Agenda - City of Santa Monica

AGENDA
CITY OF SANTA MONICA
SPECIAL CITY COUNCIL MEETING AGENDA
CITY HALL COUNCIL CHAMBERS - 1685 MAIN STREET
WEDNESDAY, MAY 29, 2013
MEETING BEGINS AT 5:30 P.M.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
(This is a special Council meeting. Public comment is permitted only on items listed
on the agenda.)
4. STUDY SESSION:
2013-2015 Biennial Budget Study Session Presentations:
Community and Cultural Services
Planning and Community Development
Police
Fire
Big Blue Bus
Housing & Economic Development
Public Works
Capital Improvement Program
13. COUNCILMEMBER DISCUSSION ITEMS:
13-A: Request of Councilmembers Davis, Winterer and Vazquez that the Council
allocate $6000 of discretionary funds to the Santa Monica Science Center
at John Adams Middle School (a 501(c)3 non-profit) to help defray the
costs of sending students to Kizugawa, Japan this summer as part of an
ongoing cultural exchange program.
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May 29, 2013

13-B: Request of Councilmember Winterer that the Council authorize staff to
return with an emergency ordinance amending SMMC Section 8.08.070(d))
to allow a fourth extension of time for building permits for development
projects that retain designated City Landmarks.
ADJOURNMENT.
Any documents produced by the City and distributed to a majority of the City Council
regarding any item on this agenda will be made available at the City Clerk's Counter
located at City Hall, 1685 Main Street, Santa Monica, and at the City’s public libraries
during normal business hours. Documents are also available at
http://www.smgov.net/departments/clerk/agendas.aspx.
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or call the City Clerk’s Office at (310) 458-8211.
Any member of the public unable to attend a meeting but wishing to comment on an
item(s) listed on the agenda may submit written comments prior to the meeting by
mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401. Comments
may also be e-mailed to: clerk@smgov.net
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y
pida hablar con Esterlina Lugo.
City Hall and the Council Chamber is wheelchair accessible. If you require any special
disability related accommodations (i.e. sign language interpreting, access to an
amplified sound system, etc.), please contact the City Clerk’s Office at (310) 458-8211
or TDD: (310) 917-6626 at least 3 days prior to the scheduled meeting. This agenda is
available in alternate format upon request by calling the City Clerk’s Office.
Parking is available in front of City Hall and on Olympic Drive and in the Civic Center
Parking Structure (validation free).
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May 29, 2013

City Council Report
To:
From:
Subject:
City Council Meeting: May 28, 2013
Agenda Item: 4-A
Mayor and City Council
Gigi Decavalles-Hughes, Director of Finance
Financial Status Update and Proposed FY 2013-15 Biennial Budget
Recommended Actions
Staff recommends that the City Council:
1) Receive the FY 2013-14 through FY 2017-18 Financial Status Update;
2) Receive City departments’ presentations on the Proposed FY 2013-15 Biennial
Budget;
3) Review and provide direction to staff on the Proposed FY 2013-15 Biennial
Budget (Attachment A);
4) Review and provide direction to staff on Decision Packages (Attachment C);
5) Review and provide direction to staff on the Fee Study Report (Attachment D);
and
6) Direct staff to proceed with setting the FY 2013-15 Budget Adoption hearing on
June 25, 2013.
Executive Summary
This report presents the City of Santa Monica’s Proposed FY 2013-15 Biennial Budget
and Capital Improvement Program Budget for FY 2013-14, as well as the May 2013
Financial Status Update for the General Fund for Fiscal Years 2013-14 through
2017-18. The financial status update includes the numbers set forth in the Proposed
Budget as well as new information received since the Five Year Financial Forecast was
presented to Council on January 22, 2013.
In January, staff projected a potential General Fund structural deficit beginning in
FY 2013-14 in the worst case, and in FY 2014-15 in the best case. At the time, Council
directed staff to implement strategies to develop a balanced FY 2013-15 Biennial
Budget that would avert such deficits.
The Proposed FY 2013-15 Biennial Budget is balanced and maintains core municipal
services. Responding to Council direction, City staff identified expenditure savings and
cost recovery proposals resulting from a comprehensive fee study when developing
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their department budgets. The Proposed Biennial Budget is $520.9 million in
FY 2013-14 and $527.7 million in FY 2014-15.
The May 2013 Financial Status Update shows positive balances in the first two years.
However, structural deficits starting at $3.9 million begin in FY 2015-16 due to projected
extraordinary increases in the City’s pension contributions, and increase to $9.2 million
in FY 2017-18. Applying best and worst scenarios to the forecast results in varying
degrees of deficits over the latter three and four years of the forecast, respectively.
Changes in other funds since the January 2013 forecast are resulting in healthier fund
balances.
Background
On January 22, 2013, City Council reviewed and commented on the FY 2013-14
through FY 2017-18 Five-Year Financial Forecast. The Forecast included a range of
scenarios noting best to worst cases. In the best case, the General Fund would have a
budget shortfall of $9 million in FY 2014-15, increasing to approximately $15 million in
FY 2017-18. Under the worst case scenario, State takeaways related to Redevelopment
dissolution and higher expenditures related to labor costs resulted in a deficit of
$4 million beginning in FY 2013-14, increasing to almost $29 million in FY 2017-18. To
achieve fiscal sustainability despite the pressures of rising costs and the threat of
redevelopment claw backs, Council directed staff to implement various budget
strategies in the development of the Proposed FY 2013-15 Biennial Budget. These
budget strategies include controlling total compensation costs through negotiations with
bargaining units; achieving efficiencies and increasing cost recovery to lower the
General Fund net expenditure baseline by 5%; and maintaining the City’s healthy
reserves.
Discussion
Economic Update
The national economy is recovering slowly. After annual growth of 2% in the last three
years, many experts are projecting growth approaching 3% annually in 2014 and 2015.
Unemployment, while slowly improving, at 7.5%, is still not expected to drop below 7%
until possibly 2015, based on recent economic forecasts. The housing market is
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ebounding and home prices and sales are anticipated to continue to grow over the next
two years.
Like the national economy, the State economy is expected to show modest
improvement over the next few years. Unemployment continues to fall, housing sales
and median prices have been strong, and the commercial real estate market is also
showing signs of recovery, with lower vacancy rates and higher asking rents. The
Governor’s May Revision to the proposed FY 2013-14 budget is balanced due to
spending reductions and new revenues from Proposition 30. The May Revision also
increased FY 2012-13 revenue estimates by $2.8 billion, reflecting increased income
tax revenues, due partially to the recovering economy and to wealthy individuals taking
capital gains before higher tax rates kicked in for 2013. However, revenue estimates for
FY 2013-14 were revised downward by $1.3 billion (1.3%), reflecting lowered personal
income growth estimates, primarily due to the uncertain global economy and the end of
the payroll tax holiday.
Santa Monica’s diversified tax base and geographic locations has led to a typical strong
recovery from the most recent economic downturn. The City’s economically driven tax
sources have recovered significantly to reach or exceed their pre-recession levels. This
strong recovery will moderate in the future as the City transitions out of its recovery
period.
Property values in the City remain the third highest in Los Angeles County and are
expected to continue to increase about 3% annually. Sales tax receipts, which declined
for two consecutive years due to the economy and the temporary closure and remodel
of Santa Monica Place, have also turned around and, like property taxes, are projected
to show modest growth in the near future. Tourism continues to exhibit strength, but
growth is expected to moderate to about 3.5% per year after three consecutive years of
near double digit gains coming out of the recession. Business license taxes are also
expected to grow slowly, following the general course of the local economy, while Utility
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Users Tax revenues projected to remain flat.
General Fund Financial Status Update
The financial status update includes updated revenue projections and the most recent
information related to growth rates for both revenues and expenditures. Operating
expenditures are anticipated to increase at an average rate of 3.7% over the five years
of the financial update, while revenues are anticipated to increase at an average rate of
2.4%. The primary reason for the difference is a 4% average annual increase in total
staff compensation (salaries and benefits), which represents 72% of the General Fund
operating budget. The high rate of expenditure growth is due primarily to new
developments in PERS contribution rates that will start in FY 2015-16. Non-salary
expenditures increase at the rate of the consumer price index, which is 2.0% in
FY 2013-14, increasing to 2.5% for the remainder of the forecast period.
Scenarios
The financial status update includes three scenarios.
• The probable scenario reflects the Proposed Budget assumptions as well as
increases in retirement and healthcare. Also incorporated in the probable
scenario are known impacts from the dissolution of redevelopment.
• The best case scenario reflects slightly higher revenues than are projected in the
Proposed Budget.
• The worst case scenario reflects the effects of additional State takeaways of
former redevelopment assets and loss of additional revenues.
The factors noted in the scenarios are explained in more detail below.
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Proposed FY 2013-15 Biennial Budget
The proposed two-year budget, presented as Attachment A, is balanced and maintains
core municipal services; addresses continuing and emerging community needs; sets
forth a reduced budget baseline; funds high priority capital projects and maintenance;
and promotes sustainability, livability, education, human capital, economic development,
mobility, and fiscal stability. New revenues anticipated from the fee study and the
decision packages are included in the proposed budget. The overall Proposed Budget
for the City of Santa Monica is $520.9 million in FY 2013-14 and $527.7 million in
FY 2014-15.
The largest component of the budget is the General Fund. Much of the budget
balancing work has centered on the General Fund, where most municipal services are
funded. The proposed General Fund budget is $306.1 million in FY 2013-14 and
$311.3 million in FY 2014-15.
Retirement Costs
In Spring 2013, CalPERS staff announced a number of upcoming adjustments to the
PERS actuarial methodology used to determine retirement contribution rates paid by
employers and employees beginning in FY 2015-16. These adjustments include a
change in the amortization methodology, updated mortality assumptions, and a lowering
of the portfolio’s 7.5% discount rate to 7.25%.
In April 2013, the CalPERS Board approved the amortization change, and it is likely that
the Board will approve the mortality and discount rate changes in the next year. Early
estimates indicate as much as 50% increases in contribution rates over five years. This
is an unprecedented increase that has the ability to cripple municipalities that have
already suffered severe losses due to the recession and the dissolution of
redevelopment.
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In Santa Monica, staff estimates a $5.8 million annual increase to the General Fund
contribution rate in FY 2015-16, that will ultimately reach an $18.1 million annual
contribution in FY 2019-20. Citywide, the contribution increase begins at $7.4 million
and reaches $22.7 million in FY 2019-20. Discussions and analysis on this change are
in the early stages and therefore estimates are subject to change. However, staff will
be forced to look at General Fund priorities over the next two years to find ways to
absorb these costs.
Healthcare Costs
January 1, 2014 marks the full implementation of the Patient Protection and Affordable
Care Act (PPACA). At this point, the City’s health insurance consultants have advised
that new taxes will be levied on employers (the City) and health insurance companies.
These taxes, the latter of which will be passed on to the City, are anticipated to total at
least $1 million annually. These costs were not included in the January 2013 forecast
but have been incorporated in the Proposed Budget. Alongside these new costs will be
the continued escalation of healthcare premiums, which are anticipated to increase by
at least 14% per year over the next two years. In addition, current healthcare premiums
are subject to change pending new agreements with insurers.
Redevelopment
The General Fund has absorbed approximately $2 million in costs previously funded by
Redevelopment. This is due to the State’s disallowance of redevelopment loan and
note repayments to the General Fund, including debt service payments on the Civic
Center Parking Structure, as well as senior housing voucher costs and compliance
monitoring of affordability covenants for housing. These costs were included in the
January Forecast. In addition to the operating costs are ongoing impacts related to
potential State clawbacks of former redevelopment assets and revenues, which are
shown in the worst case scenario.
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Probable Scenario (as budgeted)
FIVE YEAR PROJECTIONS
General Fund Operating and Capital Budget FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18
REVENUES* $ 303.6 $ 312.4 $ 321.0 $ 328.7 $ 337.2
EXPENDITURES
Operating** $ (283.7) $ (292.4) $ (306.6) $ (316.8) $ (328.2)
Capital $ (22.2) $ (18.2) $ (18.2) $ (18.2) $ (18.2)
USE OF CAPITAL RESERVES $ 10.9 $ - $ - $ - $ -
NET REVENUES OVER EXPENDITURES $ 8.6 $ 1.8 $ (3.9) $ (6.4) $ (9.2)
* Does not include $2.4 million in annual restricted revenues.
** Includes 15 percent contingency.
Staff estimates that the first two years of the forecast will yield a positive fund balance,
which will strengthen the City’s reserves. This is due in large part to the cost
efficiencies and enhanced cost recovery efforts that the City has incorporated into the
Proposed Budget per Council direction.
However, the third year of the forecast, FY 2015-16, shows a potential budget shortfall
of $3.9 million due to increased retirement costs, increasing to $9.2 million in
FY 2017-18. The worst case shows a potential deficit of approximately $2.2 million as
early as FY 2014-15, increasing to $13.2 million in FY 2017-18, depending upon the
outcome of disputes between the City and the State regarding former redevelopment
assets. A best case scenario, where revenues could increase slightly, shows the
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FY 2015-16 deficit decreasing to $0.7 million, increasing to $5.8 million in FY 2017-18.
Expenditure Reductions and Cost Recovery & Compliance Proposals – General Fund
As part of the budget development process, City departments were asked to find ways
to offset their current budgets by 5%. By focusing on core services, departments
identified expenditure savings of $5.5 million in FY 2013-14, increasing to $6.2 million in
FY 2014-15. Enhanced cost recovery efforts are anticipated to yield $4 million in
FY 2013-14, increasing to $5.6 million in FY 2014-15. A portion of the cost recovery
increases were identified in the fee study, discussed below. Finally, $3 million in
FY 2014-15 projects previously included in the CIP plan were rescheduled to reflect
updated project timing. In combination, these changes achieve the 5% target in
FY 2014-15.
To achieve expenditure savings, staff first reduced operating budgets to eliminate
recurrent savings. Staff also established more efficient staffing structures by eliminating
positions that are vacant and reducing overtime budgets. Streamlining operations and
new methods of providing services also resulted in savings.
To ensure that City staff are able to provide the highest level of services to the public,
community members must contribute their fair share, be it through taxes, fees or
permits, for services ranging from the general to those providing individualized benefits
that are fee-supported. In the next year, Finance staff will be strengthening the
compliance, audit and collections program to ensure taxes and fees owed to the City
are identified and collected.
Several departments have identified new areas where cost recovery is warranted, such
as park trainer fees, filming fees from interim use of the Civic Auditorium, and new nonresident
Library access fees. By leveraging City resources more effectively, such as
auctioning used computer equipment and providing a new passport processing service,
the City is also able to increase cost recovery.
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A number of return on investment programs are anticipated to increase revenues while
also addressing key community needs. Additional parking meters and extended meter
enforcement hours will increase turnover of on-street spaces and thereby make this
limited resource available to more community members. Continued expansion of the
City’s fiber optic network, CityNet will increase revenues while also helping local
businesses become stronger players in the global economy.
City Departments’ Significant Expenditure Reductions and Cost Recovery Proposals are
detailed in Attachment B.
Other Funds
Other major funds that are included in the Financial Status Update fall into two
categories: 1) funds that operate with sufficient revenues to sustain necessary
operation and capital needs, and 2) funds that have a structural deficit where ongoing
revenues are not sufficient to cover ongoing expenditures.
Self-Sustaining Enterprise Funds
In the Proposed FY 2013-15 Biennial Budget, the Wastewater Fund forecast indicates
there are adequate reserves for the next two years. The Big Blue Bus Fund is also
showing a stable forecast as the department reduced overtime pay and materials and
supplies budgets and increased cost recovery on contractual services.
The Resource Recovery and Recycling Fund is anticipated to experience a structural
deficit in FY 2014-15 unless a rate increase is implemented. Staff will complete a rate
study upon the completion of the Zero Waste Master Plan and will return to Council in
the second quarter for FY 2013-14 to present proposed rates.
The Water Fund has sufficient revenue to cover current operations and a rate increase
will not be necessary for FY 2013-14. A rate study will commence in FY 2013-14 after
the Sustainable Water Master Plan is completed in order to include financial impacts
identified in the Plan and ensure financial sustainability of the Fund.
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The Beach Fund will generate adequate revenues to sustain its operations throughout
the next five years. The Proposed Biennial Budget shows the merging of the Beach
House Fund into the Beach Fund for more efficient tracking.
In the Airport Fund, a realignment of capital projects, streamlined expenditures and a
greater focus on revenues, including updated landing fees approved by Council in
April 2013, present a balanced fund picture going forward.
Funds Requiring General Fund Subsidies
The subsidies from the General Fund to the Cemetery and Pier Funds are anticipated to
decrease by $400,000 in FY 2013-14 due to expenditure efficiencies, increased
revenues and changes in capital project scheduling.
The Housing Authority Fund will require General Fund subsidies of $120,000 and
$290,000, respectively during each year of the biennial budget due to the loss of
Redevelopment funding and reduction in HUD funding.
The Civic Auditorium will discontinue full operation on June 30, 2013. Council will be
considering potential future uses of the facility in June 2013.
Position Changes
The Citywide Proposed Budget includes a net increase of 6.1 Full Time Equivalent
(FTE) positions in FY 2013-14. The General Fund includes a net increase of 0.5 FTE
temporary position (decrease of 8.1 permanent FTE, offset by increase of 8.6 temporary
FTE). Non-General Funds include a net increase of 5.6 FTE temporary positions
(decrease of 18.5 permanent FTE, offset by increase of 24.1 temporary FTE). For
FY 2014-15, the proposed budget includes a net increase of 1.6 FTE (increase of 0.5
permanent FTE and 1.1 temporary FTE) in the General Fund. New positions are
related to the opening of the Pico Library and Tongva Park (7.0 permanent FTE and 5.6
temporary FTE), or are funded through overtime savings or increased revenues.
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Major Initiatives
A number of initiatives that City staff will be supporting during the biennial budget period
are reiterated throughout the proposed budget document, as they are among the
highest priorities. These initiatives are noted in the City Manager’s Message, Emerging
Themes as well as department goals and objectives.
Decision Packages
As part of the Proposed FY 2013-15 Biennial Budget, City staff has developed decision
packages in four areas that require Council’s review and direction. These decision
packages specify proposed projects, expected benefits, financial impact, as well as
alternatives to the recommended policy decisions. The following decision packages are
detailed in Attachment C:
1) Records & Election Services – City Council Agenda Mailing Subscription and
Election Filing and Translation Fees
2) Finance – Adjust Preferential Parking Permit Rates
3) Information Systems – Auctioning Decommissioned Computer Equipment
4) Library – Charge Non-Residents for Library Cards and Charge for Library
Internet Time
Citywide Fee Study
Since 1988, Council has directed staff to periodically conduct studies to calculate the
City’s cost of providing various services that benefit individual users of the service rather
than members of the community, and to determine if the City is recovering an
appropriate share of these costs through user fees. It is City policy to achieve full cost
recovery for these services, with some exceptions. The Community & Cultural Services
Department fees, which average 26% cost recovery, are based on a pricing policy that
reflects Council priorities for community recreation and social services benefits. Animal
Control fees are also less than cost covering as cities traditionally subsidize these
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services to encourage licensing spaying/neutering. Some other fees are recommended
for less than full cost recovery due to previous Council direction or statutory limits.
A recent study prepared by MGT of America analyzed the cost of services in the
Planning and Community Development, Public Works, Police, Fire, Community and
Cultural Services, and the Records and Election Services Departments. Zoning
ordinance fees were not studied and will be presented to Council when the Zoning
ordinance revisions are completed in FY 2013-14. This study was the most
comprehensive fee study conducted in over 15 years as over 700 fees were studied.
Based on the study, staff recommends creating 27 new user fees and one new penalty
charge (16 of which are in the General Fund), increasing most fees to an appropriate
level of cost recovery, reducing 71 fees, and eliminating 6 fees. Staff anticipates
implementation of the fee study recommendations will result in approximately
$1.45 million in additional annual revenue, $1.1 million of which is in the General Fund
($0.9 million – user fees; $0.2 million – penalty charge).
Attachment D (Fee Study Report) provides a summary of the results of the fee study, as
well as the consultant’s report. Staff will return to Council with implementing ordinances
and resolutions at the time of Budget Adoption.
Capital Improvement Program (CIP) Budget
Last year the City of Santa Monica developed its first biennial Capital Improvement
Program (CIP) Budget. On June 12, 2012, Council approved and adopted funds for
FY 2012-13 and approved funds for FY2013-14. This year, the CIP Committee was
asked to consider a small number of new applications for FY 2013-14 as part of the CIP
Exception Based Budgeting process. The loss of Redevelopment Funds, the possibility
of additional Redevelopment Agency claw backs, and the escalating cost of total
compensation have resulted in reduced commitments to capital spending. With no
additional funding allocated to capital projects, only those projects that required
immediate funding or that could be funded through return on investments (ROIs) or
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special revenue sources were considered. Additionally, staff reallocated funds from
existing capital projects that could be postponed, terminated, or reduced in scope to
fund immediate projects that have emerged as higher priorities.
The CIP Committee’s recommendations placed an emphasis on safety. New projects
include two critical public safety communication projects, traffic signal safety
enhancements, emergency water distribution infrastructure, and water treatment
technology testing. The Citywide FY 2013-14 CIP Proposed Budget is $91.4 million.
The General Fund portion is $22.2 million and is consistent with the FY 2013-14 budget
approved by Council last year as part of the biennial CIP Budget process. The new
projects recommended by the CIP Committee are described in more detail as follows:
• The Portable Radios and Mobile Radios project would upgrade firmware,
standardize the feature sets and add encryption capability on all radios used by
the Fire Department to ensure that all Fire personnel can communicate with the
Santa Monica Police Department in emergencies. The proposed funding is
$213,000 and would be funded in the General Fund.
• The Mobile Data Computer Replacement project would replace outdated and
inadequate equipment on all fire apparatus to provide real time information to first
responders, capture accurate response time data, and provide mapping and preincident
plan information. The proposed funding is $360,000 and would be
funded in the General Fund.
• Funds deferred from Phase 5 of the ATMS project would be used to fund critical
Traffic Signal Safety Enhancements. This project would construct a new traffic
signal at Olympic Dr. and Avenida Mazatlan and identify and replace any aging
concrete composite traffic signal poles. The proposed funding is $750,000 and
would be funded in the General Fund.
• The installation of 350 additional on-street single-space parking meters at various
locations throughout the City is forecasted to generate over $500,000 annually in
net revenue. The proposed funding is $323,000 and would be funded in the
General Fund.
• The proposed funding for the CityTV Replacement Playback System is $130,000
and is funded through rent savings. A minor tenant improvement that would
create a new training facility in an existing unused space will be funded from
$50,000 savings from deferred projects.
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• The Colorado Esplanade project is a multi-modal streetscape and circulation
infrastructure project that fully integrates the downtown Light Rail station by
providing optimal access for pedestrians, bicycles and vehicles in and around the
station area. The proposed additional $710,000 in funding would be in the
Water, Wastewater, and Special Revenue Source Funds, and added to the
previously approved $9 million.
• Community Development Block Grant (CDBG) will provide funds for the Park
Restroom Renovations ($700,000), the Accessible Beach Walkway – South
Beach Park Universally Accessible Playground ($154,000), alley renewal work
($297,212), and Energy Upgrades to the Ken Edwards Center ($100,800).
• The Big Blue Bus is purchasing 38 CNG 40 foot buses to replace the remaining
diesel bus inventory. The proposed funding is $11 million and would be funded
in the Big Blue Bus Fund.
• The San Vicente Booster Station Standby Generator project requires an
additional $1.85 million, for a project total of $3.85 million, to construct and install
a new standby emergency generator to replace a diesel engine installed in the
1930’s. This project is under design and provides the necessary infrastructure to
ensure that water can be distributed in the case of catastrophic power failure.
The new allocation would cover geotechnical and structural costs that are
required as a result of the reconstruction of the vault. This project would be
funded in the Water Fund.
• The Water Treatment Technology Testing Pilot project would verify acceptability
and suitability of an alternative membrane technology to increase water
recoverability at the Arcadia and Olympic Water Treatment Plants. The Arcadia
project budget would be $400,000 and funded in the Water Fund and the
Olympic project budget would be $500,000 and utilizes remediation funds
provided by the Gillette/Boeing settlement.
While FY 2014-18 capital plan amounts are provided solely as a planning tool and
projects are not guaranteed for funding, there are significant gaps between budget plan
capital amounts and available funds beginning FY 2014-15. Although the City is
considering issuing bonds for some projects, the CIP Committee will have to make
decisions to both maintain the City’s infrastructure and proceed with new capital
initiatives. As the City’s fund balance continues to decline, projects may be deferred,
including the maintenance of infrastructure, to the extent that financial resources are
available. Staff will continue to evaluate the deferral of maintenance to ensure that
safety and the long term useful life of the assets are not compromised.
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Human Services Grants Program (HSGP) and Organizational Support Program (OSP)
for Santa Monica’s Arts and Culture Non-Profits
The City engages in a competitive process to allocate funds to non-profit organizations
through the Human Services Grants Program (HSGP) and Cultural Arts Organizational
Support Program (OSP). Funds are awarded to core agencies for a multi-year period
and provide predictable resources for program operation and services to the
community. On June 21, 2011, Council awarded two-year grants to 11 nonprofit arts
and cultural agencies through OSP and four-year grants to 24 human service
organizations through HSGP. On January 22, 2013, Council renewed OSP grants for
two years, which would align the program with the HSGP funding cycle, and postponed
the next grant cycle to begin in FY 2015-16.
FY 2013-14 represents the third year of the current four-year funding cycle. The
Proposed FY 2013-15 Biennial Budget includes grant funding levels equivalent to
FY 2012-13 funding levels to well performing agencies.
Pursuant to the Council action on January 8, 2013, City staff issued a Request for
Proposals (RFP) to serve disengaged youth ages 16 to 24 in Santa Monica. Funding
recommendations to serve an unmet need among older (opportunity) youth will be
presented to City Council on June 25, 2013.
Next Steps
Council will convene a public hearing on June 25, 2013 to consider, receive public
comment, make revisions to, and adopt the first year and approve the second year of
the Biennial Budget.
Members of the public can provide comments on the Proposed Budget by sending an
email to council@smgov.net or by giving public testimony at the May 28 and May 29
study sessions and Budget Adoption hearing on June 25, 2013.
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Financial Impacts & Budget Actions
There is no immediate budget action necessary as a result of the recommended
actions. Staff will return to Council on June 25, 2013 to recommend adoption of the first
year and approval of the second year of the Proposed FY 2013-15 Biennial Budget.
Prepared by: Susan Lai, Acting Budget Manager
Approved:
Forwarded to Council:
Gigi Decavalles-Hughes
Director of Finance
Rod Gould
City Manager
Attachments:
A: Proposed FY 2013-15 Biennial Budget
B: City Departments’ Significant Expenditure Reductions and Cost Recovery
Proposals
C: Decision Packages
D1: Citywide Fee Study Summary
D2: Fee Study Report
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City of Santa Monica
FY 2013-15 Proposed Biennial Budget
City Council
Pam O’Connor
Mayor
Terry O’Day
Mayor Pro Tempore
Gleam Davis
Robert Holbrook
Kevin McKeown
Tony Vasquez
Ted Winterer
Executive Management
Rod Gould
Elaine Polachek
Kathryn Vernez
City Manager
Assistant City Manager
Deputy City Manager
Budget Preparation
FINANCE STAFF
Gigi Decavalles-Hughes
Director of Finance
Susan Lai
Acting Budget Manager
David Carr
Assistant City Treasurer
Oscar Santiago
Principal Budget Analyst
Stephanie Lazicki
Senior Budget Analyst
Michael Towler
Senior Administrative Analyst
Carolyn Connolly
Assistant Administrative Analyst
Jennifer Young
Executive Administrative Assistant
Danielle Noble
Matthew Mornick
CITY MANAGER’S STAFF
Assistant to the City Manager
Principal Administrative Analyst

Table of Contents
FY 2013-15 Proposed Biennial Budget

Table of Contents
User Guide .................................................................................................................................................... i
City Manager’s Message
City Manager’s Message .......................................................................................................................... 1
Santa Monica at a Glance
Santa Monica at a Glance ..................................................................................................................... 11
Budget Overview
Overall Economic Conditions ................................................................................................................. 15
Citywide Budget Overview ..................................................................................................................... 18
Major General Fund Tax Base Projections ............................................................................................ 23
Emerging Themes ..................................................................................................................................... 25
Fund Balances
Fund Balances .......................................................................................................................................... 29
Fund Balance Projections for FY 2013-14 and FY 2014-15 .................................................................. 32
Revenues
Revenue Summary by Category ........................................................................................................... 37
Five-Year Revenue Summary .................................................................................................................. 39
Revenue Analysis, General Fund ........................................................................................................... 46
Revenue Analysis, Other Funds .............................................................................................................. 55
Expenditures
Expenditure Summary by Fund .............................................................................................................. 67
Five-Year Expenditure Summary ............................................................................................................ 69
Departmental Summaries
City Council ............................................................................................................................................... 81
City Manager ............................................................................................................................................ 85
Records and Election Services (City Clerk) .......................................................................................... 97
Finance .................................................................................................................................................... 105
City Attorney ........................................................................................................................................... 115
Human Resources ................................................................................................................................... 121
Information Systems ............................................................................................................................... 127
Planning and Community Development ........................................................................................... 135
Police ........................................................................................................................................................ 147
Fire ............................................................................................................................................................. 157
Community and Cultural Services ....................................................................................................... 165
Library ....................................................................................................................................................... 175
Public Works............................................................................................................................................. 185
Big Blue Bus .............................................................................................................................................. 201
Housing and Economic Development ............................................................................................... 211
Personnel and Staffing
Organizational Chart ............................................................................................................................. 219
Summary of Personnel by Fund ............................................................................................................ 220
Personnel by Department and Division .............................................................................................. 225

Table of Contents
Capital Improvement Program
Program Summary .................................................................................................................................. 261
FY 2013-14 Project Descriptions ............................................................................................... 264
Project Detail ........................................................................................................................................... 267
CIP Summary—Appropriations by Fund .............................................................................................. 268
Appendix
Budget Planning Process ....................................................................................................................... 275
Budget Calendar and Budget Cycle .................................................................................................. 277
Fiscal Policies ........................................................................................................................................... 279
Financial Framework for Budgeting ..................................................................................................... 283
Summary of Long-term Indebtedness ................................................................................... 286
Debt Service Schedule ............................................................................................................. 287
GANN Appropriations Limit ...................................................................................................... 289
Youth Budget .......................................................................................................................................... 291
Glossary .................................................................................................................................................... 293
Acronyms ................................................................................................................................................. 305
GFOA Award ........................................................................................................................................... 309
Photo Credits: Photos courtesy of Kristen Beinke; Ed Burns; Robert Landau; Kirk M. Rogers; Nik Wheeler and City Staff.

