffic Signal Synchronization 3,318,969 3,300,000 0 0456 Crosswalk Repair 88,000 88,000 88,000 0522 20th & Cloverfield 0 0 550,000 0638 Airport Slurry Seal & Re-Stripe 150,000 150,000 150,000 0642 Parking Lot Maintenance 60,000 200,000 60,000
423 Capital Improvement Projects by Type
Project # Project FY2008-09 FY2009-10 FY2010-11
0701 Bicknell Street Greening 300,000 0 0 0724 Street Light Retrofit 2,000,000 2,000,000 2,000,000 0776 Downtown Strategic Parking Enhancement Program 28,700,000 11,000,000 6,000,000 0777 Bus Pads on Transit Routes - Prop A 300,000 300,000 300,000 7001 Streetlight Assessment Districts 200,000 0 0 7002 Ocean Park Blvd Improvements 450,000 3,000,000 1,000,000 7003 Borderline Neighborhood Improvements 250,000 2,500,000 0 7004 I-10/4th Street/Olympic Blvd. Improvements 0 0 200,000 7005 Real Time Beach Parking Signs 102,500 615,000 102,500 7006 1550 Lot Pump System 150,000 0 0 7008 Fed St Resurfacing Project 5 - STPL 606,937 00 7009 Signal System Upgrades 117,000 433,000 0 7010 Bicycle Technology Demonstration Project - MTA 52,000 168,000 59,000 7010 Bicycle Technology Demonstration Project - Prop C 22,000 72,000 26,000 7011 Bike Transit Center 320,000 2,253,000 50,000 7012 Commercial Corridor Strategy & Improvements 400,000 0 3,000,000 7013 1440 PCH Lot Signal Study 200,000 0 0 TOTAL STREETS / SIDEWALKS / TRAFFIC 42,164,151 29,963,650 17,470,435
TECHNOLOGY PROJECTS 8001 Technology Asset Management 120,000 0 0 8002 Prolaw Upgrade 80,000 0 0 8003 Broadband Wireless Network 450,000 450,000 0 8004 Automated Circulation System Upgrade 0 300,000 0 8005 Fleet Management System Upgrades 145,000 0 0 TOTAL TECHNOLOGY 795,000 750,000 0
UTILITY PROJECTS 0136 Water Main Replacement 1,000,000 1,000,000 1,000,000 0193 Water Main Replacement - Force Account 500,000 500,000 500,000 0347 Hyperion Capital Payment 4,212,450 6,362,550 8,178,750 0628 Wastewater Main Replacement 500,000 750,000 1,000,000 0790 Regional Urban Runoff Projects 283,000 283,000 0 9001 Linear Asset Mgmt Plan - Water 500,000 0 0 9002 Title 22 SMURRF Upgrades 0 0 2,500,000 9003 Hanson 8 Software Upgrade 75,000 0 0 9004 Vertical Asset Mgmt Plan 0 500,000 0 9005 Analysis of non-potable Water Distribution System 0 100,000 0 9006 Pier Utility Upgrades 750,000 0 0 9007 Linear Asset Mgmt Plan - Wastewater 250,000 0 0 9008 Hanson 8 Software Upgrade 75,000 0 0 9009 Vertical Asset Mgmt Plan - Wastewater 0 0 500,000 TOTAL UTILITY 8,145,450 9,495,550 13,678,750 TOTAL CIP APPROPRIATION $ 133,207,599 99,171,520 95,159,593
424 Positions Funded by Capital Projects Budget
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
CAPITAL IMPROVEMENT PROGRAM (CIP)
Planning & Community Development - Building and Safety Combination Building Inspector I/II/III 0.0 0.0 0.0 2.0 2.0
Division Summary Permanent Employees 0.0 0.0 0.0 2.0 2.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 2.0 2.0
Planning & Community Development - Community and Strategic Planning Principal Planner 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
Planning & Community Development - Transportation Management Transportation Engineer* 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
* In FY2007-08 this position was reflected in Transportation Management (01415); in FY2008-09 the position was transferred to Capital Improvement Projects. Limited-term position expires 6/30/2012
Community & Cultural Services - Administration Senior Administrative Analyst - Parks and Community 0.0 0.0 0.0 1.0 1.0 Facility Planning
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
Big Blue Bus - Transit Maintenance Transportation Mechanic* 0.0 0.0 1.0 0.0 0.0 Transit Mechanic I/II* 0.0 0.0 0.0 1.0 1.0 Bus Yard Coordinator* 0.0 0.0 2.0 2.0 2.0 Motor Coach Cleaner* 0.0 0.0 3.0 3.0 3.0