User Guide
Each May, the City’s Proposed Budget is available in executive summary format for presentation to City
Council and the public at public counters and online at www.smgov.net. Following adoption in June, the
Adopted Budget is made available at the same sites. Also available with the Adopted Budget is a
supplemental document detailing revenue and expenditure line item budgets for each department.
The Budget Process
In June 2011, the City Council adopted Santa Monica’s first Biennial Budget, covering fiscal years 2011-13. The
new, longer-range budget planning tool has made the overall budget process more efficient. Staff continues
to return to Council semi-annually to present financial status updates on the City’s general and other funds, to
make adjustments at midyear and year-end, and to adopt an exception-based budget in the second year.
The FY 2013-15 Biennial Budget includes the following budgeting and planning components:
Expenditure Efficiencies and Updated Cost Recovery and Tax Compliance—The City’s five year forecast
highlighted that rising compensation costs and the loss of revenue due to the dissolution of redevelopment
are requiring the City to adjust its budget in order to achieve long range stability. To effect this change,
Departments presented proposals for expenditure savings, increased cost recovery, a greater focus on tax
compliance, and returns on investment along with their budget submissions. Recommended changes are
included in this Proposed Budget.
Expenditure control budgeting—Expenditure control budgeting is an approach that promotes sound fiscal
management and offers flexibility and resources to respond to emerging or changing needs. Year-end
departmental savings will be split between the department (1/3) and the General Fund (2/3).
Departments may use the funds for one-time needs, or bank the savings over multiple years. This practice,
begun in Santa Monica in 2011, has produced increased savings in the great majority of the City’s
departments.
A streamlined budget document reduces duplicative information and improves readability. The line item
detail is not provided with the Proposed Budget but will be available online with the Adopted Budget.
Goals, objectives and service benchmarks are limited to the few items that best describe department
core services.
“Emerging Themes” identify the areas of special emphasis for the upcoming budget. Emerging themes
are discussed later in this report.
Proposed 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 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 transmittal
letter.
Santa Monica at a Glance
Included in the Santa Monica at a Glance section is an overview of Santa Monica, including history, general
information, and demographics.
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User Guide
Budget Overview
The amount of funding recommended for programs and services is driven by available resources. Economic
conditions at the national, state and local levels affect the level of revenue available to the City each year.
This section identifies the existing economic conditions that influenced the development of the annual
budget. The section includes summary charts for Citywide budgeted revenues and expenditures, including
an overview of retirement expenditures and employee contributions. The section also presents summary
information regarding the major tax revenues and their impact on the General Fund revenue forecasting, and
revenue analysis for each fund.
Fund Balances
This section includes a description of the funds and their fund balance projections for the two budget years.
Revenues
This section presents Revenue Analysis for all funds and a Five-Year Revenue Summary.
Expenditure Summaries
This section includes a description of the funds and their fund balance projections for the two budget years. It
also presents a Five-Year Expenditure Summary, which covers two prior years, the current year, and two
budget years. It is important to note that in some cases, total expenditures exceed revenues. With very few
exceptions, this discrepancy is due to the timing of capital expenditures, which are funded from prior year
revenues, and is not indicative of a structural operating deficit.
Department Summaries
This section presents a description of each department, its mission and the services provided by its divisions.
The section also identifies the department goals, objectives, and benchmarks for the upcoming budget cycle.
It also identifies the divisional expenditure budget and related positions and identifies any significant changes
presented in the budget.
Personnel & Staffing
This section presents the City’s organization chart and displays 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 plan for the next four years.
Reference
The reference section includes a description of the budget planning process and budget framework, budget
calendar and budget cycle, fiscal policies, summary of long-term indebtedness, debt service schedule, GANN
appropriations limit, the Youth Budget, a glossary of terms, and a listing of acronyms.
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City Manager’s Message
FY 2013-15 Proposed Biennial Budget

City Manager’s Message
I am pleased to offer a balanced and strategic two-year budget for the City of Santa Monica.
After five years of turmoil in the housing and stock markets, accompanied by high unemployment, indications
are that the economy is making a slow recovery. However, cities are still struggling to cope with great losses
in property and sales tax income, as well as state and federal program funding. At the same time, they must
shoulder the burden of steep increases in pension and health care costs. The elimination of redevelopment
agencies (RDA) in California has wiped out a major source of revenue that cities relied upon to rehabilitate
blighted areas and aging infrastructure, and to fund affordable housing. Cities have been forced to cut
services, infrastructure maintenance, and staffing, and to draw down precious reserves to sustain core
services and pay debts. A number of California cities were forced to declare bankruptcy in this environment.
Santa Monica is very fortunate to have emerged from the economic downturn with renewed vigor and
promise. Our location, and our enterprising and diverse commercial base, afford us the opportunity to
weather economic downturns better than others, and to rebound earlier. However, Santa Monica shares the
challenges of lost Redevelopment funding and rising healthcare and pension costs. These challenges require
us to be frugal and regularly revisit our priorities in order to properly fund the wide range of services and
projects that help define our community.
This two-year budget proposal:
Maintains core municipal services, despite the additional costs we will be required to shoulder due to the
dissolution of redevelopment
Addresses continuing and emerging community needs
Sets forth a more sustainable, reduced budget baseline
Funds high priority capital projects and maintenance
Promotes sustainability, livability, education, human capital, economic development, mobility, and fiscal
stability
In recent years, forecasting has taken on a vital role in Santa Monica’s budget planning, prompting us to
make budget mid-course adjustments to successfully meet challenges. Regular updates of our five year
financial plan have highlighted the prospect of a structural deficit in the General Fund in the future due to
expenditures increasing at a faster pace than revenues. Most recently, this has been exacerbated by the loss
of redevelopment revenue and assets.
During the previous biennial budget period, the City Council endorsed a multi-pronged strategy to address
the projected deficits in the General Fund while maintaining services, staffing, and infrastructure. The strategy
involved:
Negotiated changes in employee compensation, including health care and retirement cost sharing, a
second tier retirement plan, and elimination of performance bonuses
Two significant paydowns of pension liabilities as well as continued discounted prepayment of annual
pension costs
Greater cost recovery through updated fees and charges for individual benefit services
Strengthening of the City’s economic uncertainty and contingency reserves
A zero-based budgeting approach for the City’s Capital Improvement Program (CIP)
This combination of actions improved the City’s financial outlook, yet the loss of Redevelopment and the
threat of State clawback of Redevelopment assets, as well as continuing increases in health care, pension,
and workers’ compensation costs, have added new obstacles to achieving a balanced General Fund
budget over the next five years. These concerns, as well as the lessons learned during the recent recession,
point to the importance of maintaining healthy reserves to weather challenges ahead.
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City Manager’s Message
In January 2013, as we began planning for the new biennial budget, Council directed staff to implement the
following budget strategies:
Limit the growth of total compensation costs
Find efficiencies and increase cost recovery to lower the General Fund net expenditure baseline by 5%
Maintain our healthy reserves
Using these strategies, and barring any new shock losses, the current five-year forecast gives us a path
towards increased stability. Future developments related to the disposition of former RDA assets and pension
and healthcare costs will require revisiting the forecast and make further budget adjustments as necessary.
The overall proposed budget for the City of Santa Monica is $520.9 million in FY 2013-14 and $527.7 million in
FY 2014-15. The size of these budgets is indicative of the breadth, depth, and diversity of services, projects,
and activities undertaken by the City of Santa Monica for public safety, quality of life, infrastructure
maintenance, transportation and development-related services. In many ways, Santa Monica operates
similarly to a small county despite its compact 8.3 square mile land area.
The largest component of the budget is the General Fund. Much of the budget balancing work has
centered on the General Fund where most municipal services are funded. The proposed General Fund
budget is $306.1 million in FY 2013-14 and $311.3 million in FY 2014-15.
Significant Budget Issues
While we weigh a number of factors in developing the budget, the following items represent the greatest
hurdles to a balanced budget.
The dissolution of Redevelopment will result in an annual loss of at least $20 million in revenue to the City, with
another $22 million up for renewed negotiation each year, in addition to threatening redevelopment assets.
After the California Supreme Court upheld AB1x26, the legislation dissolving redevelopment agencies, the
City Council elected to become the Successor Agency to the Redevelopment Agency of the City of Santa
Monica in order to satisfy obligations of the former agency. Legislation signed on June 27, 2012 (AB1484)
sought to clarify the process that Successor Agencies would follow in the administration and gradual
dissolution of the redevelopment program. However, the process has been inconsistent and unclear, and a
great amount of time and effort has been spent by cities, counties, and the State to determine the validity of
each and every contractual obligation, and to release funds to pay down these obligations.
Agencies are in the process of completing a series of audits administered on behalf of the State Department
of Finance and the State Controller’s Office to determine disposition of agency assets. These assets are
subject to clawback, with the added threat that those cities not complying with the clawback demands will
have their sales and property taxes withheld.
To date, more than 100 lawsuits have been filed against the State by cities and agencies protesting these
terms; Santa Monica is among these complainants.
While Santa Monica seeks recognition and agreement by the State of its redevelopment cash flow needed
to pay debt service obligations, in addition to protecting the former assets of the Redevelopment Agency,
our budgeting strategy is to anticipate the worst until we have confirmation that our funding streams and
assets are safe.
In the meantime, the known effects of the dissolution of redevelopment are many. Two major projects, the
Civic Center Joint Use Program with the Santa Monica-Malibu Unified School District (SMMUSD) and the
rehabilitation of the Civic Auditorium, were suspended. Without seismic retrofitting, the Civic Auditorium
cannot continue to function, and so it is necessary to close the facility and eliminate 20 permanent positions
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City Manager’s Message
as of July 1, 2013. While we have worked hard to place 18 staff in other positions, it is anticipated that as
many as 13 employees (10 permanent and 3 as-needed) will not find an alternative placement within the
City. Another 11 positions funded by redevelopment funds are also deleted as of July 1, 2013, requiring staff
to transfer to funded vacant positions. While staff has attempted to transition all personnel whose positions
are eliminated to other openings in the City, the City will not be able to accommodate all personnel from the
Civic Auditorium.
The State’s disallowance of redevelopment loan and note repayments to the General Fund, including debt
service payments on the Civic Center Parking Structure, as well as senior housing voucher costs and
compliance monitoring of affordability covenants for housing, will have a net impact of approximately
$2 million on the General Fund. And finally, staff reprioritized its General Fund capital project programming to
accommodate the funding of high impact projects that could no longer be funded with redevelopment
funds, including the Pico Branch Library, the Early Childhood Education Center, and the Colorado Esplanade.
It will be necessary for the City to seek financing for other critical projects, such as Fire Station I and the
Corporation Yards, and to secure new funding streams to support the continuation of the affordable housing
production program.
Employee compensation
Total compensation, which includes employee salaries, pension contributions, health care and workers’
compensation costs, makes up 58% of the City’s overall budget, and 72% of the General Fund operating
budget. The rising cost of healthcare, and the need to supplement CalPERS pension portfolios with higher
contributions, drive our total compensation cost growth rate to a level that is approximately double our
revenue growth rate. To accommodate healthcare, pension, and worker’s compensation increases, the cost
of living adjustment (COLA) for employees must consider the total compensation package and not just
salaries.
Significant new healthcare costs and continued increases
January 1, 2014 marks the full implementation of the Patient Protection and Affordable Care Act (PPACA).
While this measure has the very necessary but difficult goal of bringing affordable healthcare to all
Americans, the positive effects of lower health care costs are in the long term, and the short term brings
higher costs related to program administration and funding. At this point, experts have advised us that our
added citywide costs will be at least $1 million annually. Alongside these new costs will be the continued
escalation of healthcare premiums, which are anticipated to increase by at least 14% per year over the next
two years.
Steep retirement rate increases in the future
Pension plans have taken center stage during the years after the market downturn of 2008, as CalPERS
investment portfolio returns fell to a level that left many overly generous plans underfunded. Here I should
note that Santa Monica has historically exercised prudence in its plan offering, and requires employee
contributions to pay for benefit costs. The total cost of pension benefits, offset by employee contributions, is
detailed for your information on page 22 of this document.
California took steps to stem the further growth of pension costs in 2012 with the passage of the Public
Employee Pension Reform Act (PEPRA). Among the changes included in the measure is the requirement that
employees entering the CalPERS system after December 31, 2012 will receive a smaller retirement benefit
package. This will serve to lower pension costs in the long term, but is not anticipated to provide relief in the
near future.
In April 2013, the CalPERS Board approved adjustments related to the methodology used to amortize pension
costs over time in order to fully fund the plan in 30 years. At the same time, CalPERS staff announced that
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City Manager’s Message
additional adjustments would very likely be made to actuarial assumptions relating to mortality and the
discount rate of the PERS portfolio. While this is a solid and prudent plan, the cost is high. Early estimates
indicate as much as 50% increases in contribution rates over five years. These increases will not take effect
until the next biennial budget period, in FY 2015-16, yet potential citywide annual increases reaching as much
as $22 million in five years must be considered as we prepare this year’s budget.
Continued increases in workers’ compensation costs
Workers’ compensation costs are also increasing at a faster pace than revenues, growing up to 7.5% from
year to year. Workers’ compensation is a difficult cost to control, as it is highly regulated at the state and
federal level. Ironically, the State’s passage of the Workers’ Compensation Reform Act in 2012 served to
increase the costs of certain benefits without the advantage of offsetting savings. It is essential that we do
everything in our power to limit employee absences and prevent new claims.
On that score, we have a strong Return to Work program that places injured employees in modified duty jobs.
Further, we regularly monitor the progress of all injured employees and evaluate injury trends to determine if
training or process improvements can prevent future occurrences. The City recently implemented a
strengthened pre-placement physical testing program and is making more wellness opportunities available to
employees. These efforts, coupled with a commitment to create a safe work environment, represent best
practices for managing workers’ compensation costs.
Budget Strategy
The City’s overall budget strategy centers on controlling total compensation costs through negotiations with
bargaining units, a combination of ongoing expenditure decreases and cost recovery, and the commitment
to maintain reserves into the future. Departments were asked to undertake a thoughtful review of their
current operations and refocus attention and funding on core and priority programs. Departments were able
to shift our reliance on General Fund revenues by 3.7% in FY 2013-14 and 5.0% in FY 2014-15. The following are
some of the changes reflected in this budget document:
Expenditure savings
By focusing on core services, departments were able to identify expenditure savings totaling $5.5 million in
FY 2013-14, increasing to $6.2 million in FY 2014-15. Human Services grant funding levels are recommended to
remain constant given the economic conditions and reduced federal and State support for these services.
Using FY 2013-14 amounts, changes include:
$3.0 million in efficiencies. This includes an overall decrease of 8 permanent and as-needed General
Fund FTE positions (without layoffs) and approximately $1 million in reduced overtime. Also included are
decreased costs resulting from streamlining contractual costs, more efficient use of supplies, restructured
canine and mounted units in the Police Department, and more cost-effective methods of handling
uniform costs. These reductions will have minimal impact on services.
$1.5 million in reductions related to doing things differently. Reductions result from reorganization of
processes and priorities at the Cemetery and the Pier, which lower the subsidy from the General Fund to
these funds by approximately $400,000, more restricted use of City vehicles, changes in emergency
vehicle procurement practices, streamlining fleet maintenance operations and in-house construction
management costs for capital projects, which together will provide almost $600,000 in savings, transferring
selected parks maintenance tasks from contractors to existing staff, and changing the service model for
Household Hazardous Waste disposal. These changes will also have minimal or no impact on services.
$1.0 million in recurrent savings that have been available in past years for new initiatives or one-time
projects.
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City Manager’s Message
While there are no significant changes in capital improvement projects in FY 2013-14, the second year of the
Biennial Budget forces a reduction of $3 million in FY 2014-15. While this change may not have a great impact
initially due to updated project scheduling, continued contraction of our capital project program will result in
deferral of maintenance over time. We expect to address this potential in FY 2014-15, when we have greater
clarity over the effects of the redevelopment loss.
Cost Recovery and Tax Compliance
To ensure that we are able to provide the highest level of services to the public, we must make sure that
members of our community contribute their fair share, be it through taxes, fees or permits, for services ranging
from the general to those providing individualized benefits that are fee-supported.
For those revenues we already have in place, we are strengthening our compliance, audit and collections
program, ensuring that the public understands its responsibility for paying the relevant local taxes, licenses,
fees that in turn pay for essential services to City residents and businesses. We anticipate our initial efforts in
the business license and parking facility tax area to increase collections by approximately $570,000 on an
ongoing basis.
The City completed a comprehensive fee study leading up to the development of the FY 2013-15 Biennial
Budget. Working with a consultant, staff identified total program costs in order to enhance cost recovery in
cases where individuals benefit from a specific service provided by City staff. Cost recovery levels vary based
on policies, and therefore cost recovery ranges from 26% to 100%. Staff has budgeted $1.1 million in the
General Fund in new revenue from adjustments to existing fees, new fees, and new penalties
In addition, several departments have identified areas where greater cost recovery is warranted. This
includes park trainer fees, filming fees from interim use of the Civic Auditorium, auctioning used computer
equipment, a new passport processing service, and new non-resident Library access fees, totaling
approximately $1 million.
We are also proposing to expand our capacity to collect revenues while also addressing key community
needs through a number of return on investment programs. These include:
Installing 350 meters in various areas of the City that would benefit from increased sharing of parking
resources, and an adjustment to our preferential parking rates overall. We expect these initiatives to
ultimately yield $1.3 million in new revenues to the City on an ongoing basis.
Extending parking meter enforcement hours in high traffic areas will ultimately increase revenues by
$1.5 million.
Continued expansion of the City’s fiber optic network, CityNet, is on track to generate approximately
$350,000 in additional annual revenues by FY 2014-15. Not only is this entrepreneurial effort anticipated to
gross $1.6 million in annual revenue by the end of the next biennial budget, but it is also helping local
businesses compete in the global economy with cutting edge network solutions.
Adjustments
Certain adjustments were necessary to reflect actual costs. The FY 2013-15 budget includes an additional
$600,000 for credit card processing fees in the General Fund reflecting a significant increase in the public’s
use of credit cards over the past year. As the City provides greater access to automated services and
remote connections, and in particular automated payments, costs for credit card and communications fees
will continue to rise. Other adjustments relate to position classification changes and reorganizations, as well
as previous redevelopment costs that must now be absorbed by the General Fund.
Other Funds
The Citywide budget includes a number of funds that fall into two categories: (1) funds that operate with
sufficient revenues to sustain necessary operating and capital needs; and (2) funds that have a structural
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City Manager’s Message
deficit where ongoing revenues are not sufficient to cover ongoing expenditures. For the most part, we are
reporting good news on these latter funds, with some adjustments required to keep our Resource Recovery
and Recycling (RRR) and Water funds operating at a healthy level.
Self-Supporting Funds
Enterprise funds that historically rely on sufficient revenues to support necessary operations include the RRR,
Water, Wastewater, and Big Blue Bus (BBB) funds.
At this time, results of the forecast indicate that the RRR Fund will experience an operating deficit beginning in
FY 2014-15 unless fee increases are implemented. Staff will complete a rate study upon the completion of the
Zero Waste Master Plan and will return to Council in the second quarter of FY 2013-14 to present proposed
rates. The FY 2013-14 budget includes efficiencies in the RRR fund achieved by expanding the life of
containers and various vehicles and cancelling two projects.
The Water Fund has sufficient revenue to cover current operations and a rate increase will not be necessary
for FY 2013-14. A rate study will commence in FY 2013-14 after the Sustainable Water Master Plan is
completed in order to include financial impacts identified in the Plan and ensure financial sustainability of the
fund.
The Wastewater Fund forecast indicates that there are adequate reserves for the next two years. Staff will
evaluate the health of the fund in relation to needed capital investments in advance of the next biennial
budget cycle.
Through a series of efficiencies that have reduced the overtime, materials and supplies budgets, as well as
contract restructuring, the BBB Fund is now poised to avoid a structural deficit and maintain its reserve levels
through the next five years. Staff is refining strategies to decrease expenditures, such as further reductions in
the use of overtime, more efficient scheduling of service hours, automation of certain operations, and
acquisition of new buses, which will allow the BBB to reduce its maintenance and fuel budget.
The Beach Fund will also generate adequate revenues to sustain its operations throughout the next five years.
The Biennial Budget shows the merging of the Beach House Fund into the Beach Fund for more efficient
tracking. The Beach House has lowered its subsidy from the Beach Fund considerably, from $2.7 million when
it first opened in 2009 to $0.7 million in FY 2013-14.
Until recently, the Airport Fund has required General Fund loans to cover operating deficits. However, a
realignment of capital projects, streamlined expenditures and a greater focus on revenues, including
updated landing fees approved by Council in April 2013, present a balanced fund picture for the Airport
Fund going forward.
Funds Requiring General Fund Subsidies
As I noted above, the General Fund subsidies to the Cemetery and Pier Funds are anticipated to decrease by
$400,000 in FY 2013-14, due to increased expenditure efficiencies, increased revenues, and in the case of the
Pier fund, updated scheduling of capital projects.
The Civic Auditorium will cease full operation on June 30, 2013. Mothballing the Auditorium will require a small
amount of maintenance costs, which will be incorporated into the General Fund budget. Council will be
considering potential interim uses of the facility in June 2013.
The Housing Authority Fund has a projected operating structural deficit of approximately $120,000 in
FY 2013-14 and $290,000 in FY 2014-15 due to the loss of Redevelopment funding for the administration of the
senior voucher program, and the reduction of U.S. Department of Housing and Urban Development (HUD)
allocations. Efforts to increase revenues include applying for grants and optimizing the City’s ability to claim
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City Manager’s Message
additional administrative reimbursement. Efforts to decrease expenditures include implementing electronic
procedures both internally and with clients to reduce administrative costs.
Major Initiatives
A number of initiatives that staff will be supporting during the biennial budget period, listed below, are
reiterated throughout the budget document, as they are among our highest priorities. These initiatives are
noted in our emerging themes as well as department goals and objectives.
Support for Youth and Education
The City of Santa Monica has long recognized that the community benefits from strong local schools. To that
end, the City entered into a joint facilities use agreement some years ago that commits the City to providing
significant funding to the School District in exchange for community access to school facilities. That
agreement calls for $8.2 million in City funding for school facility use next year. By way of a separate
agreement, the City shares one-half of the proceeds of a half-cent transactions and use tax, or
approximately $6.8 million with the School District, as recommended in a voter-approved advisory measure.
In addition, the budget supports a wide range of recreation and cultural offerings that benefit pre-school and
school-aged children in Santa Monica, as shown in the City’s Youth Budget in the Cradle to Career initiative
further discussed on page 291 of this document.
EXPO Light Rail
The City will engage with Metro, Expo and the community to ensure that the EXPO light rail project is well
integrated into the City by its opening in 2016.
Implementation of the Land Use and Circulation Element (LUCE)
The next major steps in realizing the vision of the LUCE will include the adoption of the Downtown Specific
Plan and the Bergamot Area Plan, both of which will be completed during the biennial budget period. The
new zoning code will bring greater specificity to the LUCE by the close of 2013. In addition, the Pedestrian
Action Plan and several components of the Bike Action Plan, including a bikeshare system, bicycle lanes and
bike parking spaces will also take form.
Parking and Traffic and Circulation
To respond to the community’s concern about parking, traffic and circulation, we will reposition and better
align the City’s transportation, parking, and enforcement functions and services within the Planning and
Community Development Department. At the same time, we will continue to incorporate transportation
improvements on roadways, including the resurfacing of Lincoln Boulevard in the short term and the
conceptual design of a safe, pedestrian and transit-oriented roadway in the future, expansion of traffic
control technologies such as the advanced traffic management system to synchronize signals, and new
pedestrian crosswalk signage. The installation of 350 new meters in previously unmetered spaces throughout
the City will increase turnover in parking spaces, making this resource available to more people.
Wellbeing Index
As one of five winning cities named by Bloomberg Philanthropies, we will use our $1 million prize to develop a
Wellbeing Index that will define, measure and improve conditions needed for optimal human development in
our fair City. We are among the first in the country to undertake such a challenge and feel confident that this
innovative tool will serve both the City and its residents well.
Airport
We will carry out the City Council’s direction to reduce the noise, emissions and dangers associated with the
Santa Monica Airport through restructuring, partial or full closure after July 2015.
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City Manager’s Message
Water Self-Sufficiency Plan; Zero-Waste Strategic Plan
Adopt the Zero Waste Plan and work towards 100% water self-sufficiency through the implementation of the
Water Master Plan.
Quality of Life
Open the world-class Tongva Park, as well as Ken Genser Park, in the Civic Center in the fall of 2013, and the
Pico Branch Library in December 2013.
Civic Auditorium
Develop an interim use for the Civic Auditorium as well as a plan for its future.
Infrastructure and Facilities
Upgrade critical infrastructure, including Fire Station 1, which will require financing, as well as the Pier and Pier
Bridge.
Joint Fire and Police Communications Center
Consolidate the Fire and Police dispatch functions for better service to the public.
Affordable Housing
Develop a strategy to continue providing a comprehensive affordable housing production and preservation
program without the assistance of redevelopment funding.
Budget Process
We strive to make this budget more readable, understandable, useful, and effective as much more than
simply a spending plan. As you read the document, you will understand how the targeted allocation of
resources will generate services, activities, and projects that will benefit the Santa Monica community for
years to come.
The Biennial Budget
The proposed FY 2013-15 budget represents the City’s second biennial financial plan. This budgeting
technique improves efficiency of budget development by reducing amount of staff time needed to produce
the budget in the second year. This allows greater focus on such initiatives as the Capital Improvement
Program (CIP) process and specialized studies in the second year.
Furthermore, by budgeting over a 24-month period, we improve long range planning and provide better
program evaluation. The two-year focus enhances integration of financial and strategic planning for better
resource allocation.
Staff will provide the Council with mid-year and year-end reports, including opportunities every six months to
make adjustments to the biennial budget. These periodic adjustments will allow us to fully comply with the
City’s Charter requirement of adopting an annual City budget and gain the benefits of two-year budgeting.
Improve the City’s Management System
The proposed budget focuses on goals, objectives, and service benchmarks that are of greatest interest to
the overall community. As City Manager, I will hold departments accountable for the progress in achieving
these goals as well as items on internal work plans. The enhanced and focused two-year budget is a critical
piece of the City’s overall management system.
Expenditure-Control Budgeting
The FY 2013-15 budget includes expenditure-control budgeting – an approach that promotes greater
efficiency and cost-effectiveness. It provides incentives for departments to save budget allotments where
possible, avoiding the “use it or lose it” approach common to many agencies. Year-end departmental
8

City Manager’s Message
savings are split between the department (1/3) and the General Fund (2/3). Departments may use the funds
for one-time needs or bank the savings over multiple years for a rainy day.
Community Input
Each year the City takes great pains to connect with residents and businesses as well as boards, commissions,
and neighborhood groups to receive thoughts on budget building for the coming year. Such input is
received through numerous community and neighborhood meetings, the City’s website, biennial resident
satisfaction survey, regular mail, and constituent comments to the City Council.
Continuing work on community priorities is incorporated into every department’s core services and is
reflected in the key goals, objectives, and service benchmarks that appear in the department summary
section. Our list of “emerging themes” represents what we have heard from our residents as additional
community needs that must be addressed. These include public safety and crime reduction, land use,
shared streets, parking and traffic circulation, homelessness, water self sufficiency, sustainability and the
environment, and wellbeing. This budget includes resources and strategies to address these emerging issues,
while maintaining valued City services and infrastructure maintenance.
Conclusion
This biennial budget will guide and ensure Santa Monica’s continued progress in times of economic
uncertainty. This is no small feat. It encapsulates the needs, expectations, hopes, and dreams of residents
and businesses we serve in a fiscally sound manner.
I am indebted to the City Council for its leadership and overall direction in the development of this budget.
The many residents, neighborhood associations, businesses and non-profit organizations that have
participated in the budget process are to be commended for their time, passion and involvement. The
Finance Department, under the highly capable leadership of Gigi Decavalles-Hughes and her crack budget
unit, deserves special praise. Moreover, I am very impressed with the high degree of professionalism,
commitment, and effort by City staff in budget development and execution to ensure this promise of civic
enhancement and renewal.
The resulting budget is key to the City’s continued safety, vitality, inclusiveness, and sustainability.
Thank you,
Rod Gould
City Manager
9

Santa Monica at a Glance
FY 2013-15 Proposed Biennial Budget

Santa Monica at a Glance
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 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 8.3 square mile city is situated on the west side of Los Angeles
County, about 16 miles from downtown Los Angeles, where the 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.
The area 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, and is
located approximately six miles from Los Angeles International Airport.
Santa Monica is home to a mix of commercial districts, residential communities,
recreational and art venues, three miles of wide beaches, high-profile corporate
headquarters, hi-tech and entertainment companies, small entrepreneurial
start-ups, and retail businesses. Santa Monica is also a full-service city. City
departments provide police, fire, transit (a regional bus system and general
aviation airport), water, wastewater, refuse, streets, parking, planning, building,
engineering, free public Wi-Fi, a high speed fiber optic network, parks, affordable
housing, economic development, sustainability, library, rent control, recreational,
social, cultural, and educational services to the community. A generally mild climate and consistently good
air quality are hallmarks of the coastal district that surrounds Santa Monica.
Historic Timeline
Juan Rodriguez
Cabrillo drops
anchor in Santa
Monica Bay.
Area divided into
Rancho San Vicente y
Santa Monica,
Rancho Boca de
Santa Monica, and
Rancho La Ballona
land grants.
Col. Robert S. Baker
and Senator John P.
Jones record a map
for the town of
Santa Monica.
A mile-long wharf is
built. The City
serves as the major
port of call for Los
Angeles until 1903.
Muscle Beach ignites
an international fitness
craze on Santa
Monica State Beach.
Third Street
Promenade
opens.
The Santa Monica
Pier celebrates its
centennial.
1542 1769 1828 1850s 1875 1886 1893 1924 1934 1940s 1989 1996 2009 2013
City named
“Santa Monica”.
Commercial and
tourism opportunities
boom.
The City of Santa
Monica is
incorporated.
The first pilots to
fly around the
world take off
from Clover Field.
Douglas Aircraft
builds military
aircraft at the
Santa Monica
Airport.
Pacific Park opens,
bringing back the first
full-scale amusement
park on the Pier since
the 1930’s.
Ken Genser
Square and
Tongva Park
open.
11

Santa Monica at a Glance
Government and Administration
The City of Santa Monica was incorporated on November 30, 1886 and subsequently adopted a City Charter
in 1945. In 1947, a Council-Manager form of government was established following a vote of the City’s
residents and approval by the California legislature.
The City Council consists of seven members elected by the community at large to four year terms. Elections
are held every two years, at which time either three or four Council members are elected. The Council selects
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 Santa Monica
Redevelopment Successor Agency and the Housing and Parking Authorities.
Quick Facts
Census Year
Source: U.S. Census Bureau, Census 2010
Educational Attainment: 64% bachelor’s degree or higher Median Family Income: $107,660
Percentage of Homeowners: 27.9% Percentage of Renters: 72.1%
Percentage of Family Households: 37.2% Percentage of Nonfamily Households: 62.8%
Source: U.S. Census Bureau, Census 2010.—American Community Survey
The Local Economy
Santa Monica has a strong, diverse economy. Known as “Silicon Beach”, local businesses are at the leading
edge of the nation’s creative economy and Internet technology-related startup companies. Santa Monica
offers Class A office space with access to a nationally recognized high speed fiber optic network to global
financial, marketing, entertainment, Internet, and software development companies. Principal local
employers are in the fields of education, municipal government, technology, health care, policy and
research.
12

Santa Monica at a Glance
Employers and employees are drawn to the area’s cultural, artistic, and
recreational amenities. Tourism is a key piece of the local economy. Santa
Monica attracts visitors from around the world as well as millions of
day-trippers. Over six and a half million people visit the City each year from
outside Los Angeles County for pleasure, vacation, or business.
These visitors spend over $1.3 billion annually, generating retail sales and
transient occupancy taxes for the City. Nearly 12,000 jobs within the City are
supported by the tourist industry. The City's 36 hotels, with more than
3,800 rooms, typically operate with occupancy rates above the 80% range on
an annual basis. Room rates are among some of the highest in Los Angeles
County.
Retail plays a major role in Santa Monica’s economy. Santa Monica is home to
a number of distinctive shopping districts. In the heart of Downtown, the
open-air Third Street Promenade and Santa Monica Place draw locals and
visitors. South of the Civic Center are the Main Street and Pico Boulevard
districts, with eclectic shops, art, antiques, exotic cuisines, performance venues,
and fine dining. On the north end of town, numerous boutiques and trendy
restaurants line Montana Avenue.
Tourists, shoppers, and employees significantly boost the daytime population to
an estimated 250,000 people.
Schools and Health Care
The highly-rated Santa Monica-Malibu Unified School District serves both Santa Monica and Malibu residents.
The district’s 2012 Growth Academic Performance Index (API) score was 859, well above the state target.
There are ten elementary schools, two middle schools, three high schools and an alternative K-8 school in the
district.
Santa Monica College (SMC), a two-year community college, serves 34,000 full-time and part-time students on
several campuses and offers more than 90 fields of study. The college is the leader among the state's
112 community colleges in transferring students to the University of California, University of Southern California,
and other four-year campuses.
Sana Monica is also home to two renowned and respected health facilities, Saint John’s Health Center and
Santa Monica-UCLA Medical Center.
13

Budget Overview
FY 2013-15 Proposed Biennial Budget

Overall Economic Conditions
The assumptions used in preparing the FY 2013-15 revenue budget are based on a review of information
concerning the national, state, regional, and local economies. A wide range of data was used from
respected sources, including the UCLA Anderson Forecast, the Los Angeles Economic Development
Corporation (LAEDC), Bloomberg News, and economic analyses from various other respected sources.
National Economy
The U.S. economy emerged from the recession
Real GDP Growth vs. Unemployment
several years ago, but the recovery has been one
of the slowest on record. Economic growth has 12.0%
Real GDP Unemployment
been hovering around 2% annually for the last
three years, well below the 4%-6% growth rates
typical of prior recoveries. Growth is expected to
ramp up slowly over the next two years. A recent
survey of economists conducted by Bloomberg
8.0%
4.0%
0.0%
-4.0%
-8.0%
projects growth at 2.7% in 2014 and 3% in 2015.
However, the impacts of the Federal budget
2007 2008 2009 2010 2011 2012 2013
(f)
2014
(f)
2015
(f)
sequestration, higher payroll taxes and taxes on
Source: Bloomberg/UCLA Anderson Forecast
upper income households, the weak European
economy, and implementation of the Affordable Care Act, will all keep growth from accelerating faster in the
short term. Consumer spending is showing signs of slowing after several strong quarters, but is expected to
pick up again, reflecting strength in the housing and automobile sectors. The employment situation is also
slowly improving. The April 2013 unemployment rate was 7.5% as the economy added an average of 181,000
jobs per month in 2012. A similar increase is expected in 2014. However, even with this level of job creation,
the unemployment rate is not expected to fall below 7% until 2015.
The housing market is showing a rebound. The most recent S&P/Case-Shiller index of home prices in 20 cities
reported an 8.1% year over year gain for the period ending January 31, 2013. Data from the National
Association of Realtors (NAR) showed that February existing home sales were up 10.2% from a year earlier and
median prices rose 11.6% over the same time period. Further increases are projected for at least the next two
years.
8.0
6.0
4.0
2.0
0.0
U.S. Existing Home Sales
Home Sales in Millions Median Price in Thousands
$250
$200
$150
$100
$50
$0
2006 2007 2008 2009 2010 2011 2012 2013 2014
(f) (f)
Source: National Association of Realtors
There is some uncertainty regarding future
inflation rates. The Bloomberg forecast projects
continuing low inflation rates of 1.9% in 2013,
2.1% in 2014, and 2.2% in 2015. However, the
UCLA Anderson School Forecast projects a bit
higher inflation by 2015 due to increased
housing prices, the impact of Fed monetary
policy, and some wage pressure resulting from
a shortage of skilled labor. While the effect of
oil price increases on the U.S. economy has
been minor so far, the continued uncertainty
and unrest overseas could eventually dampen
economic growth. Additionally, Federal
stimulus polices which have helped spur the
economic recovery have also significantly
15

Overall Economic Conditions
increased the Federal budget deficit and national debt, which could lead to a contraction in the economy if
not dealt with in the next few years. State and local government deficits may also be a drag on the economy
over the next several years.
In summary, the economy continues its mild expansion. Consumer spending continues to be strong, although
business investment is still somewhat erratic. Sustained job growth is continuing, but at a slow pace. The stock
market surpassed its high points prior to the recession and has reached record levels. However, the pace of
economic growth is still relatively slow, unemployment is still high despite job creation, inflation has the
potential to increase, and the national debt looms as a potential roadblock to sustained economic recovery.
State Economy
The California economy, like the nation’s, has begun to
grow at a slow, but steady pace, and further
acceleration is expected over the next two years. The
UCLA Forecast projects economic growth (as
measured by employment increases) will be 1.6% in
2013 and then 2.3% and 2.4% in 2014 and 2015
respectively. Unemployment fell to 9.0% in April 2013
and is expected to decrease to 8.4% in 2014 and 7.2%
in 2015, still above the national average. Real personal
income is projected to grow by 1.4% in 2013 followed
by higher growth rates of 3.6% in 2014 and 3.3% in 2015.
The housing market is also in recovery. The median
California Housing Market
sales price of existing family homes in March was 13.7% higher than one year earlier. The California
Association of Realtors (CAR) predicts that the number of home sales in the state will increase by 1.3% for the
entire year after a 5.1% increase in 2012. Median sales prices will increase by about 5.7% in 2013 on top of a
10.9% increase in 2012. However, the projected 2013 median price of $335,000 is still 40% below the peak of
$560,300 in 2007. It will likely be years before that level is seen again. The worst also seems to be over for the
commercial real estate market as vacancy rates are decreasing and asking rents appear to be on the rise.
800
600
400
200
0
Single Family Home Resales in Thousands
Median Price in Thousands
2005 2006 2007 2008 2009 2010 2011 2012 2013
Source: California Association of Realtors
(f)
$600
$400
$200
$0
9%
5%
1%
-3%
-7%
-11%
-15%
California Taxable Sales &
Personal Income
Taxable Sales
Real Personal Income
2006 2007 2008 2009 2010 2011 2012 2013
(f)
Source: UCLA Anderson Forecast
2014
(f)
2015
(f)
Tourism has experienced a strong recovery and
statewide sales taxes have also rebounded sharply in
the last three years to pre-recession levels with fourth
quarter figures up 6.1% from the prior year after adjusting
for anomalies. Increases over the next three years are
projected to be moderate, ranging from 3% to 4% per
year. Personal income is projected to increase over the
next two years by the highest rates since 2006. Taxable
sales have exceeded pre-recession levels.
One of the biggest threats to the California economy in the last decade has been huge State budget deficits.
However, the Governor’s proposed FY 2013-14 budget provides a balanced budget primarily due to spending
reductions and new revenues from Proposition 30. While many local governments are still experiencing
hardships, the worst appears to be over due to the improved economy. However, pension and health care
costs still pose significant threats in the future.
16

Overall Economic Conditions
Local Economy
Santa Monica benefits from a more
diversified tax base than many cities.
For example, the City’s five major tax
sources, Transient Occupancy (TOT),
Sales, Property, Utility Users, and Business
License, each make up between 9%
and 16% of General Fund revenues. In
many cities, sales and property taxes
alone account for up to 60% of
revenues. Most of these tax sources are
economically driven and were
significantly impacted by the recession.
However, all have recovered to some
extent over the last three years.
City of Santa Monica Property Transfers
# of Transfers Average Tax/Transfer
2,000
$6,000
1,50 0
$4,000
1,0 0 0
$2,000
500
0
$0
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Number of Transfers Average Tax Per Transfer
Source: County of Los Angeles Registrar Recorder
The real estate market was impacted by the recession, but Santa Monica did not see the same level of price
depreciation as other areas. The number of property transfers did decrease significantly over a five year
period beginning in FY 2003-04 and reached the bottom in FY 2008-09 at the lowest level for which records are
available. However, the rate of transfers has stabilized in the last three years and the average transfer amount
has moved up sharply, resulting in assessed value increases, which eventually translate into property tax gains.
Sales tax receipts, which declined for two consecutive years due to the recession and the temporary closure
of Santa Monica Place, also recovered sharply, growing nearly 25% over the last three fiscal years. Growth is
expected to be moderate going forward. Additionally, Santa Monica voters approved Measures Y and YY,
implementing a one-half cent local sales tax in November 2010, which has generated nearly $13 million per
year in new revenues since implemented, half of which is paid to the school district for the use of certain
school facilities.
Tourism, which provides a strong stimulus to the local economy by creating jobs and producing revenues, has
rebounded sharply from recession declines with FY 2012-13 expected to be the third straight year of near
double digit growth.
The improvements to the local economy have pushed tax revenues above pre-recession levels. However,
long term growth rates for General Fund revenues are projected to grow rather modestly, averaging about
2.5% annual growth over the next five years. A discussion of local taxes follows the Citywide Budget overview.
17

Citywide Budget Overview
Total FY 2013-14 City Revenues — $522.5 million
Total FY 2014-15 City Revenues — $503.3 million
Total projected City revenues for FY 2013-14 are $522.5 million, a 3.9% decrease from the FY 2012-13
estimated actual. The $21.2 million decrease reflects one-time revenues received in the prior year.
Intergov
ernmental
$35.5
7%
Licenses &
Permits
$34.1
7%
Charges for
Serv ices
$123.3
24%
Fines and
Forfeits
$15.1
3%
Inv estments &
Rents
$11.5
2%
Grants
$33.1
6%
Other Taxes
$122.2
23%
Sales Taxes
$89.6
17%
Other
$15.5
3%
Property
Taxes
$42.6
8%
FY 2013-14 Citywide Revenues by Category (in millions)
Revenues in FY 2014-15 are projected to be $503.3 million, $19.2 million or 3.7% less than in FY 2013-14. The
decrease reflects less Big Blue Bus capital grant revenues and Miscellaneous Grants revenue.
Intergov
ernmental
$33.0
7% Charges for
Serv ices
$125.1
25%
Licenses & Permits
$35.6
7%
Fines and Forfeits
$15.1
3%
Inv estments &
Rents
$12.2
2%
Other Taxes
$124.6
25%
Other
$14.1
3%
Grants
$6.6
1%
Sales Taxes
$92.7
18%
Property
Taxes
$44.3
9%
FY 2014-15 Citywide Revenues by Category (in millions)
18

Citywide Budget Overview
Total FY 2013-14 Proposed City Budget — $520.9 million
Total FY 2014-15 Proposed City Budget — $527.7 million
The FY 2013-14 proposed budget includes
$520.9 million in expenditures, net of transfers and
reimbursements, for all funds. This amount
represents a 5.6% decrease over the revised
budget for FY 2012-13, primarily due to decreased
capital spending and dissolution of
redevelopment.
FY 2013-14 Citywide Expenditures by Fund
Other
$35.3
7%
Enterprise
Funds
$179.5
34%
General
Fund
$306.1
59%
The FY 2014-15 proposed budget includes
$527.7 million in expenditures, net of transfers and
reimbursements, for all funds. This amount represents
an increase of 1.3% from FY 2013-14, primarily due to
increased General Fund expenses, primarily from
salaries and wages.
Other
$33.7
6%
FY 2014-15 Citywide Expenditures by Fund
Enterprise
Funds
$182.7
35%
General
Fund
$311.3
59%
The difference between Citywide revenues and expenditures is due to disparities in timing between
revenues and expenditures for capital projects. Other reserves and assignments are also used to fund the
Capital Projects.
As in previous years, City revenues are subject to changes in economic conditions, State budget actions,
and legislative changes.
19

Citywide Budget Overview
General Fund Budget
FY 2013-14 Proposed General Fund Revenues — $306.0 million; Expenditures $306.1 million
Total FY 2013-14 total General Fund revenues are projected to be $306 million, which is $17.3 million, or 5.4%
less than the FY 2012-13 estimated actual, reflecting one-time funds received in FY 2012-13. The General Fund
Operating Budget for FY 2013-14 is $283.9 million and Capital Improvement Projects add an additional $22.2
million, for a total General Fund budget of $306.1 million. Operating expenditures increase $9.9 million or
3.6%, over the FY 2012-13 revised budget. For FY 2013-14, prior year revenue surplus will fund the difference
between expenditures and revenues.
Where does the General Fund money come
from in FY 2013-14 (in millions)
All Othe r
$5.4
2%
Fines/
Licenses/
Permits
$49.3
16%
Charges
for
Services
$34.4
11%
Local
Taxes
$206.8
68%
Inv est./
Rents
$10.1
3%
Where does the General Fund money go in
FY 2013-14 (in millions)
Capital
$22.2
7%
All Other
$21.2
7%
Public
Safety (Fire
/ Police)
$108.0
35%
Planning &
Development
$59.7
20%
Support
Serv ices*
$58.7
19%
Recreation
$36.3
12%
FY 2014-15 Proposed General Fund Revenues — $314.8 million; Expenditures $311.3 million
Total FY 2014-15 General Fund revenues are projected to be $8.8 million, or 2.9% more than in FY 2013-14,
primarily due to increased local tax revenues ($5.9 million), revenues from licenses and permits ($1.5 million),
charges for services ($0.6 million), rentals ($0.4 million), and investment income ($0.4 million). The General
Fund Operating Budget for FY 2014-15 is $293.1 million and Capital Improvement Projects add an additional
$18.2 million, for a total General Fund budget of $311.3 million. Operating expenditures increase $9.1 million,
3.2% over the FY 2013-14 Proposed Budget.
Where does the General Fund money come
from in FY 2014-15 (in millions)
All Other
$5.3
2%
Fines/
Licenses/
Permits
$51.0
16%
Charges for
Services
$35.1
11%
Local Taxes
$212.7
68%
Invest./
Rents
$10.7
3%
Capital
$18.2
6%
All Other
$24.2
8%
*Support Services consist of the following departments:
City Council, City Manager, Records & Election Services, Finance,
City Attorney, Human Resources, and Information Systems.
20
Where does the General Fund money go in
FY 2014-15 (in millions)
Public
Safety
(Fire /
Police)
$110.4
35%
Support
Services*
$60.5
19%
Planning &
Development
$61.3
20%
Recreation
$36.7
12%

Citywide Budget Overview
Budget Strategy
The City’s Biennial Budget is informed by a five year forecast completed for each of the City’s funds. The
General Fund forecast essentially acts as a risk assessment tool that contemplates the impact of best case,
probable, and worst case scenarios on the City’s budget; the budget is based on the probable case. The
three scenarios show the effects of slightly higher revenues in the best case, to impacts of potential
redevelopment clawbacks in the worst case. Included in all the scenarios are increases in healthcare,
pension and workers’ compensation costs, and the need for the General Fund to assume costs previously
funded by Redevelopment. In January 2013, Council directed staff to implement a budgeting strategy that
would allow our fund balance to withstand these risks and maintain its healthy reserves, as follows:
Limit the growth of total compensation costs
Find efficiencies and increase cost recovery to lower the General Fund net expenditure baseline by 5%
This budget document achieves a combination of increased cost recovery and expenditure savings totaling
3.7% of the General Fund budget in FY 2013-14 and 5% in FY 2014-15. This is done through a combination of
changes in the way we do business, elimination of vacant positions and reductions in overtime, return on
investment projects, enhanced tax compliance, and updated fees based on a recently-completed
comprehensive fee study.
The growth rate for total compensation in the Biennial Budget reflects the rate of the consumer price index,
which is also similar to the average rate of projected revenue growth (approximately 2.5%). Labor
negotiations were ongoing as of the publication of this document.
Other Funds
In addition to the General Fund, the City budget includes a number of funds that are either self sustaining or
subsidized. In the FY 2013-15 Biennial Budget, the Wastewater Fund forecast indicates that there are
adequate reserves for the next two years.
The Big Blue Bus Fund is also showing a stable forecast as the department has reduced overtime and materials
and supplies budgets and increased cost recovery on contractual services.
The Resource Recovery and Recycling Fund is anticipated to experience a structural deficit in FY 2014-15
unless a rate increase is implemented. Staff will complete a rate study upon the completion of the Zero Waste
Master Plan and will return to Council in the second quarter for FY 2013-14 to present proposed rates.
The Water Fund has sufficient revenue to cover current operations and a rate increase will not be necessary
for FY 2013-14. A rate study will commence in FY 2013-14 after the Sustainable Water Master Plan is completed
in order to include financial impacts identified in the Plan and ensure financial sustainability of the Fund.
The subsidies from the General Fund to the Cemetery and Pier Funds, is anticipated to decrease by $400,000
in FY 2013-14 due to expenditure efficiencies, increased revenues and changes in capital project scheduling.
The Civic Auditorium will discontinue full operation on June 30, 2013. Council will be considering potential
interim uses of the facility in June 2013.
The Housing Authority Fund will require General Fund subsidies of $120,000 and $290,000, respectively during
each year of the biennial budget due to the loss of Redevelopment funding and reduction in HUD funding.
21

Citywide Budget Overview
Citywide Total Compensation
Total compensation, which includes employee salaries, pension contributions, health care and workers’
compensation costs, makes up 55% of the City’s overall budget, and 72% of the General Fund operating
budget. The rising cost of healthcare, and the need to supplement low-performing CalPERS pension portfolios
with higher contributions, drive our total compensation cost growth rate to a level that is approximately
double our revenue growth rate. To accommodate healthcare, pension, and workers’ compensation
increases, the cost of living adjustment (COLA) for employees must consider the total compensation package
and not just salary. The table below details these increases by component.
% Annual Increase FY 2013-14 FY 2014-15
Health Insurance 1 14.0% 14.0%
Retirement 2 4.09% 1.83%
Workers’ Compensation 7.5% 7.5%
1 Does not reflect increases associated with the implementation of the Patient Protection and Affordable Care Act. Amount is subject
to change pending new agreements with insurers.
2 Does not reflect increases associated with recent CalPERS Board-approved actuarial adjustments which begin in 2015.
Pension Contributions
The City’s defined benefit pension plan, Santa
Monica Public Employees’ Retirement Plan,
provides retirement and disability benefits,
annual cost of living adjustments, and death
benefits to plan members and beneficiaries.
The plan is part of the Public Agency portion of
the California Public Employees Retirement
System (CalPERS), which acts as a common
investment and administrative agent for
participating public employers within the State
of California. Active full time employees in the
plan reimburse the City for a portion of the
costs. Detail of gross projected pension plan
costs for FYs 2013-15, offset by employee
reimbursements, is outlined to the right.
FY 2013-14 FY 2014-15
General Fund
Gross Pension Cost $ 43,941,413 $ 45,254,083
Employee Contributions 10,466,373 10,696,892
Net Pension Cost to the City $ 33,475,040 $ 34,557,191
All Other Funds
Gross Pension Cost $ 12,574,344 $ 12,909,047
Employee Contributions 4,040,324 4,101,898
Net Pension Cost to the City $ 8,534,020 $ 8,807,149
Total Gross Pension Cost $ 56,515,757 $ 58,163,130
Total Employee Contributions 14,506,697 14,798,790
Total Net Pension Cost to the City $ 42,009,060 $ 43,364,340
22

Major General Fund Tax Base Projections
Local Taxes represent approximately
two-thirds of projected General Fund
revenues. Five of these tax sources,
Transient Occupancy Taxes (TOT),
Sales Taxes, Property Taxes, Utility
Users Taxes (UUT), and Business
L icense T a x e s , a c c ount for
$191.9 million out of the $212.7 million
in local taxes projected to be
received in the next fiscal year. The
remaining tax revenues are from
Parking Facilities Taxes, Real Property
Transfer Taxes, Vehicle License Fees,
and Condominium Taxes. The
projections reflect a prudent
approach to forecasting using
standard methodologies such as
trend analysis, known extraordinary
Real Property
Transfer Taxes
2%
Parking Facility
Taxes
3%
Business License
Taxes
9%
Utility Users
Taxes
10%
Transient
Occupancy
Taxes
14%
circumstances, fiscal impacts of legislative changes, outside consultant forecasts, and professional judgment,
to arrive at the revenue projections. Overall, the projections assume mild economic growth resulting in
revenues trending up, but at lower rates than during the recession recovery period of the last three years.
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 shifts and unforeseen
state legislative changes, could affect the ultimate amount of monies actually received.
Property Taxes — 14% of General Fund Revenues
The housing market has rebounded and is showing growth. The number of transfers in FY 2012-13 is expected
to be the highest in seven years and may approach long-term historical averages during this budget cycle.
The commercial real estate market appears to have also begun a recovery resulting in decreased office
vacancy rates and stabilized rental rates. However, it is expected to be some time before property value
growth approaches historical levels. It is anticipated that the assessed value growth in Santa Monica will be
3% in both FY 2013-14 and FY 2014-15.
Revenue from unsecured property taxes (such as airplanes) is projected to remain relatively flat throughout
the forecast period. The stabilizing real estate market has also resulted in a decline in delinquent tax receipts.
Additionally, in FY 2012-13 the City began receiving residual and pass-through payments from Redevelopment
Property Tax Trust Funds (RPTTF) due to the dissolution of Redevelopment. Projected residual revenues in
FY 2013-14 and FY 2014-15 do not include the impact from future City paybacks.
Sales Taxes — 16% of General Fund Revenues
General Fund Revenues
Diversified Tax Base
All Other Non-
Tax
32%
Property Taxes
14%
Sales and Use
Taxes
16%
Sales taxes have returned to pre-recession levels, reflecting the recovering economy and the impact of the
renovated Santa Monica Place Mall. Additionally, revenues from the voter-approved one-half cent
Transaction and Use Tax have been higher than originally projected. Growth rates are expected to grow
moderately, by 2.4% in FY 2013-14, reflecting the loss of several large tax generators, and then by 3.7% in
FY 2014-15.
23

Major General Fund Tax Base Projections
Transient Occupancy Taxes — 14% of General Fund Revenues
Tourism has recovered strongly from the recessionary declines. Transient Occupancy Tax (TOT) revenues in
FY 2011-12 finally reached the pre-recession peak of FY 2007-08, reflecting annual growth rates averaging
nearly 11% over the last three fiscal years. Occupancy rates have reached what is considered “full
occupancy” and average room rental rates have risen sharply. Based on information provided by
PKF Consulting and the Santa Monica Convention and Visitors Bureau, the rate of growth is expected to
moderate significantly over the next two years, to 3.5% in FY 2013-14 and 3% in FY 2014-15. No new properties
are anticipated to come on-line in the next two fiscal years.
Utility Users Taxes — 10% of General Fund Revenues
Utility Users Taxes are projected to continue their trend of the last few years and remain relatively flat over the
next two years. Modest increases from electrical, natural gas, and cable television services are projected to
be offset by decreases in taxes from telecommunications services, reflecting a shift of consumer use to more
internet based, non-taxable services. Taxes from electric, gas, and cable television utilities are primarily driven
by rate changes by Southern California Edison, Southern California Gas Company, and Time Warner Cable,
respectively. Taxes from water and wastewater services reflect Council-approved utility rate increases in
these areas.
Business License Taxes — 9% of General Fund Revenues
As with most other local taxes, business license taxes recovered in FY 2011-12, growing 3% after two years of
decreases. FY 2012-13 revenues are expected to approach the pre-recession peak. Continued growth of
2.4% per year is expected in FY 2013-14 and FY 2014-15. This is less than historical averages as the overall local
economy is expected to show tempered growth. Additionally, several large taxpayers have left the City.
There is a potential for revenue increases reflecting the impact of an amnesty program conducted in
FY 2012-13 and from compliance actions, such as business license discovery and audits.
Parking Facility Taxes — 3% of General Fund Revenues
Parking Facility taxes were also impacted by the recession as FY 2009-10 revenues decreased by 1.0% from
FY 2008-09, the first decrease since the tax was implemented. Revenues recovered significantly in FY 2010-11
and FY 2011-12, as a result of pricing revisions in the City-owned structures. As with other City taxes, growth is
expected to slow slightly, resulting in annual revenue increases of 2% in FY 2013-14 and FY 2014-15.
Real Property Transfer Taxes — 2% of General Fund Revenues
Recessionary economic conditions significantly reduced property turnover in the City. The number of transfers
in FY 2008-09 was the lowest since the City implemented its own tax in FY 1992-93, and 60% less than the peak
year. Activity slowly increased in FY 2009-10 and has picked up sharply in FY 2012-13 as year-to-date transfers
through February are 40% more than for the same period in the previous year. FY 2012-13 revenues are
expected to be the highest since FY 2006-07. However, the number of transfers is still low compared to past
peak periods, and a good portion of this year’s increase can be contributed to pent up demand built up over
the last few years. Also, FY 2012-13 revenues have been skewed upward by sale of several very large
properties. Based on this, revenues are expected to drop by $1.0 million in FY 2013-14 before beginning a
period of mild increases beginning in FY 2014-15 as the real estate market continues its slow recovery.
24

Emerging Themes
Boards, Commissions, neighborhood organizations, special interest groups, and individual constituents provide
regular feedback about what is going on in Santa Monica. Individuals communicate during Council
meetings, through the Government Outreach system, and the City’s website, and at the annual community
meeting series Santa Monica Talks (SM Talks). The Community’s input, including responses captured in the
biennial resident survey, Council’s direction, and staff’s ongoing assessment of community needs have led to
the development of eight Emerging Themes. These items represent quality of life matters that the City will
address in each year of the 2013-2015 biennial budget.
Public Safety and Crime Reduction
Protecting public safety, reducing crime and the fear of crime is a core City service. Compared to calendar
year 2011, there was an 11% increase in crime in 2012. Even with this increase, the overall crime rate is
consistent with levels not seen since the 1950s. Still, the Police Department will continue to strengthen its patrol
force with an “All-Hands” strategy. Officers, including managers and supervisors throughout the department,
are now assigned field duties. A crime impact team has been and will continue to be employed on a full-time
basis. With new leadership, the Police Department is focusing to reduce crime, increase pedestrian and traffic
safety and decrease homelessness with greater efficiency and effectiveness.
Although gang and youth violence has decreased in recent years, the Police Department, other City
departments and community partners are working to safeguard these gains by continuing focus on youth
intervention, education and, when needed, enforcement.
Land Use
What, where and how Santa Monica will allow new growth and development in the future is a concern
shared by many. When asked directly in the 2013 survey, 43% of residents said they consider the amount of
growth and development to be a serious problem facing the City.
A number of plans and a new regulatory system will be completed in FY 2013-15. A new zoning ordinance as
well as specific and area plans will ensure new development reflects priorities established by Council and
community benefits identified in the Land Use and Circulation Element (LUCE). Council addressed the issue of
processing the Development Agreement applications in early 2013 and identified the following priorities:
projects that generate less traffic and relatively more revenue for the City, such as hotels and auto dealers,
projects that produce a higher level of affordable housing, projects that provide a mix of unit types,
educational institutions, and projects by the same developer where sites are combined for a more
comprehensive approach.
A revised zoning ordinance, which will refine the implementation of the LUCE and clarify expectations for
development, will be before Council for adoption in December 2013. Transition of a former industrial area into
an arts and transit-focused mixed-use neighborhood will be guided by the Bergamot Area Plan, which will be
presented to Council in July 2013. The specific plan required by the LUCE to guide the vision of the downtown
district will be complete in March 2014. The Planning and Community Development Department will process
approximately 35 pending Development Agreements.
Shared Streets
The City will increase safety for pedestrians, bicyclists and motorists as well as improve multimodal
transportation on shared streets. Staff and residents are working together to complete the Pedestrian Action
Plan by June 2014. It will identify improvements now and in the future to help make streets and sidewalks safer
for visitors and members of the community.
25

Emerging Themes
In the same month the first phase of a bike share system will be installed in the City. Over 250 bicycles will be
able to be picked up and dropped off at any of the 25 station locations. Bike sharing will link major resident
and visitor destinations. An additional 150 new bike parking spaces will be completed by December 2015.
Five new miles of bicycle lanes, routes, sharrows and off-street recreational paths will fill gaps in the current
bicycle network.
Parking and Traffic Circulation
Mobility, parking and traffic circulation, including concerns about the effects of construction and
development, are top-of-mind for many residents and business owners in Santa Monica. In response to
community concerns, staff is evaluating strategies to reposition and better align the City’s transportation,
parking, and enforcement functions and services within the Planning and Community Development
Department.
Development and transit strategies will achieve the long-term goal outlined in the LUCE of no net new
evening peak period vehicle trips. By September 2013, City staff will begin a pilot public car sharing program.
Conceptual planning to enhance pedestrian and transit connections, and balance use of the roadway and
improve safety on Lincoln Boulevard will be complete by June 2015. The Public Works Department will repair
seven miles of streets and roughly 45,000 sq. ft. of sidewalks each year of the two-year budget. The Police
Department will produce quarterly articles to increase awareness about traffic safety and energetically
enforce ordinances and traffic laws that have a direct connection to pedestrian, bicyclist and motorist safety.
Construction of a $20 million five-phase Advanced Traffic Management System project is underway to
upgrade traffic signals. Upon completion of Phase four of the project in 2013, 95% of City’s signal system will
be upgraded. The resulting infrastructure and technology will allow the City to monitor real-time traffic and
thereby to smooth congestion and traffic flow.
Staff will carefully manage parking in town. Additional spaces are being built in downtown Parking Structure 6
and have been proposed as part of private development projects. A real-time way finding system will be
offered in 2013 to serve the downtown gateways and coastal parking lots, with changeable message signs at
the 4th/5th Street freeway exit and at the entrance to each beach lot.
The Big Blue Bus will incorporate a new fare collection system in February 2014 to improve service delivery and
make paying for bus service easier. Fifty-eight new compressed natural gas buses will go into service by
January 2014. Staff will begin to meet with the community in September 2013 to discuss ways to integrate bus
service with the arrival of Expo light rail.
An interdepartmental team is refining access options for the three Expo light rail stations, focusing attention on
first-and-last mile connectivity for Santa Monica residents and people traveling to Santa Monica. By June 2015
water, waste water, electrical and gas utilities on Colorado Avenue will be relocated. New sidewalks, curbs,
gutters, street lights and traffic signal construction will be underway and train tracks will be installed.
Construction of the three Santa Monica Stations – Olympic/26th Street, Colorado/17th Street, and
Colorado/4th Street – will be nearing completion.
With the arrival of the Expo light rail line in early 2016, staff will increase safety, connectivity and circulation on
the City’s multimodal transportation network. Throughout the construction period and beyond, residents will
receive regular weekly updates about traffic control for construction activities in the public right-of-way
through SM Alerts! – the City’s notification system that communicates important community information and
emergency messages.
26

Emerging Themes
Homelessness
The City’s response to homelessness is guided by the Action Plan to Address Homelessness in Santa Monica. In
the upcoming two-year budget, the City and local non-profit service providers will refocus efforts to identify
and house individuals known to have been in Santa Monica the longest, while re-directing individuals who are
new to the community back to resources in their hometowns. Specific measures are being coordinated
through the interdepartmental partnership of Community and Cultural Services, the Police Department, the
City Attorney’s Office and the Housing and Economic Development Department in coordination with local
service providers to address new “hot spots’’ identified in the January 2013 Homeless Count, and to reduce
the impact of homelessness in the downtown area.
Water Self Sufficiency
Santa Monica is fortunate to be able to meet the majority of its current water needs through the local
pumping of groundwater from City wells. However, achieving 100% water self-sufficiency from local sources
would ensure a sustainable water supply to support the City’s residents, businesses, and the local economy
and have regional benefits, as every drop of imported water conserved by Santa Monica reduces the
regional demand. Staff will implement its water master plan in 2013, promote conservation and greater use of
recycled water, increase local groundwater production and complete a siting analysis for the Olympic Water
Treatment Facility by June 2014. Outreach, education and, when necessary, enforcement, will be
implemented to reduce annual Citywide water demand by 1.0% in each year of the two-year budget to
bring Santa Monica closer to water independence.
Sustainability and the Environment
Santa Monica remains at the frontier of innovative waste reduction, recycling and natural resource
management. Under existing policies, the City diverts 77% of Santa Monica trash – one of the highest diversion
rates in the country. The Zero Waste Strategic Plan will guide work to strengthen current waste diversion
operations while adding new opportunities and emerging technologies. When finalized in June 2014, the Plan
will guide efforts to prevent 95% of the things the City disposes from going to the landfill by 2030.
To do this, the City will incrementally divert food waste from landfills. Plastic water bottles, cardboard, yard
trimmings and disposal of construction debris that can be recycled or reused will be mandatory. New disposal
programs will reduce commercial sector waste. Programs like bulky item pickup and options to recycle new
materials like carpets, mattresses and other textiles, will bring the City closer to zero waste generation.
The Office of Sustainability and the Environment will build upon programs to increase solar energy production.
Of the municipal fleet, 71% of the vehicles use alternative fuels. The City will look for additional fleet
enhancements while working to advance the community-wide goal to reduce greenhouse gas emissions by
15% below 1990 levels by June 2015.
Civic Engagement
Civic engagement is about individual and collective action to identify and address issues of public concern.
Residents and businesses’ input in ongoing conversations about the City drive the democratic process. In
Spring 2014, the City of Santa Monica will launch the first offering of a citizens academy to educate residents
about their local government and encourage participation in local public policy making. Residents of all
ages and backgrounds who are curious as to how the City and its partners make decisions, allocate
resources, and get things done will be encouraged to participate.
27

Emerging Themes
The citizens academy is one of many efforts to inform and educate residents about what is going on in the
city. City TV — the City’s community cable channel — provides programs about news, activities and events in
Santa Monica from their new state-of-the-art production facility. Revamped City websites make it easier to
get information online. An outreach campaign called Be Excited Be Prepared! Santa Monica Constructs Its
Future provides a single place for up-to-date information on all capital projects in the city. Six issues of the
SeaScape newsletter are published in the City each year. During the Fall annual community meeting series
Santa Monica Talks - residents meet face to face with City staff to share ideas and have questions answered
about what is going on in their City. For immediate connection with their local government, residents send
comments, complaints and service requests 24 hours a day, seven days a week to the Government Outreach
(GO) system. Requests go directly to staff members, who respond to residents on average within five days.
Taken together, these resources support residents and business to be informed and active community
members.
Wellbeing
In Spring 2013, Bloomberg Philanthropies named the City of Santa Monica as one of five winning cities in its
Mayors Challenge, a contest to foster innovation in local government. The $1,000,000 prize will be used to
implement The Wellbeing Project, an effort to define, measure, and improve conditions needed for optimal
human development. The Wellbeing Project will provide the City new ways to evaluate how public goods
and services impact quality of life issues.
28

Fund Balances
FY 2013-15 Proposed Biennial Budget

Fund Balances
Classification of Funds
The financial operations of the City are organized into funds for which budgets are prepared. These funds are
grouped into three major categories: General, Special Revenue, and Proprietary.
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.
(04) Special Revenue Source Fund — To account for various mitigation funds from developers’
agreements primarily on housing, traffic and parking areas.
(05) Charnock 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. In FY 2013-14, the Charnock(05) and
Water(25) Funds will be consolidated into one fund.
(06) Clean Beaches and Ocean Parcel Tax Fund — To account for activity related to implementation
of Watershed Management Plan and the passage of Measure V in November 2006.
(11) Beach Recreation Fund — To account for beach parking and concession revenues and
expenditures related to beach maintenance and recreation activities. In FY 2013-14, the Beach
Recreation(11) and Beach House(24) Funds will be consolidated into one Beach fund.
(12) Housing Authority Fund — To account for the receipt and expenditure of federal funds related to
housing programs.
(13) Disaster Relief Fund — To account for Federal and State disaster relief grants and the City‘s
recovery expenditures related to the January 17, 1994 Northridge Earthquake.
(14) Tenant Ownership Rights Charter Amendment 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.
(15) Housing Projects Fund — To account for the former assets of the Redevelopment low- and
moderate-income housing fund.
(19) Community Development Block Grant 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.
(20) Miscellaneous Grants Fund — To account for the receipt and expenditure of miscellaneous
Federal, State and County awarded grants and special allocations provided to the City.
(21) Asset Seizure 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.
(22) Citizens Option for Public Safety — 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.
(24) Beach House Fund — To account for revenue and expenditures for operations of the Annenberg
Community Beach House. In FY 2013-14, the Beach Recreation (11) and Beach House (24) Funds will
29

Fund Balances
be consolidated into one Beach fund.
(29) Rent Control 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.
(43) Gas Tax Fund — To account for State and County gasoline tax allocations and any Federal funds
provided to the City for street-related purposes.
(44) South Coast Air Quality Management District (SCAQMD) Fund — To account for the receipt of Air
Quality Management District funds and eligible expenditures.
(53) Parks and Recreation Facilities 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.
Proprietary (Enterprise and Internal Service) Funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises where (a) the intent is that the costs (expenses,
including depreciation) of providing goods or services to the general public or City departments on a
continuing basis be financed or recovered primarily through user charges, or (b) the City has decided that
periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital
maintenance, public policy, management control, accountability, or other purposes.
(25) Water Fund — To account for revenues and expenses of providing water service to the citizens of
the City. In FY 2013-14, the Charnock(05) and Water(25) Funds will be consolidated into one Water
fund.
(27) Resource Recovery and Recycling Fund — To account for revenues and expenses of operating
the City's refuse collection, street sweeping and cleaning, and recycling programs.
(30) Pier Fund — To account for revenues and expenses connected with management and
development of the Santa Monica Pier.
(31) Wastewater Fund — To account for revenues and expenses associated with maintaining the
sanitary sewer and storm drain systems within the City.
(32) Civic Auditorium Fund — To account for revenues and expenses connected with management
of the Santa Monica Civic Auditorium. Effective June 30, 2013, the Civic Auditorium will cease
operations and the fund will no longer be used.
(33/52) Airport/Special Aviation Funds — To account for revenues and expenses connected with
management of the Santa Monica Municipal Airport.
(34) Stormwater Management Fund — To account for revenues and expenses associated with storm
water management.
(37) Cemetery Fund — To account for revenues and expenses associated with operation of
Woodlawn Cemetery.
(41) Big Blue Bus Fund — To account for revenues and expenses related to operation of the City's
municipal bus lines.
(54) Vehicle Management 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.
(55) Information Technology Replacement and Services Fund — To account for user charges from
other funds and expenses related to replacement of computer and telecommunication equipment.
(56) General/Auto Liability Self-insurance Fund — To account for excessive insurance premiums for
general liability and automobile insurance programs; includes funds associated with defending
lawsuits and funds to pay general liability/auto claims.
(57) Bus Self-insurance Fund — To account for contributions from the Big Blue Bus Fund and expenses
30

Fund Balances
related to the administration and payment of bus-related liability claims.
(58) Risk Management Administration Fund — To account for expenses related to the administration of
Risk Management programs and the City’s deductible insurance programs.
(59) Workers’ Compensation Self-insurance Fund — To account for contributions from City
Departments for administration of the payment of workers' compensation claims.
(77) Parking Authority 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, 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.
(77) Private Purpose Trust Fund — To account for the distribution of assets of the dissolved
Redevelopment Agency of the City of Santa Monica.
(80) General Trust Fund — To account for payroll withholding due state and federal agencies, EIR
monies deposited by developers and other resources held in trust for the benefit of parties outside the
City.
(801) Street Light Fund — To account for collected payments of street assessments.
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 Fund is used to account for the accumulation of resources for, and the payment of, general
long-term debt principal and interest.
Fund Balance Projections
The following section shows fund balance projections for each year of the biennial budget in the three major
categories: General Fund, Special Revenue funds, and Proprietary (Enterprise and Internal Service) funds.
Funds are budgeted to maintain a positive balance on a yearly basis. In the cases where budgeted
expenditures exceed revenues, this indicates one-time capital projects where expenditures are funded from
prior years revenue held in reserve for this purpose, except in the case of the Housing Authority and Cemetery
funds, which require General Fund operating subsidies.
31

Fund Category/Type
FUND BALANCE PROJECTIONS FY 2013-14
Projected
Ending
Fund
Balance
FY 2013-14
Budgeted
Revenues
FY 2013-14
Budgeted
Expenditures
6/30/2014
Projected
Operating Fund
Transfers g Balance Change $ Change %
GENERAL FUND
(01) General a 14,317,925 305,997,497 (306,014,598) (121,090) 14,179,734 (138,191) -1.0%
SPECIAL REVENUE FUNDS -
(04) Special Revenue Source 10,642,864 3,562,835 (3,461,644) - 10,744,055 101,191 1.0%
(05) Charnock b - - - - - - N/A
(06) Clean Beaches / Ocean Parcel Tax 3,860,348 2,994,600 (4,358,323) (856,724) 1,639,901 (2,220,447) -57.5%
(11) Beach Recreation c 7,006,745 12,483,419 (13,183,431) - 6,306,733 (700,012) -10.0%
(12) Housing Authority 117,072 17,606,670 (17,844,832) 121,090 - (117,072) -100.0%
(14) TORCA 1,057,187 107,000 (1,014,580) - 149,607 (907,580) -85.8%
(15) Housing Projects d 6,736,978 2,200 (450,000) - 6,289,178 (447,800) -6.6%
(19) CDBG 151,801 1,984,644 (2,136,445) - - (151,801) -100.0%
(20) Miscellaneous Grants (2,637,844) 16,552,377 (10,495,763) - 3,418,770 6,056,614 N/A
(22) Citizens' Option for Public Safety - 122,100 (100,000) - 22,100 22,100 N/A
(24) Beach House c - - - - - - N/A
(43) Gas Tax 431,103 2,403,940 (2,751,240) - 83,803 (347,300) -80.6%
(44) SCAQMD AB2766 632,192 114,000 - - 746,192 114,000 18.0%
(53) Parks and Recreation Facilities 78,000 26,000 - - 104,000 26,000 33.3%
ENTERPRISE FUNDS -
(25) Water b 34,881,783 22,280,397 (32,177,230) - 24,984,950 (9,896,833) -28.4%
(27) Resource Recovery and Recycling e 1,316,107 23,705,236 (25,616,377) - (595,034) (1,911,141) -145.2%
(30) Pier 5,875,878 5,522,255 (9,647,123) - 1,751,010 (4,124,868) -70.2%
(31) Wastewater 27,433,470 20,241,704 (19,159,243) - 28,515,931 1,082,461 3.9%
(32) Civic Auditorium f - - - - - - N/A
(33) Airport / Special Aviation 1,018,153 5,681,701 (5,097,174) - 1,602,680 584,527 57.4%
(34) Stormwater Management 2,645,354 2,063,262 (2,513,056) 856,724 3,052,284 406,930 15.4%
(37) Cemetery 215,693 1,421,700 (1,470,151) - 167,242 (48,451) -22.5%
(41) Big Blue Bus - 95,878,084 (84,678,985) - 11,199,099 11,199,099 N/A
(77) Parking Authority 3,528,304 25,000 - - 3,553,304 25,000 0.7%
32