Division Summary Permanent Employees 0.0 0.0 6.0 6.0 6.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 6.0 6.0 6.0
* Limited-term positions expire 6/30/2010
425 Positions Funded by Capital Projects Budget
2005-06 2006-07 2007-08 2009-10 Revised Revised Revised 2008-09 Budget DEPARTMENT / Division / Title Budget Budget Budget Budget Plan
Public Works - Civil Engineering and Architecture Architect 0.0 0.0 0.0 1.0 1.0 Civil Engineering Associate 0.0 0.0 0.0 1.0 1.0 Staff Assistant III 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 3.0 3.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 3.0 3.0
Public Works - Street Maintenance Maintenance Worker I - Asphalt* 0.0 0.0 0.0 1.0 1.0
Division Summary Permanent Employees 0.0 0.0 0.0 1.0 1.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 Total Division 0.0 0.0 0.0 1.0 1.0
* In FY2007-08 this position was reflected in Street Maintenance (01421); in FY2008-09 the position was transferred to Capital Improvement Projects. Limited-term position expires 6/30/2010
CIP Summary Permanent Employees 0.0 0.0 6.0 15.0 15.0 Temporary Staffing 0.0 0.0 0.0 0.0 0.0 TOTAL CIP FUNDED POSITIONS 0.0 0.0 6.0 15.0 15.0
426 Positions Funded by Capital Projects Budget
Department / Division Positions Projects Term Expiration
FY2008-09 A total of 15 positions were approved solely to work on and to be funded by capital improvements projects. Some of these positions are limited-term positions pending completion of the associated projects. The following is a summary of the position and the project(s):
Planning & Community Development / 2.0 FTE Civic Center Projects Permanent Building and Safety Combination (C170772) Building Inspector I/II/III Downtown Strategic Parking Enhancement Program (C170776)
Memorial Park Master Plan (C176004)
Commercial Corridor Strategy & Improvements (C177012)
Planning & Community Development / 1.0 FTE Principal Civic Center Projects Permanent Community and Strategic Planning Planner (C170772)
Downtown Strategic Parking Enhancement Program (C170776)
Memorial Park Master Plan (C176004)
Commercial Corridor Strategy & Improvements (C177012)
Planning & Community Development / 1.0 FTE Traffic Signal Synchronization June 30, 2012 Transportation Management Transportation (C170407) Engineer
427 Positions Funded by Capital Projects Budget
Department / Division Positions Projects Term Expiration
Community & Cultural Services / 1.0 FTE Senior Civic Center Projects Permanent Administration Administration (C170772) Analyst - Parks & Community Downtown Strategic Parking Facility Planning Enhancement Program (C170776)
Memorial Park Master Plan (C176004)
Commercial Corridor Strategy & Improvements (C177012)
Big Blue Bus / Transit Maintenance 1.0 FTE Transit Campus Expansion Project June 30, 2010 Mechanic I/II (C410104)
2.0 FTE Bus Yard Coordinator
1.0 FTE Motor Coach Cleaner
Public Works / Civil Engineering and 1.0 FTE Architect Downtown Strategic Parking Pending project Architecture Enhancement Program completion 1.0 FTE Civil (C170776) Engineering Associate
1.0 FTE Staff Assistant III
Public Works / Street Maintenance 1.0 FTE Sidewalk Repair and June 30, 2010 Maintenance Replacement (C430007) Worker I – Asphalt
428 Charnock Environmental Remediation Budget Summary
The Charnock Fund was created to account for the settlement agreement with various oil companies involved in water contamination of the City's Charnock wells. The original settlement agreement called for establishment of an Engineering Committee with one City representative and one oil company representative, who together develop the budget for construction of the water treatment plant for Charnock wells and other expenses such as replacement water purchase. A new agreement was signed in 2006 and the Engineering Committee was disbanded.