Fund Category/Type
INTERNAL SERVICE FUNDS
FUND BALANCE PROJECTIONS FY 2013-14
Projected
Ending
Fund
Balance
FY 2013-14
Budgeted
Revenues
FY 2013-14
Budgeted
Expenditures
6/30/2014
Projected
Operating Fund
Transfers g Balance Change $ Change %
(54) Vehicle Management 23,874,543 11,595,567 (8,562,376) - 26,907,734 3,033,191 12.7%
(55) Info Tech Replacement and Services 4,153,786 2,094,874 (1,981,874) - 4,266,786 113,000 2.7%
(56) General / Auto Liability Self-Insurance 14,421,998 3,085,000 (3,988,908) - 13,518,090 (903,908) -6.3%
(57) Bus Self-Insurance 2,657,315 2,530,000 (2,500,000) - 2,687,315 30,000 1.1%
(58) Risk Management Admin 448,304 2,448,322 (2,462,396) - 434,230 (14,074) -3.1%
(59) Workers' Comp. Self-Insurance 4,157,666 9,340,000 (8,581,196) - 4,916,470 758,804 18.3%
TOTAL ALL FUNDS 169,022,724 571,870,384 (570,246,945) - 170,646,162 1,623,439 1.0%
a. Includes the unassigned portion of the General Fund balance; net of reserves and other assignments.
b. Beginning in FY 2013-14, the Charnock Fund (05) combines with the Water Resources Fund (25).
c. Beginning in FY 2013-14, the Beach Fund (11) combines with the Beach House Fund (24).
d. Following RDA dissolution in February 2012, Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low/Moderate Income Housing Funds transferred
to the Housing Projects Fund (15).
e. Resource Recovery and Recycling Fund (27) balance is pending rate increase, which is not included in revenue projection.
f. Beginning in FY 2013-14, the City is closing the Civic Auditorium Fund (32).
g. Includes transfers between funds and transfers from fund reserves to support operations.
33

Fund Category/Type
FUND BALANCE PROJECTIONS FY 2014-15
Projected
Ending
Fund
Balance
6/30/2014
FY 2014-15
Budgeted
Revenues
FY 2014-15
Budgeted
Expenditures
6/30/2015
Projected
Operating Fund
Transfers g Balance Change $ Change %
GENERAL FUND
(01) General a 13,537,372 314,768,814 (311,025,029) (291,009) 16,990,148 3,452,776 25.5%
SPECIAL REVENUE FUNDS - N/A
(04) Special Revenue Source 10,744,055 4,704,047 (437,045) - 15,011,057 4,267,002 39.7%
(05) Charnock b - - - - - - N/A
(06) Clean Beaches / Ocean Parcel Tax 1,639,901 3,078,040 (2,193,209) (915,434) 1,609,298 (30,603) -1.9%
(11) Beach Recreation c 6,306,733 11,909,270 (12,504,540) - 5,711,463 (595,270) -9.4%
(12) Housing Authority - 17,608,170 (17,899,179) 291,009 - - N/A
(14) TORCA 149,607 111,000 (102,910) - 157,697 8,090 5.4%
(15) Housing Projects d 6,289,178 2,500 (450,000) - 5,841,678 (447,500) -7.1%
(19) CDBG - 1,457,705 (673,700) - 784,005 784,005 N/A
(20) Miscellaneous Grants 3,418,770 13,481,596 (12,808,089) - 4,092,277 673,507 19.7%
(22) Citizens' Option for Public Safety 22,100 122,300 (100,000) - 44,400 22,300 100.9%
(24) Beach House c - - - - - - N/A
(43) Gas Tax 83,803 2,404,940 (2,401,240) - 87,503 3,700 4.4%
(44) SCAQMD AB2766 746,192 114,000 - - 860,192 114,000 15.3%
(53) Parks and Recreation Facilities 104,000 26,000 (130,000) - - (104,000) -100.0%
ENTERPRISE FUNDS
N/A/
(25) Water 2 24,984,950 22,449,848 (29,416,575) - 18,018,223 (6,966,727) -27.9%
(27) Resource Recovery and Recycling e - 24,325,776 (25,148,201) - (822,425) (822,425) N/A
(30) Pier 1,751,010 5,570,846 (7,069,731) - 252,125 (1,498,885) -85.6%
(31) Wastewater 28,515,931 20,727,443 (18,875,624) - 30,367,750 1,851,819 6.5%
(32) Civic Auditorium f - - - - - - N/A
(33) Airport / Special Aviation 1,602,680 5,941,287 (5,097,104) - 2,446,863 844,183 52.7%
(34) Stormwater Management 3,052,284 2,067,087 (2,565,765) 915,434 3,469,040 416,756 13.7%
(37) Cemetery 167,242 1,457,245 (1,531,610) - 92,877 (74,365) -44.5%
(41) Big Blue Bus h 11,199,099 69,594,801 (93,923,541) 13,129,641 - (11,199,099) -100%
(77) Parking Authority 3,553,304 27,000 - - 3,580,304 27,000 0.8%
/
34

Fund Category/Type
INTERNAL SERVICE FUNDS
FUND BALANCE PROJECTIONS FY 2014-15
Projected
Ending
Fund
Balance
6/30/2014
FY 2014-15
Budgeted
Revenues
FY 2014-15
Budgeted
Expenditures
6/30/2015
Projected
Operating Fund
Transfers g Balance Change $ Change %
(54) Vehicle Management 26,907,734 11,571,284 (14,326,452) - 24,152,566 (2,755,168) -10.2%
(55) Info Tech Replacement and Services 4,266,786 2,134,815 (1,994,865) - 4,406,736 139,950 3.3%
(56) General / Auto Liability Self-Insurance 13,518,090 3,100,000 (3,810,903) - 12,807,187 (710,903) -5.3%
(57) Bus Self-Insurance 2,687,315 2,535,000 (2,500,000) - 2,722,315 35,000 1.3%
(58) Risk Management Admin 434,230 2,705,078 (2,717,764) - 421,544 (12,686) -2.9%
(59) Workers' Comp. Self-Insurance 4,916,470 10,050,500 (8,768,673) - 6,198,297 1,281,827 26.1%
TOTAL ALL FUNDS 170,598,834 554,046,392 (578,471,749) 13,129,641 159,303,119 (11,295,716) -6.6%
a. Includes the unassigned portion of the General Fund balance; net of reserves and other assignments.
b. Beginning in FY 2013-14, the Charnock Fund (05) combines with the Water Resources Fund (25).
c. Beginning in FY 2013-14, the Beach Fund (11) combines with the Beach House Fund (24).
d. Following RDA dissolution in February 2012, Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low/Moderate Income Housing Funds
transferred to the Housing Projects Fund (15).
e. Resource Recovery and Recycling Fund (27) balance is pending rate increase, which is not included in revenue projection.
f. Beginning in FY 2013-14, the City is closing the Civic Auditorium Fund (32).
g. Includes transfers between funds and transfers from fund reserves to support operations.
h. Big Blue Bus transfer amount reflects use of available reserves to fund capital projects. This amount is unbudgeted; and does not appear in other expenditure summaries.
35

Revenues
FY 2013-15 Proposed Biennial Budget

Fund
Property
Taxes
Sales Taxes
Other Taxes
Licenses &
Permits
Intergovernmental
Charges for
Services
Fines and
Forfeits
Investment Rent Grants Other Budget Total
General (01) 42,582,489 47,600,648 116,577,500 34,026,240 185,700 34,440,171 15,120,700 1,573,200 8,557,630 - 5,333,219 305,997,497
Special Revenue Source (04) - - - - - 491,167 - - - - 3,071,668 3,562,835
Charnock a (05) - - - - - - - - - - - -
Clean Beaches & Ocean Parcel Tax (06) - - 2,937,600 - - - - 57,000 - - - 2,994,600
Beach b (11) - - - 85,350 - 10,627,312 - 60,000 1,118,739 - 592,018 12,483,419
Housing Authority (12) - - - - 17,578,670 - - 28,000 - - - 17,606,670
TORCA (14) - - 80,000 - - - - 27,000 - - - 107,000
Housing Projects (15) - - - - - - - 2,200 - - - 2,200
CDBG (19) - - - - 1,983,644 - - 1,000 - - - 1,984,644
Misc. Grants (20) - - 2,450,557 - 13,166,820 - - 56,000 - - 879,000 16,552,377
COPS c (22) - - - - 120,000 - - 2,100 - - - 122,100
Beach House b (24) - - - - - - - - - - - -
Water a (25) - - - - - 21,409,269 - 100,000 - - 771,128 22,280,397
Resources Recovery and Recycling (27) - - - - - 23,094,036 - 77,000 - - 534,200 23,705,236
Pier (30) - - - - - 5,399,492 - 58,000 - - 64,763 5,522,255
Wastewater (31) - - - - - 19,489,596 5,000 466,108 - - 281,000 20,241,704
Civic Auditorium d (32) - - - - - - - - - - - -
Airport e (33 and 52) - - - - - 5,574,851 - 21,500 - - 85,350 5,681,701
Stormwater (34) - - - - - 1,501,600 - - - - 561,662 2,063,262
Cemetery (37) - - - - - 1,396,200 - - - - 25,500 1,421,700
Big Blue Bus (41) - 41,978,269 - - - 17,377,040 - 268,750 - 33,142,610 3,111,415 95,878,084
Gas Tax (43) - - - - 2,395,940 - - 8,000 - - - 2,403,940
SCAQMD (44) - - - - 110,000 - - 4,000 - - - 114,000
Parks and Recreation (53) - - 25,000 - - - - 1,000 - - - 26,000
Vehicle Management (54) - - - - - 11,047,617 - 321,015 - - 226,935 11,595,567
Information Technology (55) - - - - - 1,981,874 - 113,000 - - - 2,094,874
Self-Insurance, General Liab/Auto (56) - - - - - 3,000,000 - 85,000 - - - 3,085,000
Self-insurance, Bus (57) - - - - - 2,500,000 - 30,000 - - - 2,530,000
Self-insurance, Auto (58) - - - - - 2,448,322 - - - - - 2,448,322
Self-insurance, Workers' Comp (59) - - - - - 9,190,000 - 150,000 - - - 9,340,000
Parking Authority (77) - - - - - - - 25,000 - - - 25,000
SUBTOTAL $ 42,582,489 $ 89,578,917 $ 122,070,657 $ 34,111,590 $ 35,540,774 $ 170,968,547 $ 15,125,700 $ 3,534,873 $ 9,676,369 $ 33,142,610 $ 15,537,858 $ 571,870,384
Reimbursements and Transfers - - - - - (47,627,588) - - (1,701,593) - - (49,329,181)
TOTAL $ 42,582,489 $ 89,578,917 $ 122,070,657 $ 34,111,590 $ 35,540,774 $ 123,340,959 $ 15,125,700 $ 3,534,873 $ 7,974,776 $ 33,142,610 $ 15,537,858 $ 522,541,203
a
In FY 2013-14, the Charnock(05) and Water(25) Funds will be consolidated into one fund.
b
In FY 2013-14, the Beach Recreation(11) and Beach House(24) Funds will be consolidated into one Beach fund.
c Citizens' Option for Public Safety (COPS) fund.
d
Effective June 30, 2013, the Civic Auditorium will cease operations.
e Includes Airport and Special Aviation funds.
FY2013-14 REVENUE SUMMARY BY CATEGORY & FUND
8.1% 17.1% 23.4% 6.5% 6.8% 23.6% 2.9% 0.7% 1.5% 6.3% 3.0% 100.0%
37

Fund
Property
Taxes
Sales Taxes
Other Taxes
Licenses &
Permits
Intergovernmental
Charges for
Services
Fines and
Forfeits
Investment Rent Grants Other Budget Total
General (01) 44,300,864 49,339,865 119,048,010 35,502,929 389,653 35,062,484 15,121,414 1,736,200 8,924,403 - 5,342,992 314,768,814
Special Revenue Source (04) - - - - - 501,167 - - - - 4,202,880 4,704,047
Charnock a (05) - - - - - - - - - - - -
Clean Beaches & Ocean Parcel Tax (06) - - 3,011,040 - - - - 67,000 - - - 3,078,040
Beach b (11) - - - 87,911 - 10,042,352 - 68,250 1,118,739 - 592,018 11,909,270
Housing Authority (12) - - - - 17,578,670 - - 29,500 - - - 17,608,170
TORCA (14) - - 80,000 - - - - 31,000 - - - 111,000
Housing Projects (15) - - - - - - - 2,500 - - - 2,500
CDBG (19) - - - - 1,456,705 - - 1,000 - - - 1,457,705
Misc. Grants (20) - - 2,451,182 - 10,964,414 - - 66,000 - - - 13,481,596
COPS c (22) - - - - 120,000 - - 2,300 - - - 122,300
Beach House b (24) - - - - - - - - - - - -
Water a (25) - - - - - 21,991,542 - 115,000 - - 343,306 22,449,848
Resources Recovery and Recycling (27) - - - - - 23,692,976 - 90,000 - - 542,800 24,325,776
Pier (30) - - - - - 5,437,640 - 68,000 - - 65,206 5,570,846
Wastewater (31) - - - - - 19,957,335 5,000 484,108 - - 281,000 20,727,443
Civic Auditorium d (32) - - - - - - - - - - - -
Airport e (33 and 52) - - - - - 5,829,237 - 26,700 - - 85,350 5,941,287
Stormwater (34) - - - - - 1,505,425 - - - - 561,662 2,067,087
Cemetery (37) - - - - - 1,431,107 - - - - 26,138 1,457,245
Big Blue Bus (41) - 43,319,863 - - - 17,625,044 - 271,439 - 6,593,504 1,784,951 69,594,801
Gas Tax (43) - - - - 2,395,940 - - 9,000 - - - 2,404,940
SCAQMD (44) - - - - 110,000 - - 4,000 - - - 114,000
Parks and Recreation (53) - - 25,000 - - - - 1,000 - - - 26,000
Vehicle Management (54) - - - - - 10,993,090 - 349,539 - - 228,655 11,571,284
Information Technology (55) - - - - - 2,016,815 - 118,000 - - - 2,134,815
Self-Insurance, General Liab/Auto (56) - - - - - 3,000,000 - 100,000 - - - 3,100,000
Self-insurance, Bus (57) - - - - - 2,500,000 - 35,000 - - - 2,535,000
Self-insurance, Auto (58) - - - - - 2,705,078 - - - - - 2,705,078
Self-insurance, Workers' Comp (59) - - - - - 9,875,500 - 175,000 - - - 10,050,500
Parking Authority (77) - - - - - - - 27,000 - - - 27,000
SUBTOTAL $ 44,300,864 $ 92,659,728 $ 124,615,232 $ 35,590,840 $ 33,015,382 $ 174,166,792 $ 15,126,414 $ 3,877,536 $ 10,043,142 $ 6,593,504 $ 14,056,958 $ 554,046,392
Reimbursements and Transfers - - - - - (49,043,941) - - (1,709,650) - - (50,753,591)
TOTAL $ 44,300,864 $ 92,659,728 $ 124,615,232 $ 35,590,840 $ 33,015,382 $ 125,122,851 $ 15,126,414 $ 3,877,536 $ 8,333,492 $ 6,593,504 $ 14,056,958 $ 503,292,801
a
In FY 2013-14, the Charnock(05) and Water(25) Funds will be consolidated into one fund.
b
In FY 2013-14, the Beach Recreation(11) and Beach House(24) Funds will be consolidated into one Beach fund.
c Citizens' Option for Public Safety (COPS) fund.
d
Effective June 30, 2013, the Civic Auditorium will cease operations.
e Includes Airport and Special Aviation funds.
FY2014-15 REVENUE SUMMARY BY CATEGORY & FUND
8.8% 18.4% 24.8% 7.1% 6.6% 24.9% 3.0% 0.8% 1.7% 1.3% 2.8% 100.0%
38

FY2012-13 FY2012-13
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
GENERAL FUND
Property Taxes $ 36,048,258 $ 40,226,123 $ 41,172,117 $ 41,720,714 $ 42,582,489 $ 861,775 2.1 % $ 44,300,864
Sales Taxes 31,689,532 45,831,961 46,612,122 46,468,718 47,600,648 1,131,930 2.4 49,339,865
Other Local Taxes 103,104,849 108,433,055 113,627,000 114,502,521 116,577,500 2,074,979 1.8 119,048,010
Licenses and Permits 27,467,866 30,521,543 31,522,902 31,756,901 34,026,240 2,269,339 7.1 35,502,929
Intergovernmental 639,034 404,209 465,020 332,600 185,700 (146,900) a (44.2) 389,653
Charges for Service 32,361,824 37,563,529 35,338,112 33,820,312 34,440,171 619,859 1.8 35,062,484
Fines and Forfeitures 15,952,958 15,651,820 15,054,100 15,045,000 15,120,700 75,700 0.5 15,121,414
Interest 6,481,618 3,555,401 2,004,000 2,400,200 1,573,200 (827,000) (34.5) 1,736,200
Rentals 7,497,867 8,350,990 7,916,129 8,248,635 8,557,630 308,995 3.7 8,924,403
Other 5,080,787 144,262,485 3,490,074 29,006,482 b 5,333,219 (23,673,263) b (81.6) 5,342,992
TOTAL GENERAL FUND $ 266,324,593 $ 434,801,117 $ 297,201,576 $ 323,302,083 $ 305,997,497 $ (17,304,586) (5.4) % $ 314,768,814
a. Decrease relates to bi-annual reimbursement of election costs from LA County, Rent Control Board, and SMMUSD. No elections are scheduled in FY 2013-14.
b. FY 2012-13 revenues reflect receipt of legal settlement funds from Boeing ($21 million) and Gillette ($2.4 million), as well as the sale of City-owned properties ($1.9 million). No payments from Boeing or
property sales are anticipated in FY 2013-14.
SPECIAL REVENUE SOURCE FUND
Five-Year Revenue Summary
FY2012-13 to FY2013-14
Intergovernmental $ - $ - $ - $ - $ - $ - N/A $ -
Charges for Services 403,137 681,042 400,000 625,000 491,167 (133,833) (21.4) 501,167
Interest 36,116 4,868 35,000 - - - N/A -
Other 1,434,955 1,900,311 14,255,625 14,723,469 3,071,668 (11,651,801) c (79.1) 4,202,880
TOTAL SPECIAL REV. SOURCE FUND $ 1,874,208 $ 2,586,222 $ 14,690,625 $ 15,348,469 $ 3,562,835 $ (11,785,634) (76.8) % $ 4,704,047
c. Decrease is due to one-time property sale (Ocean Avenue lot).
CHARNOCK FUND
Interest $ 394,091 $ 254,425 $ 50,000 $ - $ - $ - N/A % $ -
Other - 4,356,698 5,154,213 28,854,225 - (28,854,225) (100.0) -
TOTAL CHARNOCK FUND* $ 394,091 $ 4,611,123 $ 5,204,213 $ 28,854,225 $ - $ (28,854,225) (100.0) % $ -
*Beginning in FY 2013-14, all remaining revenues will be recorded in the Water (25) Fund.
CLEAN BEACHES & OCEAN FUND
Other Local Taxes $ 2,726,907 $ 2,783,722 $ 2,880,000 $ 2,880,000 $ 2,937,600 $ 57,600 2.0 % $ 3,011,040
Interest 70,876 79,772 89,000 89,000 57,000 (32,000) (36.0) % 67,000
TOTAL CLEAN BCHS & OCEAN $ 2,797,782 $ 2,863,494 $ 2,969,000 $ 2,969,000 $ 2,994,600 $ 25,600 0.9 % $ 3,078,040
39

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
BEACH RECREATION FUND
Licenses & Permits $ 96,800 $ 89,992 $ 77,250 $ 77,250 $ 85,350 $ 8,100 10.5 % $ 87,911
Charges for Services 7,346,455 9,544,379 9,299,990 9,299,990 10,627,312 1,327,322 de 14.3 10,042,352
Interest 84,699 57,782 139,000 70,000 60,000 (10,000) (14.3) 68,250
Rent 278,239 278,239 278,239 278,239 1,118,739 840,500 d 302.1 1,118,739
Other 522,635 540,520 492,872 492,872 592,018 99,146 20.1 592,018
TOTAL BEACH RECREATION FUND d $ 8,328,828 $ 10,510,912 $ 10,287,351 $ 10,218,351 $ 12,483,419 $ 2,265,068 22.2 % $ 11,909,270
d. Increases reflect the merging of the Beach House and Beach Recreation Funds in FY 2013-14.
e. Increase in FY 2013-14 and decrease in FY 2014-15 primarily reflect Cirque du Soleil, which is anticipated to appear in Santa Monica in alternate years.
HOUSING AUTHORITY FUND
Intergovernmental $ 16,629,811 $ 16,266,746 $ 16,337,026 $ 16,496,691 $ 17,578,670 $ 1,081,979 6.6 % $ 17,578,670
Interest 33,266 19,026 45,000 30,550 28,000 (2,550) (8.3) 29,500
Other 37,895 - - - - - N/A -
TOTAL HOUSING AUTHORITY FUND $ 16,700,971 $ 16,285,772 $ 16,382,026 $ 16,527,241 $ 17,606,670 $ 1,079,429 6.5 % $ 17,608,170
TORCA FUND
Other Local Taxes $ 132,576 $ 89,508 $ 100,000 $ 95,000 $ 80,000 $ (15,000) (15.8) % $ 80,000
Interest 121,567 89,937 106,000 112,000 27,000 (85,000) (75.9) 31,000
Other 161,609 85,200 - - - - N/A -
TOTAL TORCA FUND $ 415,752 $ 264,645 $ 206,000 $ 207,000 $ 107,000 $ (100,000) (48.3) % $ 111,000
HOUSING PROJECTS FUND
Interest - 41,060 - 3,000 2,200 (800) (26.7) 2,500
TOTAL HOUSING PROJECTS FUND $ - $ 41,060 $ - $ 3,000 $ 2,200 $ (800) (26.7) % $ 2,500
REDEVELOPMENT FUNDS
Property Taxes $ 73,735,954 $ 29,944,702 $ 0 $ - $ - $ - N/A % $ -
Interest 330,634 (14,706) 0 - - - N/A -
Rent - - - - - - N/A -
Other 2,951,397 (9,281,219) 0 - - - N/A -
TOTAL REDEVELOPMENT FUNDS* $ 77,017,986 $ 20,648,777 $ 0 $ - $ - $ - N/A % $ -
* Redevelopment Funds became private purpose trust funds, which are not included in the budget, upon dissolution of the RDA on February 1, 2012.
40

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
COMMUNITY DEVELOPMENT BLOCK GRANT FUND
Intergovernmental $ 2,750,805 $ 670,611 $ 2,266,939 $ 1,240,000 $ 1,983,644 $ 743,644 60.0 % $ 1,456,705
Interest 21,510 22,665 1,000 2,000 1,000 (1,000) (50.0) 1,000
TOTAL CDBG FUND f $ 2,772,316 $ 693,276 $ 2,267,939 $ 1,242,000 $ 1,984,644 $ 742,644 59.8 % $ 1,457,705
f. Variances primarily reflect timing of draw down of prior year allocations for use on eligible projects.
MISC. GRANTS FUND
Other Taxes $ 1,299,856 $ 2,149,131 $ 2,095,970 $ 2,095,970 $ 2,450,557 $ 354,587 16.9 % $ 2,451,182
Intergovernmental 6,961,174 4,393,939 12,226,216 5,209,892 13,166,820 7,956,928 152.7 10,964,414
Interest 211,944 125,407 202,000 218,000 56,000 (162,000) (74.3) 66,000
Other - 34,982 1,190,768 526,888 879,000 352,112 66.8 -
TOTAL MISC. GRANTS FUND g $ 8,472,974 $ 6,703,458 $ 15,714,954 $ 8,050,750 $ 16,552,377 $ 8,501,627 105.6 % $ 13,481,596
g. Variances primarily reflect the net result of timing changes in the receipt of awarded grant funds.
COPS FUND
Intergovernmental $ 120,544 $ 211,178 $ 120,000 $ 120,000 $ 120,000 $ - N/A % $ 120,000
Interest 3,269 2,735 1,000 3,984 2,100 (1,884) (47.3) 2,300
TOTAL COPS FUND $ 123,812 $ 213,914 $ 121,000 $ 123,984 $ 122,100 $ (1,884) (1.5) % $ 122,300
BEACH HOUSE FUND
Charges for Services $ 810,761 $ 1,051,570 $ 716,550 $ 833,000 $ - $ (833,000) (100.0) % $ -
Interest 12,741 18,991 10,000 20,000 - (20,000) (100.0) -
Rent 765,596 989,696 504,300 600,000 - (600,000) (100.0) -
Other 2,390 7,451 - - - - N/A % -
TOTAL BEACH HOUSE FUND* $ 1,591,488 $ 2,067,708 $ 1,230,850 $ 1,453,000 $ - $ (1,453,000) (100.0) % $ -
* Beach House Fund will merge with Beach Recreation Fund in FY 2013-14.
WATER FUND
Charges for Services $ 17,507,315 $ 19,897,464 $ 20,874,902 $ 20,874,902 $ 21,409,269 $ 534,367 2.6 % $ 21,991,542
Interest 200,555 156,939 304,000 150,000 100,000 (50,000) (33.3) 115,000
Other 356,558 400,332 321,100 321,100 771,128 450,028 140.2 343,306
TOTAL WATER FUND* $ 18,064,428 $ 20,454,735 $ 21,500,002 $ 21,346,002 $ 22,280,397 $ 934,395 4.4 % $ 22,449,848
*Beginning in FY 2013-14, all remaining Charnock Fund revenues will be recorded in the Water (25) Fund.
41

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
RESOURCE RECOVERY AND RECYCLING (RRR) FUND
Charges for Services $ 21,870,554 $ 22,258,738 $ 22,287,418 $ 22,665,340 $ 23,094,036 $ 428,696 1.9 % $ 23,692,976
Interest 132,490 119,485 190,000 150,000 77,000 (73,000) (48.7) 90,000
Other 428,867 579,615 439,550 545,900 534,200 (11,700) (2.1) 542,800
TOTAL RRR FUND $ 22,431,911 $ 22,957,838 $ 22,916,968 $ 23,361,240 $ 23,705,236 $ 343,996 1.5 % $ 24,325,776
PIER FUND
Charges for Services $ 4,729,725 $ 6,004,005 $ 5,238,113 $ 5,393,526 $ 5,399,492 $ 5,966 0.1 % $ 5,437,640
Interest 112,676 85,922 - 90,000 58,000 (32,000) (35.6) 68,000
Other 1,677,992 318,745 45,054 51,705 64,763 13,058 25.3 65,206
TOTAL PIER FUND $ 6,520,393 $ 6,408,672 $ 5,283,167 $ 5,535,231 $ 5,522,255 $ (12,976) (0.2) % $ 5,570,846
WASTEWATER FUND
Fines and Forfeitures $ 6,368 $ 500 $ 5,000 $ 5,000 $ 5,000 $ - N/A % $ 5,000
Charges for Services 17,814,437 20,006,719 18,988,577 18,988,577 19,489,596 501,019 2.6 19,957,335
Interest 253,588 252,807 378,000 678,000 466,108 (211,892) (31.3) 484,108
Other 482,129 767,355 281,000 281,000 281,000 - N/A 281,000
TOTAL WASTEWATER FUND $ 18,556,522 $ 21,027,382 $ 19,652,577 $ 19,952,577 $ 20,241,704 $ 289,127 1.4 % $ 20,727,443
CIVIC AUDITORIUM FUND
Charges for Services $ 2,603,146 $ 1,667,171 $ 1,368,020 $ 1,111,497 $ - $ (1,111,497) (100.0) % $ -
Interest 21,227 20,498 - 22,000 - (22,000) (100.0) -
Other 5,030 11,310 - - - - N/A -
TOTAL CIVIC AUDITORIUM FUND* $ 2,629,403 $ 1,698,979 $ 1,368,020 $ 1,133,497 $ - $ (1,133,497) (100.0) % $ -
* Civic Auditorium will close full operations on June 30, 2013, and the fund will no longer be used.
AIRPORT FUND
Charges for Services $ 3,748,673 $ 3,891,716 $ 4,064,885 $ 4,223,374 $ 5,574,851 $ 1,351,477 h 32.0 % $ 5,829,237
Interest 25,018 5,603 43,000 58,676 21,500 (37,176) (63.4) 26,700
Other 117,825 145,927 102,420 170,317 85,350 (84,967) (49.9) 85,350
TOTAL AIRPORT FUND* $ 3,891,516 $ 4,043,246 $ 4,210,305 $ 4,452,367 $ 5,681,701 $ 1,229,334 27.6 % $ 5,941,287
* Represents both Airport and Special Aviation Funds
h. Increase primarily reflects impact of revised landing fee rates.
42

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
STORMWATER MGMT. FUND
Charges for Services $ 1,185,722 $ 1,438,517 $ 1,455,000 $ 1,498,600 $ 1,501,600 $ 3,000 0.2 % $ 1,505,425
Interest 1,071 - 1,000 - - - N/A -
Other 59,966 476,746 261,662 1,461,662 i 561,662 (900,000) (61.6) 561,662
TOTAL STORMWATER MGMT FUND $ 1,246,759 $ 1,915,263 $ 1,717,662 $ 2,960,262 $ 2,063,262 $ (897,000) (30.3) % $ 2,067,087
i. FY 2012-13 estimated actual revenues include receipt of one-time developer in-lieu fees.
CEMETERY FUND
Charges for Services $ 856,141 $ 1,133,990 $ 1,203,332 $ 1,358,185 $ 1,396,200 $ 38,015 2.8 % $ 1,431,107
Interest (36) (1,147) 1,000 913 - (913) (100.0) -
Other 11,265 114,826 - 25,000 25,500 500 2.0 26,138
TOTAL CEMETERY FUND $ 867,369 $ 1,247,669 $ 1,204,332 $ 1,384,098 $ 1,421,700 $ 37,602 2.7 % $ 1,457,245
BIG BLUE BUS FUND
Charges for Services $ 16,370,290 $ 16,614,711 $ 17,224,945 $ 17,039,783 $ 17,377,040 $ 337,257 2.0 % $ 17,625,044
Capital Grants 32,046,976 25,609,158 15,942,808 8,681,766 33,142,610 24,460,844 281.7 6,593,504
State Sales Tax Proceeds 35,834,031 38,397,690 41,908,269 41,817,896 41,978,269 160,373 0.4 43,319,863
Interest 217,220 181,808 250,000 185,957 268,750 82,793 44.5 271,439
Other 3,616,069 2,528,101 1,789,530 2,908,989 3,111,415 202,426 7.0 1,784,951
TOTAL BIG BLUE BUS FUND j $ 88,084,585 $ 83,331,469 $ 77,115,552 $ 70,634,391 $ 95,878,084 $ 25,243,693 35.7 % $ 69,594,801
j. Variances primarily reflect timing of capital grants for bus purchases and other eligible projects.
GAS TAX FUND
Intergovernmental $ 2,145,206 $ 2,574,179 $ 2,395,940 $ 2,395,940 $ 2,395,940 $ - N/A % $ 2,395,940
Interest 9,503 9,062 13,000 13,000 8,000 (5,000) (38.5) 9,000
Rent - - - - - - N/A -
TOTAL GAS TAX FUND $ 2,154,709 $ 2,583,242 $ 2,408,940 $ 2,408,940 $ 2,403,940 $ (5,000) (0.2) % $ 2,404,940
SCAQMD AB 2766 FUND
Intergovernmental $ 282,871 $ 109,370 $ 110,000 $ 109,370 $ 110,000 $ 630 0.6 % $ 110,000
Interest 6,442 5,804 7,000 7,000 4,000 (3,000) (42.9) 4,000
TOTAL SCAQMD AB 2766 FUND $ 289,314 $ 115,173 $ 117,000 $ 116,370 $ 114,000 $ (2,370) (2.0) % $ 114,000
43

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
PARKS & REC FACILITIES FUND
Other Taxes $ 25,400 $ 43,960 $ 16,000 $ 25,000 $ 25,000 $ - N/A % $ 25,000
Interest 1,246 1,525 2,000 2,000 1,000 (1,000) (50.0) 1,000
TOTAL PARKS & RECREATION $ 26,646 $ 45,485 $ 18,000 $ 27,000 $ 26,000 $ (1,000) (3.7) % $ 26,000
FACILITIES FUND
VEHICLE MANAGEMENT FUND
Charges for Services $ 10,746,229 $ 8,916,773 $ 10,778,822 $ 10,823,822 $ 11,047,617 $ 223,795 2.1 % $ 10,993,090
Interest 264,552 203,612 434,000 385,752 321,015 (64,737) (16.8) 349,539
Other 354,001 102,548 140,000 383,150 226,935 (156,215) (40.8) 228,655
TOTAL VEHICLE MANAGEMENT FUND $ 11,364,783 $ 9,222,933 $ 11,352,822 $ 11,592,724 $ 11,595,567 $ 2,843 0.0 % $ 11,571,284
INFORMATION TECHNOLOGY FUND
Charges for Services $ 2,142,689 $ 2,156,488 $ 2,072,071 $ 1,966,469 $ 1,981,874 $ 15,405 0.8 % $ 2,016,815
Interest 48,278 48,608 78,000 156,000 113,000 (43,000) (27.6) 118,000
Other - - - - - - N/A -
TOTAL INFORMATION TECHNOLOGY $ 2,190,967 $ 2,205,096 $ 2,150,071 $ 2,122,469 $ 2,094,874 $ (27,595) (1.3) % $ 2,134,815
REPLACEMENT AND SERVICES FUND
GEN LIABILITY/AUTO SELF-INSURANCE FUND
Charges for Services $ 5,921,374 $ 3,230,298 $ 3,056,821 $ 3,116,821 $ 3,000,000 $ (116,821) (3.7) % $ 3,000,000
Interest 148,954 119,879 202,000 130,000 85,000 (45,000) (34.6) 100,000
Other - - - 1,000,870 - (1,000,870) (100.0) -
TOTAL GEN LIBILITY/AUTO $ 6,070,329 $ 3,350,177 $ 3,258,821 $ 4,247,691 $ 3,085,000 $ (1,162,691) (27.4) % $ 3,100,000
SELF-INSURANCE FUND
BUS SELF-INSURANCE FUND
Charges for Services $ 2,922,675 $ 860,000 $ 2,664,919 $ 2,664,919 $ 2,500,000 $ (164,919) (6.2) % $ 2,500,000
Interest 53,168 57,087 58,000 58,000 30,000 (28,000) (48.3) 35,000
TOTAL BUS SELF-INSURANCE FUND $ 2,975,843 $ 917,087 $ 2,722,919 $ 2,722,919 $ 2,530,000 $ (192,919) (7.1) % $ 2,535,000
44

Five-Year Revenue Summary
FY2012-13 FY2012-13
FY2012-13 to FY2013-14
FY2010-11 FY2011-12 Revised Estimated FY2013-14 Change Change FY2014-15
FUND/REVENUE CATEGORY Actual Actual Budget Actual Budget Amount Percent Budget
RISK MANAGEMENT-ADMIN SELF-INSURANCE FUND
Charges for Services $ 824,989 $ 1,916,028 $ 2,001,727 $ 2,001,727 $ 2,448,322 $ 446,595 22.3 % $ 2,705,078
Interest 33,947 9,268 46,000 500 - (500) (100.0) -
TOTAL RISK MANAGEMENT- $ 858,936 $ 1,925,296 $ 2,047,727 $ 2,002,227 $ 2,448,322 $ 446,095 22.3 % $ 2,705,078
ADMIN
WORKERS' COMP SELF-INSURANCE FUND
Charges for Services $ 8,499,811 $ 8,734,179 $ 8,550,000 $ 8,590,000 $ 9,190,000 $ 600,000 7.0 % $ 9,875,500
Interest 360,302 244,404 525,000 250,000 150,000 (100,000) (40.0) 175,000
Other 9,516 12,088 - - - - N/A -
TOTAL WORKERS' COMP $ 8,869,630 $ 8,990,671 $ 9,075,000 $ 8,840,000 $ 9,340,000 $ 500,000 5.7 % $ 10,050,500
SELF-INSURANCE FUND
PARKING AUTHORITY FUND
Charges for Services $ 152,200 $ 161,504 $ 166,349 $ - $ - $ - N/A % $ -
Interest 72,250 42,627 120,000 40,000 25,000 (15,000) (37.5) 27,000
TOTAL PARKING AUTHORITY FUND $ 224,450 $ 204,131 $ 286,349 $ 40,000 $ 25,000 $ (15,000) (37.5) % $ 27,000
TOTAL ALL FUNDS $ 584,133,295 $ 694,936,020 $ 554,681,768 $ 593,179,108 $ 571,870,384 $ (21,308,724) (3.6) % $ 554,046,392
LESS REIMBURSEMENTS
AND TRANSFERS (50,226,923) (48,520,039) (49,370,572) (49,459,189) (49,329,181) 130,008 (0.3) (50,753,591)
GRAND TOTAL $ 533,906,372 $ 646,415,981 $ 505,311,196 $ 543,719,919 $ 522,541,203 $ (21,178,716) (3.9) % $ 503,292,801
DISASTER RELIEF FUND
Intergovernmental $ 997,313 $ 944,310 $ - $ 5,580,133 $ - $ (5,580,133) (100.0) $ -
Interest 23,902 7,644 - - - - N/A -
Other - - - - - - N/A -
TOTAL DISASTER RELIEF FUND* $ 1,021,215 $ 951,953 $ - $ 5,580,133 $ - $ (5,580,133) (100.0) % $ -
* Reimbursements from the Federal Emergency Management Agency (FEMA) and the California State Office of Emergency Services for projects related to the Northridge earthquake. No reimbursements
are anticipated in FY 2013-14, or FY 2014-15.
45

Revenues
Overview
Departmental staff works in concert with Finance Department staff to develop revenue projections. The
projections reflect a somewhat conservative, yet prudent and consistent, approach using established budget
practices that reflect the economic impacts described in the “Overall Economic Conditions” section of the
budget. Staff considers qualitative and quantitative methods of forecasting and uses techniques such as
trend analysis, economic indicators, and professional judgment, to arrive at the revenue projections. Revenue
forecasting is 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.
Total City Revenues
(net of reimbursements and transfers)
In Millions
$750
Total City revised budgeted revenues for FY 2012-13, after
adjustments for reimbursements and transfers and exclusive
of Disaster Relief Fund and RDA Successor Agency revenues,
$500
are $505.3 million. Estimated actual total City revenues for
FY 2012-13 are $543.7 million, $38.4 million or 7.6% more than
$250
$0
the revised budget. The main components of the increase
are General Fund revenues ($26.1 million), primarily due to
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
one-time legal settlement revenues, property sales, and
Charnock Fund revenues ($23.7 million) as all remaining
settlement funds were recorded as revenue. Partially
offsetting increases are decreased Miscellaneous Grants Fund revenue (-$7.6 million) reflecting project timing,
and less Big Bus revenues ($7.5 million) primarily due to the timing of receipt of capital grants. All other funds
show a net increase of $3.7 million from budget.
Total projected City revenues for FY 2013-14 are $522.5 million, a 3.9% decrease from the FY 2012-13 estimated
actual. The $21.2 million decrease reflects less General Fund revenue (-$17.3 million) primarily due to one-time
revenues received in the prior year; less Charnock revenues (-$28.9 million) as all settlement revenues have
now been recognized and all future revenues will be recorded in the Water Fund; and a $11.8 decrease in
revenues in the Special Revenue Source Fund as a large property sale occurred in the prior year. Partially
offsetting these decreases are increased Big Blue Bus revenues ($25.3 million ), primarily reflecting the timing of
capital grant reimbursements; increased funding for Miscellaneous Grants reflecting the timing of projects
($8.5 million), and a net $3 million increase in revenues from all other funds.
Revenues in FY 2014-15 are projected to be $503.3 million, $19.2 million or 3.7% less than in FY 2013-14. The
decrease reflects less Big Blue Bus revenues (-$26.3 million) as most planned bus purchases will have been
completed in the prior fiscal year and less Miscellaneous Grants revenue (-$3.1 million) based on known grant
awards at this time. Partially offsetting these decreases are increased General Fund revenues ($8.8 million)
primarily from local taxes and parking. All other funds are expected to show net revenue growth of
$1.4 million.
Fund Details
Revenue projections for the next two fiscal years for all City funds are detailed in the section that follows.
46

Revenues
General Fund
The local economic recovery moved into its third year in In Millions
FY 2012-13. Supported by a strong rebound in tourism, the $500
voter approved half-cent sales tax, the reopening of Santa $400
Monica Place, and the recovery in both residential and
$300
commercial real estate markets, local tax revenues have
$200
finally exceeded pre-recession levels.
$100
FY 2012-13 total estimated actual revenues are $323.3 million,
$0
$26.1 million (8.8%) greater than the FY 2012-13 revised
10-11 11-12 12-13 13-14 14-15
revenue budget. Much of this difference is due to the receipt
Actual Actual Est. Budget Budget
of one-time ($21 million) and on-going ($2.4 million) water
remediation settlement payments and one-time property sales ($1.9 million). Local tax revenues are
projected to be $1.3 million more than the revised budget, primarily from property taxes ($0.5 million) and
transient occupancy taxes ($0.8 million).
FY 2013-14 total General Fund revenues are projected to be $306 million, which is $17.3 million (5.4%) less
than the FY 2012-13 estimated actual, primarily reflecting the one-time funds received in FY 2012-13 . The
non-recurrence of the one-time revenues is partially offset by a modest increase in local taxes ($4.1 million)
as growth rates are expected to moderate; increased revenue from licenses and permits ($2.3 million),
primarily from increased parking revenues; and more revenues from charges for services ($0.6 million),
reflecting $1.1 million resulting from the comprehensive City-wide fee study, partially offset by a decrease in
overhead charges to other City Funds.
FY 2014-15 revenues are forecast to be $8.8 million (2.9%) more than in FY 2013-14, primarily due to increased
local tax revenues ($5.9 million), revenues from licenses and permits ($1.5 million), charges for services
($0.6 million), rentals ($0.4 million), and investment income ($0.2 million).
General Fund revenues are grouped into the following major revenue categories. An in-depth review of
each of these major revenue categories follows:
Property Taxes Licenses & Permits
Sales Taxes Intergovernmental
Other Taxes Charges for Services
Utility Users Taxes Fines/Forfeitures
Transient Occupancy Taxes Investment Income (Interest)
Business Licenses Taxes Rent
Other Local Taxes Other
47

Revenues
Property Taxes
Property tax revenues result from a 1% levy on the assessed
value of all real property in the City. Proposition 13, passed by
California voters in 1979, specifies that assessed value of
properties will change at the rate of the Consumer Price Index,
not to exceed 2% per year, unless the property is improved or
sold, thus establishing a new market value.
In Millions
$40
$30
$20
The 1% property tax levy is collected by the County Tax
Collector and is distributed to various public agencies located
in the County, including cities, school districts, and special
districts. Santa Monica’s share of the 1% levy is approximately
14% to 17%, depending on the area of the City where the
property is located.
$10
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
The primary component of property taxes is taxes secured by real property. The City also receives unsecured
property taxes, a reimbursement of homeowner’s exemptions, pass through and residual tax payments
related to the former Redevelopment Agency, and an additional levy over the 1% rate used to pay debt
service on voter approved debt. Beginning in FY 2004-05, this category also includes property taxes received
in exchange for lost Vehicle License Fee (VLF) revenue resulting from the decrease in the VLF rate per the
FY 2004-05 State budget (VLF Swap).
FY 2012-13 estimated actual property tax revenues of $41.7 million are $0.5 million (1.3%) more than the
revised budget based on year-to-date receipts and expected receipts for the remainder of the fiscal year.
FY 2013-14 property taxes are projected to be $42.6 million, $0.9 million more than in FY 2012-13. The primary
reason for the decrease is that the budget does not assume any further demands for payment from the
State Department of Finance, primarily due to a 3% increase in secured assessed valuation.
Revenues are anticipated to increase by another $1.7 million (4%) in FY 2014-15 to $44.3 million, primarily from
an additional 3% increase in assessed valuation and increased supplemental taxes as the real estate market
continues its modest recovery.
48

Revenues
Sales Taxes
The total sales tax rate in Santa Monica is 9.5%. The rate is
allocated as follows:
State* 6.5%
$50
$40
In Millions
Local
0.75% City General Fund*
0.25% To Counties for Transportation Uses
$30
$20
Prop A 0.5%
Voter approved debt allocated to local
$10
Prop C 0.5%
Measure R 0.5%
agencies from the Los Angeles County
Metropolitan Transit Authority (LACMTA).
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
Measure Y 0.5% Approved by Santa Monica voters in
November 2010
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).
FY 2012-13 estimated actual revenues of $46.5 million are slightly (0.3%) less than the revised budget based
on year-to-date receipts and anticipated 4th quarter activity. Also, several large taxpayers left the City
during FY 2012-13.
The FY 2013-14 forecast of $47.6 million reflects a modest 2.4% growth rate reflecting the slow pace of
economic recovery and the loss of major taxpayers the previous year. Approximately 29% of sales tax
revenue is generated from the one-half cent Transaction and Use Tax, (approved by Santa Monica voters in
November 2010 and implemented in April 2011), half of which is paid to the Santa Monica-Malibu Unified
School District for use of certain school district facilities.
Total revenues are projected to grow by another $1.7 million (3.7%) in FY 2014-15, reflecting continued, but
modest, economic growth.
Utility Users Tax
The City’s 10% Utility Users Tax (UUT) is applied to electricity,
natural gas, telephone (both hardwire and wireless), cable,
and water/wastewater services.
FY 2012-13 estimated actual revenues of $31.1 million are equal
to the revised budget.
In Millions
$40
$30
$20
Utility Users Taxes are projected to remain relatively flat over the
next two years. Increases from electrical, natural gas, and
cable television services, primarily from rate increases, are
projected to be offset by decreasing taxes from
telecommunications services reflecting a continuing shift of
consumer use from traditional taxable services to non-taxable
$10
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Internet based services such as texting and voice over internet protocol (VoIP).
49

Revenues
Transient Occupancy Tax
The City levies a 14% tax on transient room rentals.
In Millions
$50
The economic recession had a significant impact on local
tourism. Transient Occupancy Taxes decreased by 14% over a $40
two year period after peaking in FY 2007-08. However, tourist
$30
activity began to rebound sharply in the second half of
FY 2009-10 and healthy growth averaging 10% annually has $20
been experienced over the last three fiscal years. FY 2012-13 $10
estimated actual revenues of $40.7 million are $0.8 million (2.1%)
$0
more than the revised budget.
10-11 11-12 12-13 13-14 14-15
Growth rates are expected to moderate over the two year
Actual Actual Est.Act. Budget Budget
budget cycle. FY 2013-14 revenues are projected to be
$42.1 million, $1.4 million (3.5%) greater than the FY 2012-13 estimated actual amount. Revenues are
projected to increase by another $1.3 million (3%) in FY 2014-15 to $43.3 million. No new lodging
establishments are anticipated to open for business during this budget cycle.
Business License Taxes
Businesses operating in the City of Santa Monica are required
to obtain a business license annually and pay a tax. In most
cases, the amount of the tax is based on prior calendar year
gross business receipts. There are three major tax categories:
Professional: $5.00 for each $1,000 in gross receipts
Services: $3.00 for each $1,000 in gross receipts
Other: $1.25 for each $1,000 in gross receipts
In Millions
$30
$20
$10
Certain other small categories pay a flat fee. Businesses with
gross receipts between $40,000 and $60,000 annually pay the
minimum tax of $75. Businesses with worldwide gross receipts
less than $40,000 annually may ask for an exemption.
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
FY 2012-13 estimated actual revenues of $27.1 million equal the revised budget.
Slow growth is expected over the two year budget cycle. In FY 2013-14, tax receipts are projected to be
$28.2 million, $1.1 million (4.2%) more than in FY 2012-13. The increase reflects a 2.4% baseline increase plus
the impact of increased efforts to locate non-paying and/or underpaying businesses. FY 2014-15 revenues
are projected to increase by another $0.7 million (2.3% million).
50

Revenues
Other Taxes
Other Taxes include:
Real Property Transfer Tax - The Real Property Transfer Tax
is assessed on the sale of real property in the City at a
rate of $3.00 per $1,000 of transfer value.
Vehicle License Fees - The City receives a per capita
share of all Vehicle License Fees collected in the State.
Parking Facility Tax - 10% is assessed on private and
public parking fees collected in the City.
Condominium Tax - The Condominium Tax of $1,000 is
assessed on all new condominium construction and
condominium conversions in the City.
In M illions Parking Real Property Transfer
$18
$12
Motor Vehicle
Other
$6
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Based on year-to-date receipts and anticipated revenues for
the remainder of the fiscal year, estimated actual revenue from Other Taxes are anticipated to be essentially
equal to the revised budget.
The projected FY 2013-14 decrease of $0.8 million primarily reflects a $1 million decrease in Real Property
Transfer Taxes as revenues from several extraordinarily large transfers are not anticipated to recur. Partially
offsetting the decrease is a $0.3 million increase in Parking Facility Taxes.
FY 2014-15 revenues are estimated to be $0.3 million more than in FY 2013-14, reflecting greater Real Property
Transfer Taxes as the housing market continues to recover ($0.1 million), as well as increased Parking Facility
Taxes ($0.2 million).
Licenses and Permits
FY 2012-13 estimated actual revenues of $31.8 million are
$0.2 million (0.7%) greater than revised budget primarily due to
greater than anticipated cable franchise fees and parking
revenues from newly opened lots.
In Millions
$40
$35
$30
$25
FY 2013-14 revenues are projected to increase by $2.3 million
(7.1%) to $34 million, primarily reflecting increased on-street
parking meter rate increases, installation of new meters and
extension of meter hours of operation in certain areas
($3.3 million), and increased revenue from the sale of parking
permits ($0.9 million). Partially offsetting is decreased revenue
from downtown parking structures ($2.1 million).
$20
$15
$10
$5
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
FY 2014-15 revenues are anticipated to increase by $1.5 million (4.3%) to $35.5 million, due to the full year
impact of the meter installations and hours extensions ($1.1 million) implemented during the prior fiscal year
and preferential parking permit rate increases ($0.3 million).
51

Revenues
Intergovernmental
Revenues and reimbursements from other government
agencies tend to fluctuate from year to year, often due to
bi-annual reimbursement of election-related costs. FY 2012-13
estimated actual revenues are 28.5% less than the revised
budget, reflecting less than anticipated election cost
reimbursements and the end of the Firefighter In-Service training
program.
In Thousands
$1,000
$800
$600
$400
FY 2013-14 revenues are projected to be $146,900 (44.2%) less
than in FY 2012-13 as no elections are scheduled.
$200
FY 2014-15 revenues are projected to be $202,953 (109.8%) more
than in FY 2013-14, primarily due to election cost reimbursements
from the Santa Monica-Malibu Unified School District, the Santa
Monica Community College District, and the Rent Control Board.
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Charges for Services
FY 2012-13 estimated actual revenues from charges for services
are $33.8 million, $1.5 million (4.3%) less than the revised budget,
primarily due to a change in categorization of reimbursements
for Redevelopment Successor Agency administrative costs from
revenue to Interfund Transfer (-$0.7 million); less than
anticipated revenues from Fire Department commercial
building inspections (-$0.4 million) and responses to traffic
accidents with Haz-Mat spills ($-0.2 million).
In Millions
$40
$30
$20
$10
FY 2013-14 revenues of $34.4 million are $0.6 million (1.8%) more
$0
than received in FY 2012-13. The increase reflects the impact of
a comprehensive City-wide fee study ($1.3 million) and new
Library non-resident fees ($0.4 million). Partially offsetting is a
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
decrease in contributions from other City funds to pay for indirect overhead costs, primarily reflecting closure
of the Civic Auditorium as well as reductions in charges to certain other funds.
Revenues in FY 2014-15 are projected to increase by another $0.6 million, primarily reflecting increased
payments from other City funds to pay for overhead costs and direct services ($0.3 million) and a net
increase of $0.3 million from other charges for services, primarily due to scheduled CPI fee rate revisions.
52

Revenues
Fines and Forfeitures
The major components of fines and forfeitures are parking
citation fines and reimbursements from the State for vehicle
code violations. Revenues are anticipated to be $15.1 million
annually in both FY 2013-14 and FY 2014-15, essentially
unchanged from FY 2012-13 levels.
In Millions
$20
$15
$10
$5
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
Investment Income
This account represents earnings from the City’s pooled
investment portfolio and bond/loan proceeds.
FY 2012-13 estimated actual revenues of $2.4 million are
$0.4 million greater than the revised budget due to
unanticipated interest on Wells Fargo loan proceeds reflecting
the timing of the use of the proceeds for eligible capital
projects.
In Millions
$8
$6
$4
$2
The historically low interest rate environment continues to
$0
impact investment income. FY 2013-14 revenues are projected
10-11 11-12 12-13 13-14 14-15
to be $0.8 million less than in FY 2012-13 reflecting the lower
Actual Actual Est.Act. Budget Budget
rates and a lower investable fund balance due to payments
related to RDA dissolution. However, rates are expected to begin to increase by the second year of the
budget cycle, resulting in increased investment earnings of $0.2 million in FY 2014-15.
Rent
FY 2012-13 estimated actual lease revenue from City-owned
properties is $0.3 million (4.2%) greater than budget. Revenues
are projected to increase by another $0.3 million (3.7%) in
FY 2013-14 and another $0.4 million in FY 2014-15, based on
current rent schedules and additional revenues from dark fiber
leases.
In Millions
$10
$8
$6
$4
$2
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
53

Revenues
Other Revenues
FY 2012-13 estimated actual revenues of $29 million are In Millions
$25.5 million greater than the revised budget, reflecting receipt $160
of legal settlement funds from Boeing ($21 million) and Gillette $140
($2.4) million, as well as the sale of City-owned properties $120
$100
($1.9 million). FY 2013-14 revenues are projected to be
$80
$23.7 million less than in FY 2012-13 as no additional payments
$60
are due from Boeing for several years and no property sales are
$40
included in the forecast. Revenues in FY 2014-15 are expected $20
to be essentially unchanged from FY 2013-14. $0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
54

Revenues
Special Revenue Source Fund (04)
This is a fund established in FY 2000-01 in accordance with
Government Accounting Standards Board Statement 33, to
record revenues restricted for use on certain eligible projects.
FY 2012-13 estimated actual revenues of $15.3 million are
$0.7 million (4.5%) more than the revised budget, primarily due
to the greater than anticipated receipt of developer fee
revenues. FY 2013-14 projected revenues of $3.6 million are
$11.8 million less than in FY 2012-13 due to a one-time property
sale in the prior year. FY 2014-15 revenues are projected to
increase by $1.1 million, primarily due to increases in
transportation impact fees.
In Millions
$20
$15
$10
$5
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Charnock Fund (05)
This fund was established in FY 2003-04 to record activity related
to two settlements with oil companies concerning the
contamination of the City-owned Charnock water wells. Per
terms of the December 2006 settlement, funds were deposited
in an escrow account to pay the costs to design, construct,
and operate a new water treatment facility. Until FY 2011-12,
those funds were recorded as deferred revenue, and
recognized as revenue when they are expended. In
FY 2012-13, all remaining deferred revenues of $28.8 million
were recognized, resulting in a $23.7 million increase from
budget.
In Millions
$50
$40
$30
$20
$10
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
The plant is now fully operational and operating permits have
been obtained from the State. Therefore, beginning in FY 2013-14, this fund, including all revenues, is being
incorporated into the Water (25) Fund.
Clean Beaches and Ocean Parcel Tax Fund (06)
This fund was established in FY 2006-07 to record activity related
to implementation of the Watershed Management Plan and the
passage of Measure V, Clean Beaches and Ocean Parcel Tax, in
November 2006.
In Millions
$4
$3
FY 2012-13 estimated actual revenues of $3 million are equal to
budget. Revenues are projected to increase to $3 million in
FY 2013-14 and to $3.1 million in FY 2014-15 primarily due to
annual CPI increases in the parcel tax assessment.
$2
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
55

Revenues
Beach Recreation Fund (11)
This fund accounts for beach parking, recreation activities, and
concession revenues and expenditures related to beach
maintenance and recreation activities. Beach parking
revenues account for about 70% of total revenues and can be
highly dependent on weather conditions and other factors.
In Millions
$14
$12
$10
$8
$6
FY 2012-13 estimated actual revenues of $10.2 million are slightly
$4
(0.7%) less than budget. FY 2013-14 projected revenues of
$2
$12.5 million are $2.3 million (22.2%) greater than the FY 2012-13
$0
estimated actual, primarily reflecting the incorporation of the
10-11 11-12 12-13 13-14 14-15
Beach House (24) Fund into this fund. Also impacting revenues
Actual Actual Est.Act. Budget Budget
is the bi-annual return of the Cirque du Soleil ($1 million).
FY 2014-15 projected revenues of $11.9 million are $0.6 million (4.6%) less than in FY 2013-14 as the Cirque du
Soleil will not be performing (-$1 million), partially offset by increased beach parking revenues (+$0.4 million).
Housing Authority Fund (12)
The Housing Authority Fund accounts for the receipt and
expenditure of Federal and State funds related to housing
programs.
FY 2012-13 estimated actual revenues of $16.5 million reflects an
increase of $0.1 million (0.9%) from the revised budget due to
greater than anticipated Section 8 program revenues.
Revenues are projected to increase by $1.1 million in
In Millions
$20
$15
$10
$5
FY 2013-14, primarily from increased funding for Section 8
administrative costs. FY 2014-15 revenues are projected to be
essentially the same as in FY 2013-14.
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Tenant Ownership Rights Charter Amendment (TORCA) Fund (14)
The TORCA Fund accounts for TORCA Conversion Tax revenues
and expenditures related to various housing programs as
authorized by Article XX—Tenant Ownership Rights of the City
Charter.
Revenue estimates of $0.1 million in FY 2013-14 and FY 2014-15
reflect the use of TORCA tax revenues for eligible projects and
interest earnings on available fund balances.
In Millions
$0.5
$0.4
$0.3
$0.2
$0.1
$0.0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
56

Revenues
Housing Projects Fund (15)
On February 1, 2012, the Redevelopment Agency of the City of
Santa Monica was dissolved and its assets transferred to the
City as Successor Agency. The City in turn assigned housing
assets and functions to the Housing Authority, which now
maintains prior Redevelopment Low Moderate Income Housing
Fund assets in the Housing Projects Fund. Revenues reflect
interest earnings.
In Thousands
$80
$60
$40
$20
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
Redevelopment Funds (15, 16, 17, 18)
(Low/Moderate Income Housing, Downtown, Earthquake and Ocean Park)
With the dissolution of redevelopment per State law, the last
RDA revenues were received in January 2012. Revenues from
the Redevelopment Property Tax Trust Fund to pay for debt
service obligations will be received in a private purpose trust
fund.
In Millions
$80
$60
$40
$20
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
Community Development Block Grant (CDBG) Fund (19)
The Community Development Block Grant (CBDG) Fund
accounts for Federal entitlements under the Housing and
Community Development Act of 1974 (as amended). The City
Council annually allocates CDBG funds to various programs.
FY 2012-13 estimated actual revenues of $1.2 million are
$1 million (45.2%) less than the revised budget. This decrease
$1
reflects a lower draw down of current year and prior year block
grant funds.
$0
In FY 2013-14, the projected increase of $0.7 million (59.8%)
10-11 11-12 12-13
reflects an increase in expenditure reimbursements of prior year
Actual Actual Est.Act.
and current year CDBG allocations. FY 2014-15 revenues are
projected to decrease by $0.5 million (26.6%), reflecting a decrease in prior year grant funds.
$3
$2
In Millions
13-14
Budget
14-15
Budget
57

Revenues
Miscellaneous Grants Fund (20)
This fund accounts for the receipt and expenditure of
miscellaneous federal, state and county awarded grants and
special allocations provided to the City.
FY 2012-13 estimated actual of $8.1 million is $7.7 million less
than the revised budget. The decrease reflects the net result of
timing changes in the receipt of grants and new grants
received during the year.
In Millions
$18
$14
$10
$6
The FY 2013-14 and FY 2014-15 revenue projections of
$16.6 million and $13.5 million, respectively, reflect the assumed
timing in the receipt of awarded grant funds.
$2
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Citizens’ Option for Public Safety (COPS) Fund (22)
This fund accounts for State-funded revenues and associated
expenditures for the Citizens Option for Public Safety (COPS)
program established per AB3229 of 1996.
FY 2012-13 estimated actual revenues are on budget. No
change is currently projected for FY 2013-14 or FY 2014-15.
In Thousands
$200
$150
$100
$50
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
Beach House Fund (24)
These revenues reflect operating revenues from the Annenberg
Community Beach House located at 415 Pacific Coast Highway
(PCH). The facility opened in April 2009. Beginning in
FY 2013-14, Beach House revenues are incorporated into the
Beach Recreation (11) Fund. FY 2012-13 estimated actual
revenues are $222,150 (18.1%) more than budget.
$2
$1
In Millions
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
58

Revenues
Water Fund (25)
This enterprise fund accounts for revenues and expenses of
providing water service to the citizens of the City.
$25
In Millions
FY 2012-13 estimated actual revenues of $21.3 million are
$0.2 million (0.7%) less than the revised budget due to less than
anticipated interest earnings. A $0.9 million increase is
projected for FY 2013-14 due to the transfer of Windward School
Well relocation reimbursements from the Charnock Fund
($0.4 million) and CPI water rate increases ($0.5 million).
FY 2014-15 revenues are projected to increase by $0.2 million,
primarily reflecting CPI rate increases partially offset by the
ending of Windward School Well relocation reimbursements in
the prior fiscal year.
$20
$15
$10
$5
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
The current rate schedule approved by Council in July 2008 ends at the end of FY 2012-13. The Public Works
Department is conducting a rate study during FY 2012-13, the results of which will impact future years’
revenues.
Resource Recovery and Recycling (27)
This enterprise fund accounts for revenues and expenses of
operating the City's refuse collection, street sweeping and
cleaning, and recycling programs.
$25
$20
In Millions
FY 2012-13 estimated actual revenue of $23.4 million is $15
$0.4 million (1.9%) more than budget due to greater than
$10
anticipated construction and demolition revenue and transfer
station charges to other City departments. Revenues are $5
anticipated to increase by $0.3 million (1.5%) in FY 2013-14 to
$0
$23.7 million, primarily due to increased garbage/refuse
10-11 11-12 12-13 13-14 14-15
collection fees. In FY 2014-15, revenues are projected to
Actual Actual Est.Act. Budget Budget
increase by $0.6 million (2.6%), again primarily due to increased
garbage/refuse collection fees. Revenues do not include the impact of any potential rate increase resulting
from a rate study being conducted during FY 2012-13.
59

Revenues
Pier Fund (30)
This enterprise fund accounts for revenues and expenses
connected with management, operation, and development of
the Santa Monica Pier.
$6
In Millions
FY 2012-13 estimated actual revenues of $5.5 million are
$0.3 million (4.8%) greater than the revised budget. The
$4
increase is mostly due to increased common area
maintenance (CAM) fees ($0.3 million) and interest earnings
$2
($0.1 million), partially offset by less rental revenues
(-$0.1 million). FY 2013-14 revenues are slightly (0.2%) less than
the FY 2012-13 estimated actual. Revenues in FY 2014-15 are
projected to increase by 0.9%, reflecting small increases in
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
rentals, CAM fees, and interest earnings.
Wastewater Fund (31)
This enterprise fund accounts for revenues and expenses
associated with maintaining the sanitary sewer and storm drain
systems within the City.
In Millions
$20
FY 2012-13 estimated actual revenues are 1.5% greater than the
revised budget. In FY 2013-14, revenues are projected to
increase by $0.3 million to $20.2 million, primarily due to
scheduled CPI sewer service charges previously approved by
Council, partially offset by less interest earnings (-$0.2).
Revenues are projected to increase by another $0.5 million
(2.4%) to $20.7 million due to CPI sewer service charge rate
increases and more interest earnings.
$15
$10
$5
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
The current rate schedule approved by Council in July 2008, like the water rate schedule, ends at the end of
FY 2012-13. The Public Works Department is conducting a rate study during FY 2012-13, the results of which
will impact future years’ revenues.
Civic Auditorium Fund (32)
This enterprise fund accounts for revenues and expenses
connected with management of the Santa Monica Civic
Auditorium.
FY 2012-13 estimated actual revenues of $1.1 million are
$0.2 million (17.1%) below the revised budget due to less than
anticipated facility rentals.
The Auditorium will be closed after June 30, 2013.
In Millions
$4
$3
$2
$1
$0
10-11
11-12
12-13
13-14
14-15
Actual
Actual
Est.Act.
Budget
Budget
60

Revenues
Airport/Special Aviation Funds (33/52)
These funds account for revenues and expenses connected
with management of the Santa Monica Municipal Airport.
$5
In Millions
FY 2012-13 estimated actual revenues of $4.5 million are
$4
$0.2 million (5.8%) more than the revised budget, primarily
resulting from increases in hangar rentals and land leases.
Revenues are projected to increase by $1.2 million in
$3
$2
FY 2013-14 , primarily due to the impact revised landing fee
rates. Revenues are projected to increase by another
$0.3 million (4.6%) in FY 2014-15 due to increases in landing fees
and revenues from hangar, office/shop, and land leases.
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Stormwater Management Fund (34)
This fund accounts for revenues and expenses associated with
storm water management. The primary source of revenue is
the stormwater management parcel fee. Additional revenues
include the sale of recycled water, operating and capital cost
reimbursements from the City of Los Angeles related to the
SMURRF facility, and developer payments.
$3
$2
In Millions
FY 2012-13 estimated actual revenues are $1.2 million more
than budget reflecting unanticipated developer in-lieu fees.
The $0.9 million decrease expected in FY 2013-14 reflects lower
in-lieu revenue. FY 2014-15 revenues are projected to be
essentially the same as in FY 2013-14.
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Additionally, Stormwater Fund operations costs will be funded
from subsidies from the Ocean Beaches and Ocean Parcel Tax Fund during FY 2013-14 and FY 2014-15.
Cemetery Fund (37)
This fund accounts for revenues and expenses associated with
the operation of the City of Santa Monica Woodlawn
Cemetery, Mausoleum, and Mortuary.
$2
In Millions
FY 2012-13 estimated actual revenues of $1.4 million are
$0.2 million more than budget, reflecting increased revenues
from mortuary services and other miscellaneous sales and
services, partially offset by less than anticipated lot and
mausoleum sales. Revenues are projected to increase by 2.7%
in FY 2013-14 and another 2.7% in FY 2014-15, primarily due to
fee and rate increases.
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
61

Revenues
Big Blue Bus Fund (41)
This fund accounts for revenues and expenses related to
operation of the City's municipal bus lines.
$120
In Millions
FY 2012-13 estimated actual revenue of $70.6 million are
$6.5 million (8.4%) less than the revised budget, primarily due to
less than anticipated capital expense reimbursements for bus
purchases and capital projects.
In FY 2013-14, anticipated operating and capital funding
allocations are projected to be $25.2 million (35.7%) more than
in FY 2012-13, reflecting increased capital expense
reimbursements for bus purchases and capital projects.
FY 2014-15 anticipated operating and capital funding
allocations are projected to be $26.3 million (27.4%) less than in FY 2013-14 primarily due to most planned bus
purchases being completed in the prior fiscal year.
$80
$40
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Gas Tax Fund (43)
This fund accounts for State gasoline tax allocations provided to
the City for street-related purposes. Beginning in FY 2010-11,
State budget actions ended Proposition 42 allocations to cities,
but the loss was backfilled by increasing cities’ share of gas tax
revenues. The tax is a per gallon flat tax and apportioned to
cities on a per capita basis.
$3
$2
In Millions
State gas tax apportionments in FY 2013-14 and FY 2014-15 are
projected to be essentially equal to the FY 2012-13 funding level
of $2.4 million based on State-provided estimates. Rising fuel
prices could lower statewide gasoline consumption, which
could affect the tax receipts.
$1
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
South Coast Air Quality Management District (SCAQMD) Fund (44)
This fund accounts for the receipt of Air Quality Management
District funds and eligible expenditures.
The City’s annual allocation for these revenues is expected to
remain constant at about $110,000 per year over the two year
budget horizon.
In Thousands
$300
$250
$200
$150
$100
$50
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
62