City of Santa Monica, California Charnock Environmental Remediation Budget Summary
FY2008-09 FY2009-10 Description Account Budget Budget Plan
Operating Budget Replacement Water 05671.522140$ 4,208,155 4,497,452 Bank Fees 05671.522180 4,000 4,000 Administrative Indirect 05671.544340 405,774 430,120 Contractual Services 05671.555010 276,522 381,600 Subtotal - Operating Budget$ 4,894,451 5,313,172
Non-Departmental Budget Interfund Transfer to Water Fund* 05695.579890 236,993 249,632 Subtotal - Non-Departmental Budget$ 236,993 249,632
Capital Improvement Budget Charnock Water Treatment Plant C050973 — — Charnock Wellfield Restoration C050878 — — Subtotal - Capital Improvement Budget $ — — TOTAL BUDGET$ 5,131,444 5,562,804
* Reimbursement to the Water Fund for 1.0 FTE Environmental Remediation Coordinator and 1.0 FTE Administrative Staff Assistant
429 Traffic Improvement Fee Statement
City of Santa Monica, California Traffic Improvement Fee Statement FY2008-09 Budget
June 30, 2007 Balance $ 4,339,491
(-) Less: FY2007-08 budgeted expenditures — (+) Add: FY2007-08 estimated interest 173,401 June 30, 2008 Estimated Balance$ 4,512,892
(-) Less: FY2008-09 budgeted expenditures — (+) Add: FY2008-09 estimated interest 173,401 June 30, 2009 Estimated Balance$ 4,686,293
430 2008-2009 Adopted Budget 2009-2010 Budget Plan
Appendix 431 432 433 434 435 436 437 438 439 440 441 442 443 444 445 446 447 448 449 450 451 452 453 454 455 456 457 458 459
461 462 463 464 465 466 467 468 469 470 471 472 473 474 475 476 477 478 479 480 481 482 483 484 485 486 487 488 489 490 491 492 493 494 495 496 497 498 499 500 501 502 503 504 505 506 507 Glossary of Budget Terms
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 method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.
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.
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.
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.
Assembly Bill 32 (AB32) On September 27, 2006, Governor Schwarzenegger signed AB 32, the Global Warming Solutions Act. The Act caps California’s greenhouse gas emissions at 1990 levels by 2020. This legislation represents the first enforceable state-wide program in the U.S. to cap all GHG emissions from major industries that includes penalties for non-compliance. It requires the State Air Resources Board to establish a program for statewide greenhouse gas emissions reporting and to monitor and enforce compliance with this program. The Act authorizes the state board to adopt market-based compliance mechanisms including cap-and-trade, and allows a one-year extension of the targets under extraordinary circumstances.
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.
508 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 Regular 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. Two agencies regularly review city bonds and generate bond ratings: Moody’s Investors Service and Standard and Poor’s Ratings Group.
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. Santa Monica's budget encompasses one fiscal year.
Budget Calendar The schedule of key dates or milestones which a government follows in preparation and adoption of a budget.
509 Budget Adoption Formal action by the City Council, which sets the spending path for the year.
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 Employee’s 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 Outlay A budget category which budgets all equipment having a unit cost of more than $1,000 and an estimated useful life of more than one year. Capital Outlay items are budgeted in the operating budget.
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.
Cash Basis of Accounting A basis of accounting under which transactions are recognized only 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 establishing the current "Council - Manager" form of government organization.
510 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.
CNG Compressed natural gas, which can reduce emitted toxic soot, is an alternative fuel for vehicles.
Community Priorities Strategic work objectives that require collaborative action by several City departments and partnerships with other elements of the community.
Comprehensive Annual Financial Report (CAFR) 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.
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.
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.
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,
511 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.
Encumbrances 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.
Expense Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.
Expense Category Three expense object categories: Salaries and Wages; Supplies and Expenses; and Capital Outlay.
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 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.
512 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 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.
513 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 given 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.
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.
LNG Liquefied natural gas, which is natural gas cooled to roughly -260° F at normal air pressure, is an environmentally friendly fuel to reduce emitted toxic soot.
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
514 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 V Clean Beaches and Ocean Parcel Tax Act, which was approved by voters of Santa Monica in 2006 for the levy of a citywide special tax to implement the City’s Watershed Management Plan throughout the City for the health, safety, and general welfare of the residents for the cost exceeding the revenue from other sources.