Revenues
Parks and Recreation Facilities Fund (53)
This fund accounts for funds collected under the City’s Unit
Dwelling Tax, which is $200 for each dwelling unit constructed in
the City ($1,000 for single family residence). The funds are used
for the acquisition, improvement, and expansion of public
parks, playgrounds, and recreational facilities.
Tax revenues are projected to be $25,000 annually over the two
year budget horizon.
In Thousands
$50
$40
$30
$20
$10
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Vehicle Management Fund (54)
This fund receives allocations from City departments to finance
the City’s annual scheduled costs for vehicle maintenance,
fuel, the scheduled replacement of vehicles, and the operating
costs and future replacement of the City’s compressed natural
gas (CNG) facility.
$15
$10
In Millions
FY 2012-13 estimated actual revenues are projected to be
$0.2 million (2.1%) more than budget, primarily due to sales
proceeds from surplus vehicles. Revenues in FY 2013-14 and
FY 2014-15 are anticipated to be essentially the same as in
FY 2012-13.
$5
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Information Technology Services and Replacement Fund (55)
This fund receives allocations from City departments to finance
the City’s annual scheduled costs for replacement of
computer equipment and telephone-related services.
Revenues are projected to be approximately $2.1 million per
year over the two year budget horizon.
In Millions
$3
$2
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
63

Revenues
Self-Insurance General Liability/Auto Fund (56)
In FY 2011-12, this fund was being combined with the Auto (58)
Fund to account for contributions from other funds and expenses
related to the administration and payment of general liability
and automobile liability claims.
FY 2012-13 estimated actual revenues of $1.0 million more than
budget reflecting unanticipated claims recovery.
The FY 2013-14 budget of $3.2 million reflects a $1.1 million
decrease reflecting the one-time revenues received in the prior
year. FY 2014-15 revenues are expected to be essentially the
same as in FY 2013-14.
In Millions
$6
$4
$2
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Bus Self-Insurance Fund (57)
This fund accounts for contributions from the Big Blue Bus Fund
and expenses related to the administration and payment of
bus-related liability claims.
In Millions
$3
FY 2012-13 estimated actual revenues are equal to budget.
FY 2013-14 revenues are expected to decrease by $0.2 million in
FY 2013-14 and then then remain essentially flat in FY 2014-15
based on contribution levels needed from the Big Blue Bus Fund
to meet operating needs and reserves.
$2
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Risk Management Administration Fund (58)
Prior to FY 2011-12, this fund accounted for contributions from
other funds and expenses related to the administration and
payment of automobile-related liability claims. This fund now
represents contributions from other funds for property and other
special insurance.
$3
$2
In Millions
FY 2012-13 estimated actual revenues are 2.2% less than budget
due to decreased interest earnings. Revenues are projected to
increase by $0.5 million in FY 2013-14 and another $0.3 million in
FY 2014-15 due to an increase in required contributions for
property insurance.
$1
$0
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
64

Revenues
Workers’ Compensation Self-Insurance Fund (59)
This fund accounts for contributions from City Departments and
expenses related to the administration and payment of workers'
compensation claims.
$10
In Millions
FY 2012-13 estimated actual revenues of $8.8 million are
$0.2 million less budget primarily due to less interest earnings.
FY 2013-14 revenues of $9.3 million are $0.5 million (5.7%) greater
than the FY 2012-13 estimated actual, primarily due to an
increase in contributions required from all City funds to meet
operating and reserve requirements. FY 2014-15 revenues are
projected to increase by another $0.7 million, again due to
increased contributions from departments.
$8
$6
$4
$2
10-11
Actual
11-12
Actual
12-13
Est.Act.
13-14
Budget
14-15
Budget
Parking Authority Fund (77)
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.
FY 2012-13 estimated actual revenues are $246,349 less budget
reflecting the discontinuation of lease payments from the
Redevelopment Agency and less interest earnings. FY 2013-14
and FY 2014-15 revenues reflect anticipated interest earnings.
In Thousands
$300
$250
$200
$150
$100
$50
$0
10- 11
Actual
11- 12
Actual
12- 13
Est.Act.
13- 14
Budget
14 - 15
Budget
Reimbursements and Transfers
These are technical changes to eliminate double counting of
certain revenues appearing in two funds and revenues paid by
one fund to another due to accounting procedures.
$60
In Millions
FY 2012-13 estimated actual reimbursements and transfers of
$49.5 million are projected to be 0.2% less than budget.
Reimbursements and transfers are projected to decrease
slightly in FY 2013-14 and then increase by $1.4 million in
FY 2014-15 primarily due to more required self-insurance
contributions.
$40
$20
$0
10 - 11
Actual
11- 12
Actual
12 - 13
Est.Act.
13 - 14
Budget
14- 15
Budget
Disaster Relief Fund (13)
Reimbursements from the Federal Emergency Management Agency (FEMA) and the California State Office
of Emergency Services for projects related to the Northridge earthquake. No reimbursements are
anticipated in FY 2013-14, or FY 2014-15.
65

Expenditures
FY 2013-15 Proposed Biennial Budget

FY 2013-14 Expenditure Summary by Fund
Fund Salaries and Wages Supplies and Expenses Operating Total Capital Improvements Budget Total
(01) General $ 204,926,293 $ 79,050,578 $ 283,976,871 $ 22,158,817 $ 306,135,688
(04) Special Revenue Source - 511,681 511,681 2,949,963 3,461,644
(06) Clean Beaches/Ocean Parcel Tax 20,400 1,676,647 1,697,047 3,518,000 5,215,047
(11) Beach 3,650,491 7,826,888 11,477,379 1,706,052 13,183,431
(12) Housing Authority 1,439,617 16,271,754 17,711,371 12,371 17,723,742
(14) TORCA - 102,910 102,910 911,670 1,014,580
(15) Housing Projects Fund - 450,000 450,000 - 450,000
(19) CDBG - 883,700 883,700 1,252,745 2,136,445
(20) Misc. Grants - 2,822,216 2,822,216 7,673,547 10,495,763
(22) Citizens Op for Public Safety - 100,000 100,000 - 100,000
(25) Water 5,607,210 16,335,347 21,942,557 10,234,673 32,177,230
(27) Resource Recovery & Recycling 8,976,991 13,612,575 22,589,566 3,026,811 25,616,377
(30) Pier 1,911,929 3,574,714 5,486,643 4,160,480 9,647,123
(31) Wastewater 2,297,459 10,019,458 12,316,917 6,842,326 19,159,243
(33) Airport 1,403,108 2,833,035 4,236,143 861,031 5,097,174
(34) Stormwater - 1,656,332 1,656,332 - 1,656,332
(37) Cemetery 665,429 765,796 1,431,225 38,926 1,470,151
(41) Big Blue Bus 44,349,262 19,441,384 63,790,646 20,888,339 84,678,985
(43) Gas Tax - 2,401,240 2,401,240 350,000 2,751,240
(54) Vehicle Management 3,118,338 2,931,535 6,049,873 2,512,503 8,562,376
(55) Info Tech Replacement and Services - - - 1,981,874 1,981,874
(56) Self-Insurance, Comprehensive - 3,738,908 3,738,908 250,000 3,988,908
(57) Self-Insurance, Bus - 2,500,000 2,500,000 - 2,500,000
(58) Self-Insurance, Risk Management Admin 1,478,521 983,875 2,462,396 - 2,462,396
(59) Self-Insurance, Workers' Comp - 8,552,839 8,552,839 28,357 8,581,196
SUBTOTAL $ 279,845,048 $ 199,043,412 $ 478,888,460 $ 91,358,485 $ 570,246,945
Reimbursements and Transfers: - - (42,603,396) (6,725,785) (49,329,181)
GRAND TOTAL $ 279,845,048 $ 199,043,412 $ 436,285,064 $ 84,632,700 $ 520,917,764
67

FY 2014-15 Expenditure Summary by Fund
Fund Salaries and Wages Supplies and Expenses Operating Total Capital Improvements Budget Total
(01) General $ 211,967,310 $ 81,153,728 $ 293,121,038 $ 18,195,000 $ 311,316,038
(04) Special Revenue Source - 437,045 437,045 - 437,045
(06) Clean Beaches/Ocean Parcel Tax 20,400 1,764,243 1,784,643 1,324,000 3,108,643
(11) Beach 3,753,178 8,141,574 11,894,752 609,788 12,504,540
(12) Housing Authority 1,485,178 16,110,101 17,595,279 12,891 17,608,170
(14) TORCA - 102,910 102,910 - 102,910
(15) Housing Projects Fund - 450,000 450,000 - 450,000
(19) CDBG - 673,700 673,700 - 673,700
(20) Misc. Grants - 2,132,243 2,132,243 10,675,846 12,808,089
(22) Citizens Op for Public Safety - 100,000 100,000 - 100,000
(25) Water 5,733,672 17,020,537 22,754,209 6,662,366 29,416,575
(27) Resource Recovery & Recycling 9,297,739 13,523,385 22,821,124 2,327,077 25,148,201
(30) Pier 1,957,434 3,684,128 5,641,562 1,428,169 7,069,731
(31) Wastewater 2,355,368 10,381,685 12,737,053 6,138,571 18,875,624
(33) Airport 1,446,606 2,917,261 4,363,867 733,237 5,097,104
(34) Stormwater - 1,650,331 1,650,331 - 1,650,331
(37) Cemetery 701,625 790,931 1,492,556 39,054 1,531,610
(41) Big Blue Bus 45,979,893 19,989,613 65,969,506 27,954,035 93,923,541
(43) Gas Tax - 2,401,240 2,401,240 - 2,401,240
Parks and Recreation (53) - - - 130,000 130,000
(54) Vehicle Management 3,220,753 3,010,276 6,231,029 8,095,423 14,326,452
(55) Info Tech Replacement and Services - - - 1,994,865 1,994,865
(56) Self-Insurance, Comprehensive - 3,810,903 3,810,903 - 3,810,903
(57) Self-Insurance, Bus - 2,500,000 2,500,000 - 2,500,000
(58) Self-Insurance, Risk Management Admin 1,544,991 1,172,773 2,717,764 - 2,717,764
(59) Self-Insurance, Workers' Comp - 8,739,142 8,739,142 29,531 8,768,673
SUBTOTAL $ 289,464,147 $ 202,657,749 $ 492,121,896 $ 86,349,853 $ 578,471,749
Reimbursements and Transfers: - - (44,230,207) (6,523,384) (50,753,591)
GRAND TOTAL $ 289,464,147 $ 202,657,749 $ 447,891,689 $ 79,826,469 $ 527,718,158
68

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(01) General Fund
Operating Budget
City Council $ 634,654 $ 563,537 $ 996,310 $ 880,057 $ (116,253) -11.7% $ 906,492
City Manager 7,459,782 8,189,375 9,535,999 9,705,701 169,702 1.8% 9,859,282
Records & Election Services 2,286,234 2,148,328 2,755,331 2,117,183 (638,148) -23.2% 2,664,644
City Attorney 8,476,555 8,931,186 8,975,905 9,597,429 621,524 6.9% 9,923,738
Finance 18,497,961 20,008,370 22,607,972 24,691,045 2,083,073 9.2% 24,989,673
Human Resources 3,114,638 3,442,006 4,029,000 4,039,520 10,520 0.3% 4,151,953
Information Systems 5,659,725 5,667,716 7,597,070 7,639,435 42,365 0.6% 7,993,942
Planning & Comm. Development 14,336,983 14,982,415 16,308,975 16,361,262 52,287 0.3% 16,679,393
Police 66,941,541 71,452,560 73,644,046 75,663,023 2,018,977 2.7% 77,298,910
Fire 28,349,854 29,342,699 31,488,227 32,324,400 836,173 2.7% 33,090,369
Community & Cultural Services 34,071,661 33,042,105 35,844,827 24,227,721 (11,617,106) -32.4% 24,334,841
Library 10,116,248 10,406,904 11,454,656 12,046,500 591,844 5.2% 12,328,180
Housing & Economic Development 7,330,028 5,975,497 7,001,264 4,925,120 (2,076,144) -29.7% 4,993,400
Public Works 24,288,537 25,748,032 26,767,763 38,438,064 11,670,301 43.6% 39,643,678
Operating Budget $ 231,564,401 $ 239,900,730 $ 259,007,345 $ 262,656,460 $ 3,649,115 1.4% $ 268,858,495
Non-Departmental
All Other Transactions 27,421,968 33,636,034 26,485,830 30,574,432 4,088,602 15.4% 33,349,428
Non-Departmental $ 27,421,968 $ 33,636,034 $ 26,485,830 $ 30,574,432 $ 4,088,602 15.4% $ 33,349,428
Operating Budget Subtotal 258,986,369 273,536,764 285,493,175 293,230,892 7,737,717 2.7% 302,207,923
Interfund Transfers (92,205,714) 6,186,594 (11,459,813) (9,254,021) 2,205,792 -19.2% (9,086,885)
Operating Budget Total 166,780,655 279,723,358 274,033,362 283,976,871 9,943,509 3.6% 293,121,038
Capital Budget 17,375,953 75,097,283 226,225,129 22,158,817 (204,066,312) -90.2% 18,195,000
Sub-Total $ 184,156,608 $ 354,820,641 $ 500,258,491 $ 306,135,688 ($ 194,122,803) -38.8% $ 311,316,038
Less Appropriated Capital b - - 191,016,192 - (191,016,192) -100% -
General Fund Total $ 184,156,608 $ 354,820,641 $ 309,242,299 $ 306,135,688 ($ 3,106,611) -1.0% $ 311,316,038
a. The FY 2012-13 Revised Budget differs from amounts presented in the Adopted FY 2011-13 City Budget due to Council-approved budget changes.
b. Appropriated Capital represents capital projects fully budgeted in prior fiscal years that are still underway; these are financed by through the associated fund reserves.
69

FUND/DEPARTMENT BUDGET UNIT
(04) Special Revenue Source Fund
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
Interfund Transfers $ 630,493 $ 583,985 $ 421,341 $ 449,939 $ 28,598 6.8% $ 415,589
Operating Budget 10,554 20,547 64,531 61,742 (2,789) -4.3% 21,456
Capital Budget 2,616,475 16,407,234 35,932,379 2,949,963 (32,982,416) -91.8% -
Sub-Total $ 3,257,522 $ 17,011,766 $ 36,418,251 $ 3,461,644 $ (32,956,607) -90.5% $ 437,045
Less Appropriated Capital - - 24,031,478 - (24,031,478) -100% -
Special Revenue Source Fund Total $ 3,257,522 $ 17,011,766 $ 12,386,773 $ 3,461,644 ($ 8,925,129) -72.1% $ 437,045
(05) Charnock Fund c
Interfund Transfers $ 250,600 $ 158,439 $ 166,859 $ - $ (166,859) -100.0% $
-
Operating Budget 7,579,034 2,348,728 4,679,338 - (4,679,338) -100.0% -
Capital Budget (9,935,563) 667,427 4,400,022 - (4,400,022) -100.0% -
Sub-Total $ (2,105,929) $ 3,174,594 $ 9,246,219
- $ (9,246,219) -100.0% $
-
Less Appropriated Capital - - 3,500,147 - (3,500,147) -100% -
Charnock Fund Total ($ 2,105,929) $ 3,174,594 $ 5,746,072 $ - ($ 5,746,072) -100.0% $
-
c. Effective FY 2013-14, the Charnock Fund and Water Fund are consolidated into one fund.
(06) Clean Beaches & Ocean Prcl Tx Fund
Interfund Transfers $ 0 $ 0 $ 2,327,418 $ 1,083,349 $ (1,244,069) -53.5% $ 1,147,725
Operating Budget 22,571 54,915 466,078 613,698 147,620 31.7% 636,918
Capital Budget 203,476 330,695 6,581,031 3,518,000 (3,063,031) -46.5% 1,324,000
Sub-Total $ 226,047 $ 385,610 $ 9,374,527 $ 5,215,047 $ (4,159,480) -44.4% $ 3,108,643
Less Appropriated Capital - - 2,106,031 - (2,106,031) -100% -
Clean Beaches & Ocean Prcl Tx Fund Total $ 226,047 $ 385,610 $ 7,268,496 $ 5,215,047 ($ 2,053,449) -28.3% $ 3,108,643
70

FUND/DEPARTMENT BUDGET UNIT
(11) Beach Recreation Fund d
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
All Others $ 49,676 $ 48,611 $ (2,870) $ - $ 2,870 -100.0% $
-
Interfund Transfers 2,332,274 2,164,542 594,335 - (594,335) -100.0% -
Operating Budget 6,734,553 7,200,888 7,604,660 11,477,379 3,872,719 50.9% 11,894,752
Capital Budget 794,180 568,399 1,687,438 1,706,052 18,614 1.1% 609,788
Sub-Total $ 9,910,683 $ 9,982,440 $ 9,883,563 $ 13,183,431 $ 3,299,868 33.4% $ 12,504,540
Less Appropriated Capital - - 779,748 - (779,748) -100% -
Beach Recreation Fund Total $ 9,910,683 $ 9,982,440 $ 9,103,815 $ 13,183,431 $ 4,079,616 44.8% $ 12,504,540
d. Effective FY 2013-14, the Beach and Beach House Funds are consolidated into one fund; as a result, the Beach Fund will no longer subsidize Beach House operations.
(12) Housing Authority Fund
All Others $ 16,286,713 $ 112 $ (3,345) $ - $ 3,345 -100.0% $
-
Interfund Transfers 199,124 (141,000) (141,000) (121,090) 19,910 -14.1% (291,009)
Operating Budget 3,356 17,741,895 17,311,128 17,832,461 521,333 3.0% 17,886,288
Capital Budget 8,220 12,270 12,270 12,371 101 0.8% 12,891
Sub-Total $ 16,497,413 $ 17,613,277 $ 17,179,053 $ 17,723,742 $ 544,689 3.2% $ 17,608,170
Less Appropriated Capital - - - - - N/A -
Housing Authority Fund Total $ 16,497,413 $ 17,613,277 $ 17,179,053 $ 17,723,742 $ 544,689 3.2% $ 17,608,170
(14) TORCA Fund
All Others $ 126,157 $ 24,860 $ 23,783 $ 4,000 $ (19,783) -83.2% $
4,000
Interfund Transfers 36,165 47,936 53,516 98,910 45,394 84.8% 98,910
Operating Budget - - - - - N/A -
Capital Budget 2,018,285 254,721 3,982,094 911,670 (3,070,424) -77.1% -
Sub-Total $ 2,180,607 $ 327,517 $ 4,059,393 $ 1,014,580 $ (3,044,813) -75.0% $ 102,910
Less Appropriated Capital - - - - - N/A -
TORCA Fund Total $ 2,180,607 $ 327,517 $ 4,059,393 $ 1,014,580 ($ 3,044,813) -75.0% $ 102,910
71

FUND/DEPARTMENT BUDGET UNIT
(15) Low/Mod Income Housing Asset Fd e
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
All Others $ 1,214,413 $ 855,044 $ - $ - $ -
$
-
Interfund Transfers 17,540,344 (13,859,871) - - - -
Operating Budget - - - - - -
Capital Budget 13,039,724 32,342,931 - - - -
Sub-Total $ 31,794,481 $ 19,338,104 $ - $ - $ - N/A $
-
Less Appropriated Capital - - - - - -
Low/Mod Income Housing Asset Fd Total $ 31,794,481 $ 19,338,104 $ - $ - $ - N/A $
-
(15) Housing Projects Fund e
All Others $ - $ 678,543 $ - $ 450,000 $ 450,000
$ 450,000
Interfund Transfers - 6,060,526 - - - -
Operating Budget - - - - -
Capital Budget - 5,931,457 - - - -
Sub-Total $ - $ 12,670,526 $ - $ 450,000 $ 450,000 N/A $ 450,000
Less Appropriated Capital - - - - - -
Housing Projects Fund Total $ - $ 12,670,526 $ - $ 450,000 $ 450,000 N/A $ 450,000
(16) S/A Downtown Project Area e
All Others $ 1,666,102 $ 1,360,355 $ - $ - $ -
$
-
Interfund Transfers 605,789 1,923,000 - - - -
Operating Budget - - - - - -
Capital Budget 154,813 801,303 - - - -
Sub-Total $ 2,426,704 $ 4,084,658 $ - $ - $ - N/A $
-
Less Appropriated Capital - - - - - -
S/A Downtown Project Area Total $ 2,426,704 $ 4,084,658 $ - $ - $ - N/A $
-
72

FUND/DEPARTMENT BUDGET UNIT
(17) S/A Earthquake Project Area e
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
All Others $ 28,285,001 $ 18,515,037 $ - $ - $ -
$
-
Interfund Transfers 62,636,524 6,497,232 - - - -
Operating Budget - - - - - -
Capital Budget 16,566,140 73,722,174 - - - -
Sub-Total $ 107,487,665 $ 98,734,443 $ - $ - $ - N/A $
-
Less Appropriated Capital - - - - - -
S/A Earthquake Project Area Total $ 107,487,665 $ 98,734,443 $ - $ - $ - N/A $
-
(18) Ocean Park Project Area e
All Others $ 2,317,860
795,817 $ - $ - $ -
$
-
Interfund Transfers 2,336,147 2,556,012 - - - -
Operating Budget - - - - - -
Capital Budget 134,368 4,188,523 - - - -
Sub-Total $ 4,788,375 $ 7,540,352 $ - $ - $ - N/A $
-
Less Appropriated Capital - - - - - -
S/A Ocean Park Project Area Total $ 4,788,375 $ 7,540,352 $ - $ - $ - N/A $
-
e. Redevelopment Agency (RDA) funds 16,17, and 18 converted to private purpose trust funds, and Low/Moderate Income Housing Funds transferred to the Housing Projects Fund (15)
following RDA dissolution in February 2012.
(19) CDBG Fund
All Others $ 79,186 $ 27,484 $ 467,167 $ 510,000 $ 42,833 9.2% $ 300,000
Interfund Transfers 620,075 233,356 182,621 180,500 (2,121) -1.2% 180,500
Operating Budget - 237,982 349,773 193,200 (156,573) -44.8% 193,200
Capital Budget 2,221,932 261,582 1,038,015 1,252,745 214,730 20.7% -
Sub-Total $ 2,921,193 $ 760,404 $ 2,037,576 $ 2,136,445 $ 98,869 4.9% $ 673,700
Less Appropriated Capital - - 157,015 - (157,015) -100.0% -
CDBG Fund Total $ 2,921,193 $ 760,404 $ 1,880,561 $ 2,136,445 $ 255,884 13.6% $ 673,700
73

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(20) Miscellaneous Grants Fund
All Others $ - $ - $ 37,994 $ - $ (37,994) -100.0% $
-
Interfund Transfers 5,931,520 1,421,905 1,386,140 904,000 (482,140) -34.8% 917,000
Operating budget 1,125,024 2,162,234 2,782,288 1,918,216 (864,072) -31.1% 1,215,243
Capital Budget 3,989,470 5,472,062 30,971,949 7,673,547 (23,298,402) -75.2% 10,675,846
Sub-Total $ 11,046,014 $ 9,056,201 $ 35,178,371 $ 10,495,763 $ (24,682,608) -70.2% $ 12,808,089
Less Appropriated Capital - - 10,145,229 - (10,145,229) -100.0% -
Miscellaneous Grants Fund Total $ 11,046,014 $ 9,056,201 $ 25,033,142 $ 10,495,763 ($ 14,537,379) -58.1% $ 12,808,089
(22) COPS Fund
Operating Budget $ - $ 22,651 $ 315,075 $ 100,000 $ (215,075) -68.3% $ 100,000
Capital Budget 70,107 354,319 - - - N/A -
Sub-Total $ 70,107 $ 376,970 $ 315,075 $ 100,000 $ (215,075) -68.3% $ 100,000
Less Appropriated Capital - - - - - N/A -
COPS Fund Total $ 70,107 $ 376,970 $ 315,075 $ 100,000 ($ 215,075) -68.3% $ 100,000
(24) Beach House Fund d
All Others $ 53,208 $ 60,697 $ (3,259) $ - $ 3,259 -100.0% $
-
Interfund Transfers (2,332,274) (2,364,542) (594,335) - 594,335 -100.0% -
Operating Budget 3,100,516 3,193,444 3,749,562 - (3,749,562) -100.0% -
Capital Budget 17,581 15,575 286,135 - (286,135) -100.0% -
Sub-Total $ 839,031 $ 905,174 $ 3,438,103 $ - $ (3,438,103) -100.0% $
-
Less Appropriated Capital - - - - - N/A -
Beach House Fund Total $ 839,031 $ 905,174 $ 3,438,103 $ - ($ 3,438,103) -100.0% $
-
d. Effective FY 2013-14, the Beach and Beach House Funds are consolidated into one fund; as a result, the Beach Fund will no longer subsidize Beach House operations.
74

FUND/DEPARTMENT BUDGET UNIT
(25) Water Fund c
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
All Others $ 215,612 $ 205,189 $ (13,977) $ 44,350 $ 58,327 -417.3% $ 44,459
Interfund Transfers 1,222,596 1,271,600 1,271,910 1,421,944 150,034 11.8% 1,460,624
Operating Budget 13,889,399 16,571,542 17,908,093 20,476,263 2,568,170 14.3% 21,249,126
Capital Budget 1,798,685 5,557,301 11,258,635 10,234,673 (1,023,962) -9.1% 6,662,366
Sub-Total $ 17,126,292 $ 23,605,632 $ 30,424,661 $ 32,177,230 $ 1,752,569 5.8% $ 29,416,575
Less Appropriated Capital - - 3,045,340 - (3,045,340) -100.0% -
Water Fund Total $ 17,126,292 $ 23,605,632 $ 27,379,321 $ 32,177,230 $ 4,797,909 17.5% $ 29,416,575
c. Effective FY 2013-14, the Charnock Fund and Water Fund are consolidated into one fund.
(27) Resource Recovery & Recyc Fund
All Others $ 302,547 $ 316,154 $ (18,155) $ - $ 18,155 -100.0% $
-
Interfund Transfers 786,522 807,636 817,857 855,603 37,746 4.6% 869,545
Operating Budget 18,787,513 20,497,058 21,690,342 21,733,963 43,621 0.2% 21,951,579
Capital Budget 2,446,406 3,008,105 3,769,757 3,026,811 (742,946) -19.7% 2,327,077
Sub-Total $ 22,322,988 $ 24,628,953 $ 26,259,801 $ 25,616,377 $ (643,424) -2.5% $ 25,148,201
Less Appropriated Capital - - 658,273 - (658,273) -100.0% -
Resource Recovery & Recyc Fund Total $ 22,322,988 $ 24,628,953 $ 25,601,528 $ 25,616,377 $ 14,849 0.1% $ 25,148,201
(30) Pier Fund
All Others $ 61,317 $ 64,790 $ (4,217) $ - $ 4,217 -100.0% $
-
Interfund Transfers 7,700 7,680 - 186,529 186,529 N/A 192,038
Operating Budget 4,760,894 4,985,168 5,620,543 5,300,114 (320,429) -5.7% 5,449,524
Capital Budget 540,476 257,236 4,752,258 4,160,480 (591,778) -12.5% 1,428,169
Sub-Total $ 5,370,387 $ 5,314,874 $ 10,368,584 $ 9,647,123 $ (721,461) -7.0% $ 7,069,731
Less Appropriated Capital - - 305,635 - (305,635) -100.0% -
Pier Fund Total $ 5,370,387 $ 5,314,874 $ 10,062,949 $ 9,647,123 ($ 415,826) -4.1% $ 7,069,731
75

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(31) Wastewater Fund
All Others $ 76,985 $ 80,270 $ (5,510) $ 34,846 $ 40,356 -732.4% $ 34,932
Interfund Transfers (329,907) (165,938) (491,520) (540,560) (49,040) 10.0% (551,352)
Operating Budget 9,607,293 10,987,022 12,335,748 12,822,631 486,883 3.9% 13,253,473
Capital Budget 3,243,534 3,806,985 10,659,169 6,842,326 (3,816,843) -35.8% 6,138,571
Sub-Total $ 12,597,905 $ 14,708,339 $ 22,497,887 $ 19,159,243 $ (3,338,644) -14.8% $ 18,875,624
Less Appropriated Capital - - 1,247,184 - (1,247,184) -100.0% -
Wastewater Fund Total $ 12,597,905 $ 14,708,339 $ 21,250,703 $ 19,159,243 ($ 2,091,460) -9.8% $ 18,875,624
(32) Civic Auditorium Fund f
All Others $ 111,977 $ 91,261 $ (3,558) $ - $ 3,558 -100.0% $
-
Interfund Transfers (712,770) (2,084,912) - - - -
Operating Budget 3,290,272 2,789,713 2,925,041 - (2,925,041) -100.0% -
Capital Budget 36,798 38,638 24,518 - (24,518) -100.0% -
Sub-Total $ 2,726,277 $ 834,700 $ 2,946,001
- $ (2,946,001) -100.0% $
-
Less Appropriated Capital - - 4,428 - (4,428) -100.0% -
Civic Auditorium Fund Total $ 2,726,277 $ 834,700 $ 2,941,573 $ - ($ 2,941,573) -100.0% $
-
f. The Civic Auditorium will cease full operations on June 30, 2013. Staff will develop an interim use for the Civic Auditorium and a renovation for by June 30, 2014.
(33) Airport Fund
All Others $ 59,564 $ 55,416 $ (3,720) $ 375 $ 4,095 -110.1% $
375
Interfund Transfers (30,511) (28,429) (29,140) (29,868) (728) 2.5% (30,764)
Operating Budget 4,232,489 4,334,027 4,753,785 4,265,636 (488,149) -10.3% 4,394,256
Capital Budget 1,324,378 390,582 1,955,298 861,031 (1,094,267) -56.0% 733,237
Sub-Total $ 5,585,920 $ 4,751,596 $ 6,676,223 $ 5,097,174 $ (1,579,049) -23.7% $ 5,097,104
Less Appropriated Capital - - 174,041 - (174,041) -100.0% -
Airport Fund Total $ 5,585,920 $ 4,751,596 $ 6,502,182 $ 5,097,174 ($ 1,405,008) -21.6% $ 5,097,104
76

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(34) Stormwater Management Fund
All Others $ 119,927 $ 110,168 $ 112,691 $ 109,012 $ (3,679) -3.3% $ 111,483
Interfund Transfers 1,977,793 2,007,314 252,320 1,547,320 1,295,000 513.2% 1,538,848
Operating Budget - - - - - -
Sub-Total $ 2,097,720 $ 2,117,482 $ 365,011 $ 1,656,332 $ 1,291,321 353.8% $ 1,650,331
Less Appropriated Capital - - - - - N/A -
Stormwater Management Fund Total $ 2,097,720 $ 2,117,482 $ 365,011 $ 1,656,332 $ 1,291,321 353.8% $ 1,650,331
(37) Cemetery Fund
All Others $ 32,863 $ 18,909 $ (2,555) $ - $ 2,555 -100.0% $
-
Interfund Transfers (293,332) (6,568,264) (513,471) (344,318) 169,153 -32.9% (344,318)
Operating Budget 2,247,213 1,560,424 1,648,767 1,775,543 126,776 7.7% 1,836,874
Capital Budget 528,580 247,285 38,851 38,926 75 0.2% 39,054
Sub-Total $ 2,515,324 $ (4,741,646) $ 1,171,592 $ 1,470,151 $ 298,559 25.5% $ 1,531,610
Less Appropriated Capital - - - - - N/A -
Cemetery Fund Total $ 2,515,324 ($ 4,741,646) $ 1,171,592 $ 1,470,151 $ 298,559 25.5% $ 1,531,610
(41) Big Blue Bus Fund
All Others $ 1,410,110 $ 1,410,177 $ (96,814) $ - $ 96,814 -100.0% $
-
Interfund Transfers (301,713) (710,958) (661,261) (529,379) 131,882 -19.9% (549,744)
Operating Budget 57,120,693 56,631,318 65,722,667 64,320,025 (1,402,642) -2.1% 66,519,250
Capital Budget 33,444,145 25,234,672 100,016,692 20,888,339 (79,128,353) -79.1% 27,954,035
Sub-Total $ 91,673,235 $ 82,565,209 $ 164,981,284 $ 84,678,985 $ (80,302,299) -48.7% $ 93,923,541
Less Appropriated Capital - - 69,670,979 - (69,670,979) -100.0% -
Big Blue Bus Fund Total $ 91,673,235 $ 82,565,209 $ 95,310,305 $ 84,678,985 ($ 10,631,320) -11.2% $ 93,923,541
77

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(43) Gas Tax Fund
All Others $ 1,964 $ 6,670 $ 5,300 $ 5,300 $ - 0.0% $
5,300
Interfund Transfers 2,145,206 2,574,179 2,395,940 2,395,940 - 0.0% 2,395,940
Operating Budget - - - - - N/A -
Capital Budget - - 350,000 350,000 - 0.0% -
Sub-Total $ 2,147,170 $ 2,580,849 $ 2,751,240 $ 2,751,240 $ - 0.0% $ 2,401,240
Less Appropriated Capital - - - - - N/A -
Gas Tax Fund Total $ 2,147,170 $ 2,580,849 $ 2,751,240 $ 2,751,240 $ - 0.0% $ 2,401,240
(44) SCAQMD AB 2766 Fund
All Others $ 1,750 $ 390 $ 2,400 $ - $ (2,400) -100.0% $
-
Capital Budget 114,263 20,043 192,361 - (192,361) -100.0% -
Sub-Total $ 116,013 $ 20,433 $ 194,761 $ - $ (194,761) -100.0% $
-
Less Appropriated Capital - - 192,361 - (192,361) -100.0% -
SCAQMD AB 2766 Fund Total $ 116,013 $ 20,433 $ 2,400 $ - ($ 2,400) -100.0% $
-
(53) Parks and Recreation Fund
Capital Budget $ 7,548 $ 7,980 $ 152,855 $ - $ (152,855) -100.0% $ 130,000
Sub-Total $ 7,548 $ 7,980 $ 152,855 $ - $ (152,855) -100.0% $ 130,000
Less Appropriated Capital - - 855 - (855) -100.0% -
Parks and Recreation Fund Total $ 7,548 $ 7,980 $ 152,000 $ - ($ 152,000) -100.0% $ 130,000
(54) Vehicle Management Fund g
All Others $ 116,161 $ 114,102 $ (7,466) $ - $ 7,466 -100.0% $
-
Operating Budget 6,150,047 5,858,426 6,107,199 6,049,873 (57,326) -0.9% 6,231,029
Capital Budget 6,316,563 4,173,902 7,477,598 2,512,503 (4,965,095) -66.4% 8,095,423
Sub-Total $ 12,582,771 $ 10,146,430 $ 13,577,331 $ 8,562,376 $ (5,014,955) -36.9% $ 14,326,452
Less Appropriated Capital - - 5,485,917 - (5,485,917) -100.0% -
Vehicle Management Fund Total $ 12,582,771 $ 10,146,430 $ 8,091,414 $ 8,562,376 $ 470,962 5.8% $ 14,326,452
g. The FY 2014-15 expenditure increase reflects replacement need according to an established schedule, and is funded by prior year contributions from other funds.
78

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(55) Info Tech Rplcmnt & Svcs Fund
Capital Budget $ 1,913,935 $ 1,043,703 $ 4,407,305 $ 1,981,874 $ (2,425,431) -55.0% $ 1,994,865
Sub-Total $ 1,913,935 $ 1,043,703 $ 4,407,305 $ 1,981,874 $ (2,425,431) -55.0% $ 1,994,865
Less Appropriated Capital - - 2,401,909 - (2,401,909) -100.0% -
Info Tech Rplcmnt & Svcs Fund Total $ 1,913,935 $ 1,043,703 $ 2,005,396 $ 1,981,874 ($ 23,522) -1.2% $ 1,994,865
(56) Self-Insur, General Liab/Auto
Interfund Transfers $ 333,040 $ (2,178,397) $ 477,892 $ 394,358 $ (83,534) -17.5% $ 415,381
Operating Budget 3,873,983 2,108,929 3,702,022 3,344,550 (357,472) -9.7% 3,395,522
Capital Budget - - - 250,000 250,000 N/A -
Sub-Total $ 4,207,023 $ (69,468) $ 4,179,914 $ 3,988,908 $ (191,006) -4.6% $ 3,810,903
Less Appropriated Capital - - - - - N/A -
Self-insur, General Liab/Auto Total $ 4,207,023 ($ 69,468) $ 4,179,914 $ 3,988,908 ($ 191,006) -4.6% $ 3,810,903
(57) Self-Insurance, Bus Fund
Interfund Transfers $ 288,900 $ 243,823 $ 255,086 $ 257,504 $ 2,418 0.9% $ 268,735
Operating Budget 1,081,370 1,544,304 2,263,961 2,242,496 (21,465) -0.9% 2,231,265
Sub-Total $ 1,370,270 $ 1,788,127 $ 2,519,047 $ 2,500,000 $ (19,047) -0.8% $ 2,500,000
Less Appropriated Capital - - - - - N/A -
Self-insurance, Bus Fund Total $ 1,370,270 $ 1,788,127 $ 2,519,047 $ 2,500,000 ($ 19,047) -0.8% $ 2,500,000
(58) Self-Insurance Automobile Fund
All Others $ - $ 54,637 $ (4,555) $ - $ 4,555 -100.0% $
-
Interfund Transfers 104,800 841,522 (1,880,466) (1,912,697) (32,231) 1.7% (1,988,462)
Operating Budget 299,966 3,249,591 3,855,640 4,375,093 519,453 13.5% 4,706,226
Sub-Total $ 404,766 $ 4,145,750 $ 1,970,619 $ 2,462,396 $ 491,777 25.0% $ 2,717,764
Less Appropriated Capital - - - - - N/A -
Self-Insurance Automobile Fund Total $ 404,766 $ 4,145,750 $ 1,970,619 $ 2,462,396 $ 491,777 25.0% $ 2,717,764
79

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
(1) (2) (3) (4) (5) (6) (7)
2012-13
Change Change
2010-11 2011-12 Revised Budget 2013-14 Amount Percent 2014-15
Actual Actual
a
Budget (4) - (3) (5) / (3) Budget
(59) Self-Insur, Workers' Comp Fund
All Others $ 65,833 $ - $ - $ - $ - N/A $
-
Interfund Transfers (726,740) 1,220,689 1,285,789 1,397,689 111,900 8.7% 1,450,992
Operating Budget 9,165,444 7,046,753 6,815,143 7,155,150 340,007 5.0% 7,288,150
Capital Budget 30,200 28,200 28,200 28,357 157 0.6% 29,531
Sub-Total $ 8,534,737 $ 8,295,642 $ 8,129,132 $ 8,581,196 $ 452,064 5.6% $ 8,768,673
Less Appropriated Capital - - - - - N/A -
Self-insur, Workers' Comp Fund Total $ 8,534,737 $ 8,295,642 $ 8,129,132 $ 8,581,196 $ 452,064 5.6% $ 8,768,673
(77) Parking Authority Fund
Interfund Transfers $ (1,083,570) $ (1,120,600) $ (1,118,820) $ - $ 1,118,820 -100.0% $
-
Operating Budget 850 900 1,577 - (1,577) -100.0% -
Capital Budget 2,734,176 2,647,081 2,305,540 - (2,305,540) -100.0% -
Sub-Total $ 1,651,456 $ 1,527,381 $ 1,188,297 $ - $ (1,188,297) -100.0% $
-
Less Appropriated Capital - - 2,305,540 - (2,305,540) -100.0% -
Parking Authority Fund Total $ 1,651,456 $ 1,527,381 ($ 1,117,243) $ - $ 1,117,243 -100.0% $
-
All Funds
All Other Transactions $ 80,076,894 $ 58,530,727 $ 26,965,164 $ 31,732,315 $ 4,767,151 17.7% $ 34,299,977
Interfund Transfers 1,969,081 7,585,059 (5,000,802) (1,558,348) 3,442,454 -68.8% (1,490,707)
Operating Budget 384,647,435 411,049,189 451,680,306 448,714,493 (2,965,813) -0.7% 459,312,626
Capital Budget 103,754,848 262,889,668 458,505,499 91,358,485 (367,147,014) -80.1% 86,349,853
Sub-Total $ 570,448,258 $ 740,054,643 $ 932,150,167 $ 570,246,945 $ (361,903,222) -38.8% $ 578,471,749
Less Appropriated Capital - - 317,228,302 - (317,228,302) -100.0% -
Total All Funds $ 570,448,258 $ 740,054,643 $ 614,921,865 $ 570,246,945 $ (44,674,920) -7.3% $ 578,471,749
Less Reimbursements and Transfers
Operating (43,409,694) (43,333,783) (42,782,869) (42,603,396) $ 179,473 -0.4% (44,230,207)
Capital (6,817,229) (5,186,256) (6,587,703) (6,725,785) (138,082) 2.1% (6,523,384)
Grand Total $ 520,221,335 $ 691,534,604 $ 565,551,293 $ 520,917,764 $ (44,633,529) -5.6% $ 527,718,158
Disaster Relief Fund (13) $ 1,108,647 $ 991,643 $ 974,592 $ - $ (974,592) -100.0% $
-
80

Departmental Summaries
FY 2013-15 Proposed Biennial Budget

City Council
FY 2013-15 Proposed Biennial Budget
81

City Council
The mission of the City Council is to adopt legislation
and provide direction to the administration of the
City and to promote the best interests of the
community locally and with other governmental
agencies.
82

City Council
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
Salaries &
Wages
Supplies &
Expenses
FY 2013-14 FY 2014-15
$385,469 $407,037
494,588 499,455
Goal: Support Mayor and Council in their work as
policy makers.
TOTAL $880,057 $906,492
FTE Positions 1.0 1.0
Service by Division
City Council
Operating Budget: FY 2013-14: $0.9 million FY 2014-15: $0.9 million
Number of FTEs: FY 2013-14: 1.0 FTE FY 2014-15: 1.0 FTE
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. Council staff manages
constituent services and provides Council
members with scheduling, communications
and other administrative support.
83

City Council
Budget Summary
GENERAL FUND
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
City Council a $ 634,653 $ 563,540 $ 996,310 $ 880,057 $ 906,492
Total Department $ 634,653 $ 563,540 $ 996,310 $ 880,057 $ 906,492
MAJOR ACCOUNT GROUPS
01 General Fund
Salaries and Wages $ 423,327 $ 443,418 $ 448,782 $ 385,469 $ 407,037
Supplies and Expenses 211,325 120,121 547,528 494,588 499,455
Total Department $ 634,653 $ 563,540 $ 996,310 $ 880,057 $ 906,492
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 1.6 1.6 1.6 1.0 1.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Total Department 1.6 1.6 1.6 1.0 1.0
Footnotes
a. General fund (01) staffing and accompanying budget decrease represents transfer to the City Manager’s Office to
align with changing roles.
84

City Manager
FY 2013-15 Proposed Biennial Budget
85

City Manager
The mission of the City Manager is to provide
leadership and direction in the implementation of
City Council policy objectives and administration of
City services and programs, ensuring accountability,
community responsiveness and customer service
excellence.
86

City Manager
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$6,377,023 $6,507,380
Supplies &
Expenses
5,564,327 5,643,925
TOTAL $11,941,350 $12,151,305
FTE Positions 43.9 44.2
Goals, Objectives and Service Benchmarks
Goal: Protect Public Safety.
Objectives:
Reduce Part 1 crimes by 4.0% compared to
FY 2012-13 by June 2014.
Complete the pedestrian safety action plan by
June 2014.
Conduct 13 traffic safety operations, implement a
targeted traffic safety violation campaign and
produce four articles about traffic safety by
June 2015.
Increase street homelessness training with field
personnel by June 2014.
Consolidate Police and Fire dispatch by June 2015.
Goal: Maintain the City’s fiscal health and
stability.
Objectives:
Maintain balanced budgets, adequate reserves
and the City’s AAA bond rating.
Administer the disposition of Successor Agency
assets as part of the dissolution of redevelopment
through June 2015.
Monitor the implementation of FY 2013-15 budget
strategies to achieve a more sustainable spending
baseline and report on progress every six months.
Implement measures to manage benefit cost
increases, including pension and health care
expenses by June 2015.
Goal: Finance and build new capital investments
and maintain existing facilities and infrastructure.
Objectives:
Provide efficient and effective maintenance of
city’s infrastructure and ongoing service delivery to
residents and visitors through June 2015.
Complete construction of 30 capital projects in
FY 2013-14 and 11 capital projects in FY 2014-15.
87

City Manager
Determine funding for Fire Station 1,
Corporation Yards renovation and Public
Safety radio system by June 2015.
Goal: Provide a comprehensive housing
program that allows Santa Monica’s
diverse community to thrive in face of the
loss of redevelopment.
Objectives:
Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 205 affordable
apartments by June 2015.
Explore new funding options and policies
for affordable housing production and
preservation through June 2015.
Goal: Ensure new development reflects
priorities established by Council and the
community benefits identified in the Land
Use and Circulation Element (LUCE).
Objectives:
Adopt a revised Zoning Ordinance by
December 2013.
Complete the Downtown Specific Plan by
March 2014.
Adopt a new building code by December
2013.
Incorporate transportation improvements
in new development to reduce the
impact of new vehicle trips.
Goal: Engage with Metro, Expo, and the
community in strategies to ensure that the
Expo light rail project is integrated into the
City.
Objectives:
Centralize, align and coordinate the City’s
parking and transportation functions by
July 2014.
Secure completion of Buffer Park design,
associated community outreach, and
interface between maintenance facility
and Buffer Park by December 2014.
Assist with Expo Bike Path license
agreement negotiation and design by
December 2014.
Assist in keeping the Expo Light Rail project
on schedule, finalize terminus station
real estate transactions, and secure
City-funded station upgrades by June
2015.
Complete study to redesign BBB bus routes
to connect with city Expo Light Rail stations
by June 2015.
Goal: Advance cutting edge sustainable
practices.
Objectives:
Adopt the Zero Waste Plan by June 2014.
Reduce annual citywide water demand
by 1.0% for FY 2013-14 and FY 2014-15.
88

City Manager
Goal: Ensure a positive Pier experience for
residents and visitors.
Objectives:
Assist the Pier Corporation in developing a
mission as well as guidelines for
sponsorships, marketing, events and
leasing by June 2015.
Complete Phase IV Pier Infrastructure
Improvements by Spring 2014.
Increase fall, winter, and spring events and
activities by at least 15% each year of the
two-year budget.
Increase solar installations in the City by
500 kilowatts annually for FY 2013-14 and
FY 2014-15.
Achieve a 3.0% reduction in communitywide
greenhouse gas emissions (for a total
of 15% below 1990 levels) by June 2015.
Develop a program to increase the
number of new and existing municipal
buildings and spaces achieving LEED Silver
certification or better by June 2014.
Goal: Strengthen City staff’s ability to
mitigate, prepare for, respond to, and
recover from disasters, emergencies or
large scale planned events.
Objectives:
Implement annual emergency
preparedness training and regular
exercises for all City staff through
June 2015.
Conduct three Community Emergency
Response Team (CERT) classes each year
of the two-year budget.
Hold at least 12 emergency preparedness
presentations for resident and business
organizations each year of the two-year
budget.
Goal: Develop and refine programs that
encourage civic engagement.
Objectives:
Offer a citizen academy with focus on
education and public information to
interested community members by
June 2014.
Goal: Support the successful
implementation of The Wellbeing Project
through development of the Local
Wellbeing Index and strategies for its use.
Objectives:
Facilitate the launch and ongoing project
implementation among City leadership by
June 30, 2015.
Integrate the goals, objectives and
messages of the Wellbeing Project into
citywide communication and workplans
by June 30, 2015.
Assist with project replication through
cross-promotion of project goals among
local community partners, leadership in
other cities, and professional networks by
June 30, 2015.
89

City Manager
Service by Division
Administration
Operating Budget: FY 2013-14: $2.2 million FY 2014-15: $2.2 million
Number of FTEs: FY 2013-14: 9.2 FTE FY 2014-15: 9.2 FTE
The Administration Division provides direction to
operating departments, oversight of major
City-initiated projects, guidance on the annual
budget process, coordination of City Council
agendas, development of civic engagement
programs, and is responsible for the efficient and
cost-effective administration of City programs.
Community and Government Relations
Operating Budget: FY 2013-14: $2.2 million FY 2014-15: $2.3 million
Number of FTEs: FY 2013-14: 13.4 FTE FY 2014-15: 13.7 FTE
The Community and Government Relations Division is
responsible for federal, state, and regional advocacy of
City priorities and programs, strategic communications
planning, production of print materials and web content,
media relations, cable television programming and
franchise enforcement, public outreach and surveying,
neighborhood organization support, and public
information assistance.
90

City Manager
Office of Sustainability and the Environment
Operating Budget: FY 2013-14: $4.5 million FY 2014-15: $4.6 million
Number of FTEs: FY 2013-14: 16.3 FTE FY 2014-15: 16.3 FTE
The Office of Sustainability and the Environment is
responsible for policy initiatives and practices that
promote environmental, economic, and social
sustainability, resource management, and
conservation. The Office oversees integrating energy
efficiency and solar in most of Santa Monica’s
buildings, offers water efficiency programs to
residents and businesses, provides assistance to the
public with all aspects of green building, and
provides sustainability training to residents, students
and businesses. It has a regulatory role in hazardous
materials and waste site cleanup and provides
education and outreach regarding consumer
awareness, water conservation, urban runoff management, and bans of leaf blowers,
plastic bags and non-recyclable food service containers. Additionally, the Office manages
the Household and Small Business Hazardous Waste program for the safe recycling and
disposal of hazardous wastes.
Office of Emergency Management
Operating Budget: FY 2013-14: $0.8 million FY 2014-15: $0.8 million
Number of FTEs: FY 2013-14: 3.0 FTE FY 2014-15: 3.0 FTE
The Office of Emergency Management is
responsible for the City’s emergency response
and planning efforts to include mitigation,
preparedness, response, and recovery to any
community-wide hazard or disaster. The Office
implements disaster planning, training, and
proactive community-based disaster
preparedness programs to ensure that the City of
Santa Monica is a disaster resilient community.
91

City Manager
Office of Pier Management
Operating Budget: FY 2013-14: $2.2 million FY 2014-15: $2.3 million
Number of FTEs: FY 2013-14: 2.0 FTE FY 2014-15: 2.0 FTE
The Office of Pier Management is
responsible for the coordination of all
City activities, services, leasing and
maintenance at the Santa Monica Pier
to ensure its safe operation in a manner
both consistent with City policies and
which enhances the visitor experience at
the Pier. The Office of Pier Management
also supervises the service agreement
with the Pier Corporation and its activities
with City programs and operations.
92

City Manager
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Airport $ 3,528,114 $ - $ - $ - $ -
Administration 1,597,852 1,703,808 1,878,586 2,173,039 2,188,203
Community &
Government Relations 2,293,561 2,233,966 2,473,675 2,211,130 2,247,714
Office of Sustainability &
the Environment 3,593,467 3,587,791 4,733,055 4,522,268 4,581,913
Office of Emergency
Management 376 718,403 793,120 824,860 841,452
Office of Pier
Management - 1,844,047 2,162,860 2,210,053 2,292,023
Total Department $ 11,013,370 $ 10,088,014 $ 12,041,297 $ 11,941,350 $ 12,151,305
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund a
Salaries and Wages $ 4,396,372 $ 5,274,303 $ 5,801,862 $ 6,093,708 $ 6,211,559
Supplies and Expenses 3,063,409 2,915,072 3,734,138 3,611,993 3,647,723
Subtotal $ 7,459,782 $ 8,189,374 $ 9,536,000 $ 9,705,701 $ 9,859,282
20 Miscellaneous Grants
Fund
Salaries and Wages $ - $ - $ - $ - $ -
Supplies and Expenses 25,474 54,593 342,437 25,596 -
Subtotal $ 25,474 $ 54,593 $ 342,437 $ 25,596 $ -
30 Pier Fund b
Salaries and Wages $ - $ 144,504 $ 260,779 $ 283,315 $ 295,821
Supplies and Expenses - 1,699,543 1,902,081 1,926,738 1,996,202
Subtotal $ - $ 1,844,047 $ 2,162,860 $ 2,210,053 $ 2,292,023
93

City Manager
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
33 Airport Fund b
Salaries and Wages $ 960,867 $ - $ - $ - $ -
Supplies and Expenses 2,567,248 - - - -
Subtotal $ 3,528,114 $ - $ - $ - $ -
Total All Funds
Salaries and Wages $ 5,357,239 $ 5,418,806 $ 6,062,641 $ 6,377,023 $ 6,507,380
Supplies and Expenses 5,656,131 4,669,208 5,978,656 5,564,327 5,643,925
Total Department $ 11,013,370 $ 10,088,014 $ 12,041,297 $ 11,941,350 $ 12,151,305
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 33.0 36.0 36.0 37.0 37.0
Temporary Positions 5.2 4.9 5.2 4.9 5.2
Subtotal 38.2 40.9 41.2 41.9 42.2
30 Pier Fund b
Permanent Positions 0.0 0.0 2.0 2.0 2.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Subtotal 0.0 0.0 2.0 2.0 2.0
94

City Manager
Budget Summary
VARIOUS FUNDS
PERSONNEL
(FULL-TIME EQUIVALENTS)
BY FUND
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
33 Airport Fund b
Permanent Positions
8.0 8.0 0.0 0.0 0.0
Temporary Positions 0.2 0.2 0.0 0.0 0.0
Subtotal 8.2 8.2 0.0 0.0 0.0
Total All Funds
Permanent Positions 41.0 44.0 38.0 39.0 39.0
Temporary Positions 5.4 5.1 5.2 4.9 5.2
Total Department 46.4 49.1 43.2 43.9 44.2
Footnotes
a. General fund (01) staffing and accompanying budget increase reflects an addition of 1.0 FTE Administrative Staff
Assistant, transfers from other departments, including 0.6 FTE from City Council, 1.0 FTE from Finance, and a transfer out
of 1.0 FTE to Planning and Community Development, and 0.3 FTE as-needed variation is tied to election year work,
representing a net 0.7 FTE department increase in FY 2013-14. These changes align staffing with changing roles
between departments.
b. Beginning in FY 2011-12, Pier management (30 fund) moved from Public Works to the City Manager’s Office; and
Airport management (33 fund) moved from the City Manager’s Office to Public Works.
95

Records & Election Services (City Clerk)
FY 2013-15 Proposed Biennial Budget
97

Records & Election Services (City Clerk)
The mission of the City Clerk is to provide prompt,
accurate and excellent customer service; to provide
easy and friendly access to the City's official records;
to conduct all elections in the City according to City
and State codes; to increase public awareness
about City government and the election process; to
provide efficient and timely records management,
printing, and mail service to all City Departments;
and to carry out all programs of this office efficiently
and cost-effectively.
98

Records & Election Services (City Clerk)
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$1,443,138 $1,504,345
Supplies &
Expenses
674,045 1,160,299
TOTAL $2,117,183 $2,664,644
FTE Positions 13.0 13.0
Goals, Objectives and Service Benchmarks
Goal: Streamline the City Council Agenda
Management Process.
Objectives:
Research and purchase Agenda Management
Software by December 2013.
Implement a new City Council agenda
preparation process by June 30, 2014.
Post the City Council meeting agenda, prepare
and deliver the meeting packets to the Council,
and post documents online prior to each meeting.
Service Benchmarks:
Post 100% of City Council agendas on time
according to the Ralph M. Brown Act.
Deliver meeting packets to the City Council, by
the Wednesday preceding a meeting, 90% of
the time as per the Rules of Conduct for City
Council Meetings.
Goal: Objectively administer municipal and
special elections, including the City, Rent Control
Board, School District and College District
elections.
Objectives:
Ensure that elections are conducted in
compliance with all applicable legislation.
Promote participation of voters in the election
process through voter registration events.
Disseminate and distribute all relevant election
information as required by election laws.
Assist all persons interested in running for office.
Service Benchmarks:
Register an average of 100 new voters among
the City’s residents and high schools annually.
Process election forms for an average of 22
candidates per election.
99

Records & Election Services (City Clerk)
Goal: Maintain City documents and
distribute legislative and historical
information, as required by law.
Objectives:
Implement a department-wide public
records tracking process, including
researching and purchasing relevant
software by June 30, 2014.
Analyze, classify and reorganize the City’s
Deeds Archive and create an
electronically searchable log/database
by June 30, 2014.
Conduct an annual review of
Departments’ records to assure that City
staff adhere to the City’s Records
Management Program and Retention
Schedule in maintaining and destroying
documents, and return to Council for
approval of the schedule.
Goal: Provide new services consisting of
accepting United States passport
applications and notary public services.
Objectives:
Establish the Administration Division’s
Office as a United States Passport
Acceptance Facility, to process passport
applications and sell passport photos on
an appointment-only basis.
Establish notary publics in the
Administration Division to provide internal
services to departments by June 30, 2014.
Goal: Stay abreast of and disseminate
information about changing local and
State policy and legislation including the
Brown Act, the State Elections Code,
Federal Voting Rights Act, Public Records
Act, Federal Post Office Rules, the Political
Reform Act, and any other applicable
laws.
Objectives:
Publish ordinance summaries in the locally
adjudicated paper within 15 days of the
effective date 100% of the time.
Provide City staff and Board and
Commission members with information on
changing laws and policies through
training seminars.
Goal: Provide quality and timely mail
retrieval and delivery services to City
departments, as well as printing services in
compliance with the City’s sustainability
policies.
Objectives:
Relocate the Mail Room/Print Shop Facility
to the City’s former Warehouse by
FY 2013-14, ultimately saving $140,000
annually in rent.
100

Records & Election Services (City Clerk)
Service by Division
Administration
Operating Budget: FY 2013-14: $1.2 million FY 2014-15: $1.3 million
Number of FTEs: FY 2013-14: 8.0 FTE FY 2014-15: 8.0 FTE
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
and Council packets, maintains the official,
historical, and legislative records of the Council
proceedings, and conducts records management
services, which include the retention, retrieval and
destruction of City records. It also maintains the
board and commission appointive lists as required by
State law.
101

Records & Election Services (City Clerk)
Elections
Operating Budget: FY 2013-14: $5,715 FY 2014-15: $0.5 million
Number of FTEs: FY 2013-14: 0.0 FTE FY 2014-15: 0.0 FTE
The City Clerk carries out the official duties of the City’s
Elections Official as required by local and state law. The
Division conducts all municipal elections under the City’s
Election Code and coordinates consolidated elections with
the County of Los Angeles, prepares Voter Information
Pamphlets, and maintains the official records of City
elections. The City Clerk is also the filing officer for the
purposes of the California Political Reform Act.
Support Services
Operating Budget: FY 2013-14: $0.9 million FY 2014-15: $0.9 million
Number of FTEs: FY 2013-14: 5.0 FTE FY 2014-15: 5.0 FTE
The Support Services Division provides internal
support to City Staff. It provides all City departments
with high quality reprographic services and efficient
mail service internally and externally.
102

Records & Election Services (City Clerk)
Budget Summary
GENERAL FUND
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration $ 1,190,150 $ 1,183,144 $ 1,351,173 $ 1,220,805 $ 1,276,871
Elections 257,213 24,019 483,755 5,715 474,588
Support Services 838,872 941,166 920,403 890,663 913,185
Total Department $ 2,286,235 $ 2,148,330 $ 2,755,331 $ 2,117,183 $ 2,664,644
MAJOR ACCOUNT GROUPS
01 General Fund
Salaries and Wages $ 1,363,125 $ 1,338,240 $ 1,546,359 $ 1,443,138 $ 1,504,345
Supplies and Expenses 923,110 810,089 1,208,972 a 674,045 1,160,299
Total Department $ 2,286,235 $ 2,148,330 $ 2,755,331 $ 2,117,183 $ 2,664,644
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 13.0 13.0 13.0 13.0 13.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Total Department 13.0 13.0 13.0 13.0 13.0
Footnotes
a. Department budget reflects increased consultant costs in General Election years (FY 2012-13 and FY 2014-15).
103

104

Finance
FY 2013-15 Proposed Biennial Budget
105

Finance
The mission of the Finance Department is to provide
sound business, financial, and risk management
support to internal and external customers, ensuring
continuation of public services to residents, visitors,
and businesses of Santa Monica through protection
of financial resources.
106

Finance
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
Salaries &
Wages
Supplies &
Expenses
FY 2013-14 FY 2014-15
$9,854,934 $10,166,084
19,211,204 19,529,815
TOTAL $29,066,138 $29,695,899
FTE Positions 83.3 83.3
Goal: Protect & Preserve the City’s Assets.
Objectives:
Implement measures and training to reduce
workers’ compensation and general liability costs
by June 30, 2015.
Assess and provide guidance on use of internal
controls citywide by updating current
Administrative Instruction on collections to include
new methods of collections, cash handling,
refunds and audits by June 30, 2015.
Formalize the City’s collections program to include
a standard process that incorporates discovery by
June 30, 2014.
Continue to manage parking resource investments
throughout the City and install new or upgraded
revenue control systems in all City owned parking
structures, the Pier and Civic lots by
December 31, 2013.
Service Benchmarks:
Lost days per 100 employees
Collection rate on outstanding debt
Goal: Adapt to the Loss of Redevelopment.
Objectives:
Administer the disposition of Successor Agency
assets as part of the dissolution of redevelopment
through FY 2014-15.
Implement financial strategies for new project
funding by December 31, 2014.
Monitor the implementation of FY 2013-15 budget
strategies to achieve a more sustainable spending
baseline and report on progress by
October 31, 2014.
107

Finance
Goal: Enhance Financial Sustainability
Objectives:
Select new Enterprise Resource Planning
(ERP) system that will streamline processes
by December 31, 2013 and begin phase-in
implementation by June 30, 2014.
Implement new purchasing policies &
procedures that will focus on maximizing
buying opportunities by June 30, 2014.
Implement measures to manage fixed
cost increases, including pension and
other post-employment retirement
liabilities, by June 30, 2015.
Implement a centralized citywide billing
system by June 30, 2015.
Goal: Provide excellent service to internal
and external customers.
Objectives:
Develop and administer a citywide
comprehensive financial training program
on systems and policies and procedures
by June 30, 2015.
Increase automated online payments
from 8% to 50% by June 30, 2015 by
improving online renewal interfaces for the
public.
Update department website to provide
more user-friendly interfaces by
June 30, 2014.
Establish mini call center for Business
License & Parking Operations by
June 30, 2014.
Service Benchmarks:
Number of training opportunities
available to staff
108

Finance
Service by Division
Administration
Operating Budget: FY 2013-14: $17.8 million FY 2014-15: $18.0 million
Number of FTEs: FY 2013-14: 22.5 FTE FY 2014-15: 22.5 FTE
The Administration Division is responsible for managing
the City’s investment portfolio; providing overall
long-range financial projections; managing debt
issuance; and managing purchasing and the City’s
parking operations.
Budget
Operating Budget: FY 2013-14: $0.8 million FY 2014-15: $0.8 million
Number of FTEs: FY 2013-14: 5.0 FTE FY 2014-15: 5.0 FTE
The Budget Division is responsible for developing and monitoring the
City’s multi‐year budget, preparing the five-year financial forecast
and six-month financial status updates, developing and
implementing budget policies, systems and procedures; and
providing budgetary guidance and support to City departments.
Financial Operations
Operating Budget: FY 2013-14: $3.1 million FY 2014-15: $3.1 million
Number of FTEs: FY 2013-14: 21.0 FTE FY 2014-15: 21.0 FTE
The Financial Operations Division is responsible for
financial reporting, payroll, and accounts payable.
Division staff works with the City’s independent
auditors to complete an annual audit and prepare a
Comprehensive Annual Financial Report.
109

Finance
Business and Revenue Operations
Operating Budget: FY 2013-14: $3.0 million FY 2014-15: $3.1 million
Number of FTEs: FY 2013-14: 22.8 FTE FY 2014-15: 22.8 FTE
The Business and Revenue Operations
Division is responsible for administering and
collecting the business license tax and other
related City business permits; collecting
business improvement district assessment
fees; billing and collecting utility payments
from all City residents and businesses;
counting and processing daily cash deposits
for all City parking meter and transit fare-box revenue; ensuring that delinquent debts are
collected; and overseeing the franchised-based system for the regulation of taxi cab
operations within the City.
Risk Management Administration
Operating Budget: FY 2013-14: $4.4 million FY 2014-15: $4.7 million
Number of FTEs: FY 2013-14: 12.0 FTE FY 2014-15: 12.0 FTE
The Risk Management Division is responsible for ensuring
the City has sufficient insurance in place to cover all
liability, workers’ compensation, and property losses;
adjusting all liability and workers’ compensation claims
filed against the City; implementing policies and
procedures across the organization to reduce the City’s
exposure to unnecessary liability, workers’ compensation
and property losses; and ensuring all City operations are
carried out in compliance with local, state and federal
safety regulations.
110

Finance
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration $ 2,116,078 $ 2,055,947 $ 2,311,445 $ 4,348,472 $ 4,451,097
Budget a - 236,165 804,862 758,189 792,517
Business & Revenue
Operations 3,942,847 4,176,912 4,436,502 3,002,934 3,051,970
Financial Operations 2,337,565 2,521,026 2,965,083 3,083,063 3,148,559
Internal Audit b 289,552 333,188 308,771 - -
Parking Authority c - 900 1,577 - -
Parking Operations 9,821,750 10,695,727 11,791,064 13,498,387 13,545,530
Risk Management
Administration d 1,560,342 3,249,591 3,855,639 4,375,093 4,706,226
Total Department f $ 20,068,135 $ 23,269,456 $ 26,474,944 $ 29,066,138 $ 29,695,899
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 6,839,598 $ 7,602,742 $ 8,736,271 $ 8,376,413 $ 8,621,093
Supplies and Expenses 11,658,364 12,405,628 13,871,701 16,314,632 16,368,580
Subtotal $ 18,497,962 $ 20,008,370 $ 22,607,972 $ 24,691,045 $ 24,989,673
13 Disaster Relief Fund
Supplies and
Expenses e 9,831 10,596 9,756 - -
Subtotal $ 9,831 $ 10,596 $ 9,756 $ - $ -
58 Risk Management-Admin Fund
Salaries and Wages $ - $ 1,243,183 $ 1,510,579 $ 1,478,521 $ 1,544,991
Supplies and Expenses 19 2,006,408 2,345,060 2,896,572 3,161,235
Subtotal $ 19 $ 3,249,591 $ 3,855,639 $ 4,375,093 $ 4,706,226
111

Finance
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
59 Self-insurance, Workers' Comp Fund d
Salaries and Wages $ 1,411,030 $ - $ - $ - $ -
Supplies and Expenses 149,294 - - - -
Subtotal $ 1,560,324 $ - $ - $ - $ -
77 Parking Authority Fund
Salaries and Wages e $ - $ 900 $ 1,577 $ - $ -
Subtotal $ - $ 900 $ 1,577 $ - $ -
Total All Funds
Salaries and Wages $ 8,250,627 $ 8,846,825 $ 10,248,427 $ 9,854,934 $ 10,166,084
Supplies and Expenses f 11,817,508 14,422,631 16,226,517 19,211,204 19,529,815
Total Department $ 20,068,135 $ 23,269,456 $ 26,474,944 $ 29,066,138 $ 29,695,899
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 69.0 71.0 71.0 68.5 68.5
Temporary Positions 2.0 1.0 1.0 2.8 2.8
Subtotal 71.0 72.0 72.0 71.3 71.3
58 Risk Management-Admin Fund
Permanent Positions 0.0
14.0 12.0 12.0 12.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Subtotal 0.0 14.0 12.0 12.0 12.0
112

Finance
Budget Summary
VARIOUS FUNDS
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
59 Self-insurance, Workers' Comp Fund
Permanent Positions
14.0 0.0 0.0 0.0 0.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Subtotal 14.0 0.0 0.0 0.0 0.0
Total All Funds g
Permanent Positions 83.0 85.0 83.0 80.5 80.5
Temporary Positions 2.0 1.0 1.0 2.8 2.8
Total Department 85.0 86.0 84.0 83.3 83.3
Footnotes
a. In FY 2011-12, the Budget Division was created as part of an internal reorganization of the Administration Division.
b. Effective FY 2013-14, the Internal Audit function will be transferred to and managed by the City Manager’s Office,
reflecting best practices.
c. Effective FY 2013-14, the Parking Authority Fund has no anticipated expenditures. Prior year expenditures were related
to special meeting costs for Council members holding meetings as the Parking Authority.
d. Effective FY 2011-12, the Risk Management & Administration staffing and administration expenses were transferred from
the Workers’ Compensation Fund to a newly created Risk Management Administration Fund.
e. Effective FY 2013-14, the Disaster Relief Fund has no anticipated expenditures. All projects funded by the Federal
Emergency Management Agency and the California Office of Emergency Services subsequent to the 1994 Northridge
Earthquake were completed in FY 2012-13.
f. The FY 2013-15 biennial budget includes the increased costs associated with providing the members of the public the
option to pay for a broader variety of fees and services via credit card, as well as the increased cost associated with
parking meter communications, operations, and maintenance.
g. The net reduction in FTE in FY 2013-14 is a result of identifying efficiencies, streamlining operations, and eliminating 1.5 FTE
vacant Revenue Collections Assistant positions in the Business & Revenue Operations division. A portion of the savings
from eliminating the 1.5 FTE will be used to cover the cost of adding 1.8 as-needed FTE.
113

114

City Attorney
FY 2013-15 Proposed Biennial Budget
115

City Attorney
The mission of the City Attorney is to do excellent
legal work, efficiently and cost-effectively. As
advisors to City officials and staff, to provide timely
and complete assistance. As advocates, to
represent the City and its employees vigorously and
fairly. As prosecutors, to diligently and justly enforce
the law on behalf of the People of the State of
California.
116