Methyl Tertiary-Butyl Ether (MTBE) Methyl tertiary-butyl ether (MTBE) is a chemical compound that is almost exclusively used as a fuel additive in motor gasoline to reduce tailpipe emissions for compliance of oxygenate requirements set by Congress in the 1990 Clean Air Act Amendment. At room temperature, MTBE dissolves rather easily in water. A growing number of studies have detected MTBE in ground water throughout the country; in some instances these contaminated waters are sources of drinking water. Low levels of MTBE can make drinking water supplies undrinkable due to its offensive taste and odor.
Mission A description of the basic purpose and responsibility of the division or department.
Modified Accrual Basis of Accounting 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.
Objective Statement describing a significant result or service level change to be accomplished during the next fiscal year.
Operating Budget A financial, programmatic and organizational plan for furthering the goals of the City Coun cil 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
515 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 reso lution.
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.
Performance Measure Quantifiable indicators that measure program workload or progress in achieving program objectives.
Program An activity or division within a department which furthers the objectives of the City Council by providing services or a product.
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 Council members 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.
516 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.
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.
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 and non-capital outlay 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.
Transient Occupancy Tax (TOT) A tax on hotel/motel stays thirty days or less. The rate in the City of Santa Monica is currently 14%.
Trust and Agency 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. The fee is charged in addition to other fees, such as the vehicle registration fee, air quality fees, and commercial vehicle weight fees. Approximately $300 million in VLF revenues are annually distributed to cities and counties.
517 Acronyms
AB Assembly Bill
ATMS Advanced Traffic Management System
AVR Average Vehicle Ridership
CAC California Arts Council
CAFR Comprehensive Annual Financial Report
CalPERS California Public Employee’s Retirement System
CAM Common Area Maintenance
CCS Community and Cultural Services
CDBG Community Development Block Grant
CIP Capital Improvement Programs
CLETS California Law Enforcement Telecommunications System
CNG Compressed Natural Gas
COG Council of Governments
COLA Cost of Living Adjustment
COPS Citizens’ Option for Public Safety
CPI Consumer Price Index
CREST Childcare Recreation Enrichment Sports Together
CUPA Certified Unified Program Agency
DUI Driving Under the Influence
EIR Environmental Impact Report
ERAF Educational Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FTE Full Time Equivalent
GAP Grant Acceleration Program
GAAP Generally Accepted Accounting Principles
518 GASB Governmental Accounting Standards Board
GDP Gross Domestic Product
GIS Geographical Information Systems
HLP Homeless Liaison Program
HMG Hazardous Mitigation Grants
HMRRP Haz-Mat Response and Reporting Program
HUD Department of Housing ad Urban Development
HOME Federal Home Investment Partnership Program
KEC Ken Edwards Center
LACMTA Los Angeles County Metropolitan Transportation Authority
LAEDC Los Angeles County Economic Development Corporation
LED Light Emitting Diodes
LEED Leadership in Energy and Environmental Design
LLEBG Local Law Enforcement Block Grants Program
LNG Liquefied Natural Gas
MOE Maintenance of Effort
MOU Memorandum of Understanding
MTA Metropolitan Transportation Authority
MTBE Methyl Tertiary-Butyl Ether
MUNI Municipal
MWD Metropolitan Water District
OB Operating Budget
OTS California Office Traffic Safety
PAL Police Activities League
PCH Pacific Coast Highway
PERS Public Employee Retirement System
PNA Pico Neighborhood Association PPRP Premium Promenade Restroom Project, which provides attendants for the women’s restroom in Parking Structure 4 and for the men’s
519 restroom in Parking Structure 3 on the 3rd Street Promenade. 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.
PTA Parent Teachers Association
PYFC Pico Youth Family Center
RDA Redevelopment Agency
SB Senate Bill
SCAQMD South Coast Air Quality Management District
SMPOA Santa Monica Police Officer’s Association
SMMUSD Santa Monica-Malibu Unified School District
SMURRF Santa Monica Urban Runoff Recycling Facility
TEA Transportation Equity Act
TDA Transportation Development Act
TMP Transportation Management Program
TORCA Tenant Ownership Rights Charter Amendment
TOT Transient Occupancy Tax
TV Television
UCLA University of California at Los Angeles
VoIP Voice over Internet Protocol
VLF Vehicle License Fee
WiFi Wireless Fidelity communication technology
WISE Westside Independent Services
9/11 September 11, 2001
520