City Attorney
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$9,214,233 $9,529,543
Supplies &
Expenses
383,196 394,195
TOTAL $9,597,429 $9,923,738
FTE Positions 41.1 41.1
Goals, Objectives and Service Benchmarks
Goal: Support comprehensive efforts relating to
the future of the Santa Monica Airport.
Objectives:
Identify and begin implementing lawful changes
to Airport operations and configuration that will
reduce neighborhood impacts by March 31, 2014.
Complete, by September 30, 2013, contingency
legal strategy for possible full or partial Airport
closure.
Goal: Assist with preparing zoning ordinances,
specific plans and development agreements.
Objectives:
Help complete Downtown and Bergamot Station
Art Center with specific plans by
December 30, 2013.
Assist with preparation of permanent zoning
ordinance by December 31, 2013.
Work on development agreements with focus on
community benefits by June 30, 2014.
Goal: Protect City assets and the City's fiscal
health post redevelopment.
Objectives:
Improve Business License Tax enforcement
program through the initiation of office
conference process by September 30, 2013.
Assist in implementing an integrated and
interdepartmental Business License Tax
enforcement program by December 30, 2013.
Work with City Staff to protect City assets
t h reat ened b y RDA dissolution by
December 30, 2013.
117

City Attorney
Service by Division
City Attorney
Operating Budget: FY 2013-14: $9.6 million FY 2014-15: $9.9 million
Number of FTEs: FY 2013-14: 41.1 FTE FY 2014-15: 41.1 FTE
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 enforcing consumers' rights. The unit also
prepares the office budget and handles all aspects
of office operations, including Human Resources.
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. Finally, the division provides
ongoing advice to City staff and routinely staffs the Planning Commission, Personnel Board,
and Landmarks Commission, as well as staffs other boards and commissions, such as the
Airport Commission, on an as-needed basis.
118

City Attorney
The Criminal Division prosecutes thousands of
misdemeanor cases annually, ranging from serious
crimes, such as domestic violence, driving under the
influence of alcohol, and assault with a deadly
weapon, to minor infractions. These cases arise not
only from arrests by the Santa Monica Police
Department but also from case referrals by other City
departments and county and state law enforcement
agencies, such as the Highway Patrol. The division also handles all criminal appeals,
processes restitution payments for victims, handles code enforcement matters, and staffs
the City’s Homeless Community Court, which addresses the underlying causes of
defendants’ homelessness. Finally, the division works with other City Departments to ensure
a concerted, consistent, fair and balanced approach to law enforcement in the
community.
The Civil Liability Division defends the City against
lawsuits. The division's work load includes personal
injury cases, personnel claims, Civil Rights suits,
contract disputes and processing subpoena
requests. 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.
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 to the
community, including information about consumers’ and tenants’ rights.
119

City Attorney
Budget Summary
GENERAL FUND
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
City Attorney $ 8,476,553 $ 8,931,187 $ 8,975,905 $ 9,597,429 $ 9,923,738
Total Department $ 8,476,553 $ 8,931,187 $ 8,975,905 $ 9,597,429 $ 9,923,738
MAJOR ACCOUNT GROUPS
01 General Fund a
Salaries and Wages $ 8,030,152 $ 8,489,254 $ 8,697,002 $ 9,214,233 $ 9,529,543
Supplies and Expenses 446,402 441,933 278,903 383,196 394,195
Total Department $ 8,476,553 $ 8,931,187 $ 8,975,905 $ 9,597,429 a $ 9,923,738
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 41.5 41.5 41.5 41.0 41.0
Temporary Positions 0.1 0.1 0.1 0.1 0.1
Total Department 41.6 41.6 41.6 41.1 41.1
Footnotes
a. FY 2013-14 and 2014-15 Budget increases reflect Deputy City Attorney promotions from level I to levels II and III, and
adjustment to correctly budget for legal expenses and research costs, offset by decrease of 0.5 FTE legal secretary.
120

Human Resources
FY 2013-15 Proposed Biennial Budget
121

Human Resources
The mission of the Human Resources Department is to
Provide exceptional service to the public,
employees and City departments.
Support the mission of each City department by
attracting, developing and retaining a progressive
and effective workforce that will deliver premier
municipal services to the community.
Promote career development, personal well-being
and professionalism in employee conduct.
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Human Resources
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
FY 2013-14 FY 2014-15
Salaries &
Wages
$3,292,686 $3,385,153
Supplies &
Expenses
746,834 766,800
TOTAL $4,039,520 $4,151,953
FTE Positions 23.2 23.2
Goal: Further develop the Santa Monica Institute
as a comprehensive employee engagement
program.
Objectives:
By June 30, 2015, provide 5 – 7 training courses per
quarter (minimum of 40) through the Santa Monica
Institute.
By December 31, 2014, provide 2 series of classes
for supervisors through the Supervisors’ Academy.
By June 30, 2015, provide 6 – 8 employee events
through the Employee Events Team to increase
employee engagement.
Service Benchmarks:
Increase employees’ first time participation in
optional Citywide training/professional
development by 25%.
Increase current supervisors’ knowledge of
supervisory skills and application of knowledge
by 30%.
Increase employees’ first time participation at
an Employee Event Team sponsored event by
15%.
Goal: Manage rising compensation costs.
Objectives:
Successfully negotiate at least 7 employee
bargaining unit contracts by June 30, 2015, with an
emphasis on cost containment.
Successfully negotiate annual renewal of health
benefit contracts that minimize premium increases
and are kept aligned with budget projections
indicated in the five-year forecast.
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Human Resources
Goal: Engage employees with wellness
programs that broaden and inspire the
awareness of healthy living.
Objectives:
By December 31, 2014, present 2 – 4
wellness programs that encourage
physical activity and educate employees
on healthy living.
Provide annual biometric screening.
Provide monthly “lunch and learns” on
topics of health and well-being.
Service Benchmarks:
Increase employee participation in
the City’s wellness program by 25%.
Service by Division
Administrative Services
Operating Budget: FY 2013-14: $0.7 million FY 2014-15: $0.7 million
Number of FTEs: FY 2013-14: 3.2 FTE FY 2014-15: 3.2 FTE
The Administrative Services Division provides
administrative oversight and leadership to
all the divisions of the Human Resources
Department. The Division establishes
organizational human resource policy and
ensures City compliance with all Federal
and State employment laws. Functions
include departmental budget preparation
and fiscal tracking; staff report preparation;
management of the department’s records
retention and the facilitation of the Santa
Monica Personnel Board.
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Human Resources
Employment and Organizational Development
Operating Budget: FY 2013-14: $1.6 million FY 2014-15: $1.7 million
Number of FTEs: FY 2013-14: 10.0 FTE FY 2014-15: 10.0 FTE
The Employment and Organizational Development
Division manages the recruitment, selection and
certification of qualified candidates for employment
opportunities with the City of Santa Monica. Staff
provides a consultative approach to City
departments when delivering these services to assist
them in meeting their staffing needs as well as serving
the public in their search for employment with the City
of Santa Monica. The division also manages the
classification and compensation systems to ensure classifications are up to date and that
positions are appropriately compensated. The division facilitates training and
organizational development opportunities within the City of Santa Monica to provide
professional development for employees and enhance the organizational structure.
Employee Relations and Benefits
Operating Budget: FY 2013-14: $1.7 million FY 2014-15: $1.8 million
Number of FTEs: FY 2013-14: 10.0 FTE FY 2014-15: 10.0 FTE
The Employee Relations and Benefits Division
negotiates and administers labor agreements with
the City’s various employee associations; provides
assistance to departments regarding employee
performance issues and disciplinary matters; and
investigates employee complaints. The Division
also coordinates, administers, and provides
information related to employee health benefits,
deferred compensation, retirement, new
employee orientation, the employee recognition
program, and the rideshare program. Additionally, the Division maintains the operation of
the HR/Payroll information systems; administers the interactive/reasonable accommodation
process and monitors compliance of various leave programs such as Family and Medical
Leave and California Family Rights Act.
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Human Resources
Budget Summary
GENERAL FUND
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administrative Services $ 832,350 $ 872,058 $ 936,308 $ 691,321 $ 709,170
Employment and
Organizational
Development 1,133,789 1,234,875 1,513,362 1,618,830 1,669,575
Employee Relations and
Benefits 1,148,502 1,335,072 1,579,330 1,729,369 1,773,208
Total Department $ 3,114,641 $ 3,442,005 $ 4,029,000 $ 4,039,520 $ 4,151,953
MAJOR ACCOUNT GROUPS
01 General Fund a
Salaries and Wages $ 2,552,977 $ 2,831,705 $ 3,181,030 $ 3,292,686 $ 3,385,153
Supplies and Expenses 561,664 610,300 847,970 746,834 766,800
Total Department $ 3,114,641 $ 3,442,005 $ 4,029,000 $ 4,039,520 $ 4,151,953
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 20.5 21.0 22.0 23.0 23.0
Temporary Positions 0.3 0.3 0.3 0.2 0.2
Total Department 20.8 21.3 22.3 23.2 23.2
Footnotes
a. General fund (01) 1.0 FTE staffing and accompanying budget increase in FY 2013-14 reflects need to address
increasingly complex benefits administration.
126

Information Systems
FY 2013-15 Proposed Biennial Budget
127

Information Systems
The mission of the Information Systems Department is
to implement and maintain secure, reliable, and
customer-oriented information technology solutions
to support the delivery of government information
and services.
128

Information Systems
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
FY 2013-14 FY 2014-15
Salaries &
Wages
$6,286,872 $6,624,054
Supplies &
Expenses
1,352,563 1,369,888
TOTAL $7,639,435 $7,993,942
FTE Positions 41.5 43.0
Goal: Support and enhance broadband and
wireless communications in the community.
Objectives:
Develop partnerships with at least 2 local public
agencies to expand the City's fiber services by
June 30, 2014.
Increase lease revenues by 20% by June 30, 2014
and by 10% by June 30, 2015.
Extend fiber to the Bergamot Area by
June 30, 2015.
Expand the City's fiber network to major new
development zones and properties by
June 30, 2015.
Expand free public internet access by adding free
internet Wi-Fi hot zones in the downtown and
along major commercial and transit corridors by
30% by June 30, 2015.
Service Benchmarks:
5 Wi-Fi hot zones in strategic locations
6 Wi-Fi corridors on commercial and transit
streets
Goal: Facilitate citizen engagement and the
delivery of government information and services
through mobile and web technologies.
Objectives:
Implement a new service-oriented City Intranet by
June 30, 2014.
Develop 3 applications and websites to make key
City information available to mobile users by
June 30, 2015.
Make City information more widely available
through the development of 3 interactive maps by
June 30, 2015.
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Information Systems
Goal: Implement automated business
systems to enhance and modernize
business practices.
Objectives:
New payroll and financial management
systems by June 30, 2017.
Automate 5 high value workflows for
internal processes within the City by
June 30, 2015.
Upgrade the City’s permitting system by
June 30, 2014.
Goal: Enhance public safety, mobility,
livability through state-of-the-art
technologies.
Objectives:
Provide improvements to systems and
networks to ensure timely and quality
service by the Big Blue Bus by
June 30, 2015.
Goal: Engage in development and longrange
sustainability of the Local Wellbeing
Index and strategies for its use.
Objectives:
Assign Department liaisons to the
Wellbeing Project as requested by the
September 30, 2014.
Cross-promote goals, objectives and
messages related to The Wellbeing Project
to ensure broad awareness of and
participation in the project among the
general public, community stakeholders,
and City staff by June 30, 2015.
Assist Wellbeing Project team in evaluation
of new and existing City sets, and
development of integrated solutions for
data management and communication
that make use of emerging technology,
meet standards & best practices, and will
be sustainable over the long-term by June
30, 2015.
Service Benchmarks:
26 advisory shelters
Mobile trip planner
Farebox replacements and mobile
ticketing
Goal: Provide support, training and
outreach to ensure customer service
excellence.
Objectives:
Upgrade 50% of City desktop computers
by June 30, 2015.
Implement a new technology training
program including both online and
in-person training by June 30, 2014.
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Information Systems
Service by Division
Administration
Operating Budget: FY 2013-14: $1.0 million FY 2014-15: $1.0 million
Number of FTEs: FY 2013-14: 4.0 FTE FY 2014-15: 4.0 FTE
The Administration Division manages the business
operations and provides administrative support to the
Information Systems Department. Major activities include:
strategic planning and organizational development,
budget development and oversight, contract
management, inter-departmental and inter-agency
communications, development and implementation of
technology policies and procedures, specialized research
and analysis, evaluation and implementation of innovative business solutions, and the
regular replacement and enhancement of technology (computers, printers, servers and
other network components).
Systems and Networks
Operating Budget: FY 2013-14: $1.8 million FY 2014-15: $1.8 million
Number of FTEs: FY 2013-14: 11.0 FTE FY 2014-15: 11.0 FTE
The Systems and Networks Division provides for the design,
installation and maintenance of the City's technology
infrastructure and services and is responsible for all aspects
of network and system security. The City's technology
infrastructure includes telecommunications systems, servers
and business data, fiber and telecommunication networks,
and a growing number of Wi-Fi "hot zones" throughout
Santa Monica. The Division insures compliance with regulatory and industry-based security
requirements and provides threat assessment and mitigation to prevent breaches to
network security. The Division also oversees the operation of data centers and
communications facilities throughout the City, including an out-of-state co-location facility
supporting the City’s Disaster Recovery and Business Continuity Plan. The Division continues
to develop and operate a Municipal Fiber-Optic Network supporting five hub sites; 41 City,
13 school district, 6 college facilities including 156 traffic signals and a growing number of
CityNet customer sites.
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Information Systems
Software Systems
Operating Budget: FY 2013-14: $1.7 million FY 2014-15: $1.7 million
Number of FTEs: FY 2013-14: 10.0 FTE FY 2014-15: 10.0 FTE
The Software Systems Division provides technical
consulting services to City departments and
implements computer-based systems and
applications to support the delivery of City services
and information to the public. The Division performs
systems analysis and provides contract negotiation
and project management services for all technical
system procurements. The Division develops and
implements software standards, manages system
implementations and upgrades, and conducts modifications to software systems and
applications to support City services for the public. In addition, the Division is responsible for
managing and maintaining over 300 applications and software systems for all City
departments.
Support Services
Operating Budget: FY 2013-14: $0.8 million FY 2014-15: $0.8 million
Number of FTEs: FY 2013-14: 6.5 FTE FY 2014-15: 7.0 FTE
The Support Services Division is responsible for supporting City staff on
the use of technology that helps fulfill the City’s mission. In
accordance with established service level agreements, the Division
fulfills hardware and software service requests in-person and by
telephone and purchases, installs and supports hardware and
enterprise and departmental software. The Division supports
telecommunication devices, including IP telephones and smart
phones. The Division also manages the ISD Customer Service program, which includes
technology training, annual customer service surveys, and City-wide technology
challenges. The Division supports other groups in ISD by assisting with the deployment and
enhancement of major technology improvement projects including computer refreshes,
video conferencing, and desktop collaboration.
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Information Systems
Web Development
Operating Budget: FY 2013-14: $1.1 million FY 2014-15: $1.2 million
Number of FTEs: FY 2013-14: 7.0 FTE FY 2014-15: 7.0 FTE
The Web Development Division is responsible for
developing and maintaining the City’s portfolio of webenabled
applications for public and internal use. The
Division manages websites for public outreach efforts and
develops custom solutions to meet the needs of internal
customers via Intranet applications. The Division also
plans and coordinates the City’s GIS program, which
collects, organizes and reports GIS-related data for
government and public services. The City’s GIS
capabilities enable other business applications to take
advantage of geographic data and services for analysis
and decision-making by all City departments.
Community Broadband
Operating Budget: FY 2013-14: $1.3 million FY 2014-15: $1.5 million
Number of FTEs: FY 2013-14: 3.0 FTE FY 2014-15: 4.0 FTE
The Community Broadband Division is
responsible for overall strategy, program
development, operations, and management
of Santa Monica City Net, the City’s 10 Gigabit
advanced broadband initiative. City Net
provides broadband services to a growing
number of tech, entertainment, healthcare,
and data-centric businesses within Santa
Monica. The Division conducts broadband research and analysis, product development,
technical analysis, community outreach, project management, and manages customer
support and operations for the growing program. The Division also coordinates and
oversees special program launches with other City departments and community
stakeholder groups including Santa Monica’s new Youth Technology Workforce
Development Program, and US Ignite, a national initiative launched by the National
Science Foundation and White House to create next generation internet applications that
provide transformative public benefit.
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Information Systems
Budget Summary
GENERAL FUND
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration $ 849,063 $ 890,017 $ 785,721 $ 982,462 $ 1,009,151
Community Broadband - - 1,160,569 1,281,670 1,446,572
Software Systems 2,270,505 1,646,747 1,727,684 1,696,091 1,721,299
Support Services 487,930 862,934 1,013,109 756,907 810,041
Systems and Networks 2,040,795 1,656,159 1,775,437 1,784,931 1,827,686
Web Development 11,431 611,858 1,134,552 1,137,374 1,179,193
Total Department $ 5,659,724 $ 5,667,714 $ 7,597,071 $ 7,639,435 $ 7,993,942
MAJOR ACCOUNT GROUPS
01 General Fund a
Salaries and Wages $ 5,137,994 $ 5,215,713 $ 6,150,611 $ 6,286,872 $ 6,624,054
Supplies and Expenses 521,730 452,001 1,446,460 1,352,563 1,369,888
Total Department $ 5,659,724 $ 5,667,714 $ 7,597,071 $ 7,639,435 $ 7,993,942
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 38.0 40.0 41.0 41.5 43.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Total Department 38.0 40.0 41.0 41.5 43.0
Footnotes
a. Staffing and accompanying budget increase reflects a 0.5 FTE increase in FY 2013-14 for the helpdesk and technology
support services; in FY 2014-15, a 0.5 FTE increase for technology support services related to the opening of the Pico
Library and a 1.0 FTE increase associated with the continued growth of the CityNet program.
134

Planning & Community Development
FY 2013-15 Proposed Biennial Budget
135

Planning & Community Development
The mission of the Planning and Community
Development Department is to create a common
vision for the future of Santa Monica through a
proactive community planning effort that involves all
stakeholders in a consensus building process, and to
ensure that all land use and transportation decisions
reflect the community’s vision.
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Planning & Community Development
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$14,937,484 $15,217,734
Supplies &
Expenses
1,423,778 1,461,659
TOTAL $16,361,262 $16,679,393
FTE Positions 105.0 104.0
Goals, Objectives and Service Benchmarks
Goal: Implement the LUCE to enhance the
character of Santa Monica, conserve
neighborhoods, enhance public facilities and
expand mobility options.
Objectives:
Create a draft Housing Element by
December 30, 2013, as required for the 2013-2021
planning period.
Adopt the revised Zoning Ordinance by
December 30, 2013.
Complete the Downtown Specific Plan by
March 31, 2014.
Implement first phase of the Bergamot Area Plan
with projects such as the shared parking strategy,
TMA formation, Pennsylvania 2-way, and Bike Plan
infrastructure by June, 2015 (pursuant to funding).
Create a strategic plan for a new neighborhood
surrounding Memorial Park by December 31, 2015
funded by a State of California Proposition 84
grant.
Complete first LUCE monitoring cycle, including
preparation of monitoring criteria, establishing
baselines and creating a streamlined process
coordinated with the Sustainable City Plan
monitoring by September 30, 2014.
Complete conceptual planning for Michigan
Avenue Neighborhood Greenway by
June 30, 2014.
Goal: Ensure new development reflects the
priorities established by Council and the
community benefits identified in the LUCE.
Objectives:
Complete conceptual planning and outreach for
joint transit-oriented development of the publiclyowned
Downtown Station by September 30, 2014
(pursuant to funding).
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Provide Development Agreement
monitoring reports annually to Council by
January 31, 2014, and January 31, 2015.
Incorporate transportation improvements
in new development to reduce the
impact of new vehicle trips throughout
fiscal years 2013-14 and 2014-15.
Adopt a new Building Code by
December, 2013.
Goal: Provide excellent customer service
for development review and building plan
check and inspections, to ensure
coordination, consistency and efficiency.
Objectives:
Continue outreach to the business
community by partnering with the
Chamber of Commerce and meeting
directly with the individual Business
Improvement Districts (BIDs) to address
concerns specific to each district.
Complete Website Business Portal by
June 30, 2014 to provide information to the
business community, including detail on
the City’s Ombudsman Program,
Pre-construction meeting process, and
“How to” instructional videos on the permit
process and business license process.
Implement the new centralized cashiering
system by July 31, 2013.
Service Benchmarks:
Meet with four BIDs by June 2014
Goal: Support achievement of No Net
New PM Peak trips by implementing
physical and programmatic
improvements that make the most
efficient modes of transportation –
walking, biking, transit and carpooling –
more attractive.
Objectives:
Complete Lincoln Blvd. conceptual design
that enhances pedestrian and transit
connections, improves pedestrian safety,
and optimizes the balance of roadway
users. Concept design complete by
June 30, 2015.
Provide continued support and on-time
review of Expo plans, and ensure the line’s
ability to serve the surrounding community
by its scheduled completion date of
June 30, 2016.
Deploy a bike share system with over 250
bicycles and 25 station locations
throughout Santa Monica, to improve
transit station access and link major
resident and visitor destinations.
Complete installation of first phase of
system by June 30, 2014.
Continue coordination with Public Works
staff to ensure new infrastructure and
capital improvements include necessary
transportation system enhancements,
when feasible and within budgetary
constraints. Incorporate pedestrian and
bicycle enhancements in the next annual
resurfacing program, and in capital
projects such as the Pier Bridge, Early
Childhood Education Center (ECEC), etc.
Continue to refine traffic control and
safety device tool kit. Test new flashing
LED pedestrian warning signs and report to
the State; install and evaluate
grant-funded bike intersection treatments
and detection throughout FY 2013-14.
Monitor ongoing construction activities
and proactively manage traffic impacts
through FY 2014-15.
Install or enhance five miles of bicycle
lanes, routes, sharrows, or recreational offstreet
paths to fill gaps in the City’s bicycle
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Planning & Community Development
network by June 30, 2014 and
June 30, 2015.
Install 150 new bike parking spaces
annually (racks, corrals, centers) by
June 30, 2014 and June 30, 2015.
Complete the Pedestrian Action Plan by
June 30, 2014.
Provide support and advice on the
Colorado Esplanade construction
drawings, bidding and physical
construction through December 30, 2015.
Goal: Ensure neighborhood quality of life
and economic health including the
health of small businesses and
neighborhood commercial districts.
Objectives:
Continue to implement, at residents’
requests, preferential parking in residential
areas with attention to changes necessary
in residential areas around future
Exposition Light Rail stations.
Analyze and identify prioritized actions for
updating the City’s Preferential Parking
program by May 30, 2014.
Implement a pilot public car share
program by September 30, 2013.
Implement the Vacant Property Program
by December 31, 2013.
Provide Code Enforcement presence
seven days a week beginning
March, 2014.
Goal: Provide monitoring, proactive
investigation and enforcement for
Municipal, Building and Zoning Code
compliance.
Objectives:
Consolidate municipal enforcement
efforts by July 31, 2013.
Extend regular code enforcement service
to the Pier, beach, and Palisades Park
beginning in July, 2013.
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Planning & Community Development
Service by Division
Administration
Operating Budget: FY 2013-14: $1.3 million FY 2014-15: $1.3 million
Number of FTEs: FY 2013-14: 5.0 FTE FY 2014-15: 5.0 FTE
The Administration Division coordinates and manages
the Department’s five other divisions: City Planning/
Development Review, Strategic and Transportation
Planning, Transportation Engineering and
Management, Building and Safety, and Code
Compliance. 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 and 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
Operating Budget: FY 2013-14: $3.3 million FY 2014-15: $3.3 million
Number of FTEs: FY 2013-14: 21.0 FTE FY 2014-15: 21.0 FTE
The City Planning Division administers and implements City
land use and development policies, urban design policies,
and the 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. A
broad range of permits and development applications are
reviewed by Division staff, who also lead negotiations on Development Agreements. The
Division works 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, monitors adopted Development Agreements for
compliance with requirements, and supports the Landmarks Commission in furthering
community historic preservation through landmark and historic district designations, design
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Planning & Community Development
review in compliance with the Secretary of Interior Standards for Rehabilitation, and
administering the Mills Act Program.
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 staffing a public counter, preparing information handouts,
and responding to citizen inquiries, the Division works with applicants to coordinate
community outreach on development projects. This ensures early community awareness
and input on development applications with the goal that new development reflects the
community’s long range vision for Santa Monica.
Strategic and Transportation Planning
Operating Budget: FY 2013-14: $2.6 million FY 2014-15: $2.7 million
Number of FTEs: FY 2013-14: 15.0 FTE FY 2014-15: 15.0 FTE
This Division is responsible for planning the land
use and circulation network in the City, including
long-range planning, design, and policy
development. The Division updates, monitors,
and maintains the City’s General Plan and Zoning
Ordinance, particularly the recently adopted
Land Use and Circulation Element (LUCE).
Multi-year strategic and transportation planning
projects include update of the General Plan
through a comprehensive Zoning Ordinance update, area plans for each of the Expo Light
Rail stations, streetscape and corridor plans including improved pedestrian, bicycle and
transit facilities, neighborhood plans and conservation strategies, and development
standards and guidelines. The Division oversees the conceptual planning and initial
feasibility for streetscape and urban design capital projects, and works with the Housing
and Economic Development Department on strategic planning efforts including those in
the Downtown and Civic Center areas. The Division manages the use of the existing
roadway network, performs circulation review of development applications, integrates
improvements to the walking, bicycling and transit environment and works extensively with
residents and business representatives to develop balanced, safe and efficient solutions to
circulation and parking problems. The Division also assists in streamlining the California
Environmental Quality Act (CEQA) review, issues various permits for use of public right-ofway,
develops graphic communication tools, responds to regional planning and
transportation initiatives, and coordinates inter-departmental projects.
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Planning & Community Development
Building and Safety
Operating Budget: FY 2013-14: $5.0 million FY 2014-15: $5.1 million
Number of FTEs: FY 2013-14: 35.0 FTE FY 2014-15: 34.0 FTE
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 architectural compliance, structural
stability and seismic safety, electrical, mechanical, and
plumbing code safety, disabled access, energy
conservation, green building, and sustainability. The
Division includes the public counter permitting operations, plan check review, and
inspection. 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 Fire-Life Safety Commission. The primary customer
service goals of the Building and Safety Division are constant improvement of quality and
efficiency, measured by wait times, service turnaround times to the customer, and
customer satisfaction. Interdepartmental coordination is also a key aspect of the Division’s
mission. The Building Official, Assistant Building Official, plan check engineers, and
inspectors participate in various interdepartmental work groups to improve communication,
consistency, and coordination throughout the City.
Code Compliance
Operating Budget: FY 2013-14: $1.9 million FY 2014-15: $2.0 million
Number of FTEs: FY 2013-14: 16.0 FTE FY 2014-15: 16.0 FTE
The Code Compliance Division ensures that both residents and
businesses within the City adhere to Federal, State, and Municipal
codes by responding to reported code violations, as well as
conducting proactive enforcement. The Division responds to violations
involving construction work and substandard housing. They also
investigate planning and zoning violations, including conditional use
permit requirements. If code violations are confirmed, the Division may
implement various strategies, ranging from issuing compliance orders to
scheduling legal hearings, in order to ensure compliance by the
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Planning & Community Development
concerned party. The Code Compliance Division strives to form partnerships within the
community and routinely holds educational sessions during local neighborhood meetings.
Transportation Engineering and Management
Operating Budget: FY 2013-14: $2.3 million FY 2014-15: $2.3 million
Number of FTEs: FY 2013-14: 13.0 FTE FY 2014-15: 13.0 FTE
The Transportation Engineering and
Management Division designs,
implements, and manages the City’s
transportation network. Core functions
include the design of signals, signage
and roadway/curb markings, the
operation and maintenance of signals
and other traffic control devices, the
daily monitoring and management of
construction-related activities within the public right-of-way, the management of traffic and
circulation for special events and peak seasonal periods, and the implementation of
various congestion management tools including wayfinding and parking management.
Multi-year projects include the design and construction of the City’s Advanced Traffic
Management System (ATMS), the design and construction of the Real-Time Beach Parking
(RTBP) system, the design and installation of new bicycle and pedestrian facilities, and the
design and construction review of the Exposition Light Rail line. Additionally, the function of
Transportation Demand Management is within the Transportation Engineering and
Management Division, and the Division is responsible for the regulation and enforcement of
the City’s Trip Reduction Ordinance for both employers and developments. The
Transportation Demand Management function also works with local residents and
businesses to pursue shared parking solutions, and works with stakeholders to implement
solutions to further promote multi-modal transportation opportunities in order to achieve the
LUCE goal of no net new PM peak hour trips.
143

Planning & Community Development
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration $ 2,865,873 $ 2,695,379 $ 1,365,166 $ 1,308,619 $ 1,343,502
Building and Safety 6,010,296 4,775,755 5,009,601 5,013,289 5,050,422
City Planning /
Development Review 2,669,408 2,965,712 3,340,011 3,256,583 3,327,842
Code Compliance 1,420 1,316,107 1,629,132 1,911,559 1,974,084
Parking Authority a 850 - - - -
Strategic and
Transportation Planning 2,076,394 2,467,821 2,608,953 2,607,183 2,668,480
Transportation
Engineering and
Management b 713,591 761,638 2,476,113 2,264,029 2,315,063
Total Department $ 14,337,833 $ 14,982,412 $ 16,428,975 $ 16,361,262 $ 16,679,393
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 13,188,918 $ 13,720,321 $ 14,613,925 $ 14,937,484 $ 15,217,734
Supplies and Expenses 1,148,065 1,262,091 1,695,050 1,423,778 1,461,659
Subtotal $ 14,336,983 $ 14,982,412 $ 16,308,975 $ 16,361,262 $ 16,679,393
20 Miscellaneous Grants Fund
Supplies and Expenses c - - 120,000 - -
Subtotal $ - $ - $ 120,000 $ - $ -
144

Planning & Community Development
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
77 Parking Authority Fund a
Salaries and Wages $ 850 $ - $ - $ - $ -
Subtotal $ 850 $ - $ - $ - $ -
Total All Funds
Salaries and Wages $ 13,188,918 $ 13,720,321 $ 14,613,925 $ 14,937,484 $ 15,217,734
Supplies and Expenses 1,148,065 1,262,091 1,815,050 1,423,778 1,461,659
Total Department $ 14,337,833 $ 14,982,412 $ 16,428,975 $ 16,361,262 $ 16,679,393
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund d
Permanent Positions 104.0 103.0 104.0 105.0 104.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Total Department 104.0 103.0 104.0 105.0 104.0
Footnotes
a. Management of the Parking Authority was moved to the Finance Department in FY 2011-12.
b. Increase in FY 2012-13 Revised Budget reflects department reorganization, in which responsibilities were transferred
from the Administration Division to the Transportation and Engineering Division.
c. FY 2012-13 expenditures were related to grant-funded school-based bicycle and pedestrian training for elementary
and middle school students.
d. The net 1.0 FTE increase in FY 2013-14 is a result of an addition of a limited term Staff Assistant II to help support the
Building and Safety Division. This position will be funded in the first year with a newly-implemented building permits
compliance fee. Staff will actively monitor the collection of the new fee, and will return to Council to request an
extension of the limited-term position if the revenues from the new fee are projected to cover the full cost of the
position.
145

146

Police
FY 2013-15 Proposed Biennial Budget
147

Police
The mission of the Police Department to provide
safety and service:
We are dedicated to the reduction of crime and
improving quality of life.
We are ethical, compassionate and respectful.
We are visionary and work together to create
adaptive solutions with the community and our
public safety partners.
As a premier leader in law enforcement, we are
committed to this mission.
148

Police
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$71,183,266 $72,704,350
Supplies &
Expenses
6,110,178 5,969,912
TOTAL $77,293,444 $78,674,262
FTE Positions 442.7 443.7
Goals, Objectives and Service Benchmarks
Goal: Reduce crime.
Objectives:
Reduce Part 1 crime by 4 % compared to CY2013.
Increase the amount of crime reduction efforts
(livability operations) in areas identified through
crime analysis.
Co-locate a LA County Probation Officer within
the police facility to address early release prisoners
by December 2013.
Service Benchmarks:
Reduce Part I crime 1% each quarter
Goal: Increase Street Homelessness Training.
Objectives:
Incorporate the Homeless Liaison Program (HLP)
team model into frontline patrol duties by
June 2014.
Achieve two mental health training sessions to
department field personnel by June 2014.
Collaborate with Social Service Provider Outreach
Teams to increase homeless reduction efforts
through June 2015.
Goal: Improve Traffic Safety and Circulation.
Objectives:
Enhance traffic safety by conducting 13 directed
traffic safety operations through June 2014.
Implement targeted traffic safety violation
campaign and produce four articles about traffic
safety through June 2015.
149

Police
Goal: Reduce Gang and Youth Violence.
Objectives:
Collaborate with SMMUSD, Juvenile
Courts, and LA County Probation for the
implementation of a Teen Court by June
2015.
Implementation of the DARE Program in
Middle School by June 2014.
Gang unit officers partner with SROs to
implement regular Middle and High
School presentations educating students
on the risks involved with gang
participation through June 2015.
Service Benchmarks:
Put 250 middle school students through
the D.A.R.E program by June 2015
Complete 8 presentations to Middle
and High School Students
Goal: Fully integrate Communications
Center.
Objectives:
Fully integrate the Police and Fire
Department communications center using
Association of Public Safety
Communications Officials (APCO) and
National Fire Protection Agency (NFPA)
standards by June 30, 2014.
Goal: Establish In-car automated external
defibrillator program.
Objectives:
Establish a funding source for the
purchase of AEDs and train staff to begin
an in-car automated external defibrillator
program by June 30, 2015.
Goal: Enhance Police and Fire radio
communication infrastructure.
Objectives:
Research and apply for, when applicable,
grants and alternative resources to
supplement funding for the replacement
of the communication infrastructure by
June 30, 2014.
150

Police
Service by Division
Administrative Services
Operating Budget: FY 2013-14: $18.5 million FY 2014-15: $18.7 million
Number of FTEs: FY 2013-14: 75.0 FTE FY 2014-15: 75.0 FTE
The Administrative Services Division (ASD)
incorporates the Administrative Services Support Unit,
Police Technology Unit, Budget & Procurement Unit,
Resource Development Unit and Support Services
Section. Functions within the Support Services
Section includes: community outreach services, such
as crime prevention awareness; property and
evidence management; Jail Unit, which receives
prisoners and assumes responsibility for them while in
custody; the Records Unit, which is responsible for the management of public law
enforcement records; and the Animal Control Unit, which maintains a shelter and enforces
laws relating to animal care and control.
Operations
Operating Budget: FY 2013-14: $32.0 million FY 2014-15: $32.7 million
Number of FTEs: FY 2013-14: 181.8 FTE FY 2014-15: 182.8 FTE
The Operations Division (OD) 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 Operations Division maintains a 24-hour-a-day City patrol. The Division
enforces laws, conducts preliminary investigations of crimes, and apprehends offenders.
The primary patrol section includes three patrol watches: Day Watch Section, Night Watch
Section, and Morning Watch Section. The various working hours of the watches provide the
151

Police
24 hour City patrols. Patrol is the primary first responder to calls for service and proactive
policing. Special sections within the Division includes the Operations Administration Section,
which incorporates the Event Planning Unit; and community problem solving by the
Neighborhood Resource Program; the Directed Resources Section provides police services
to the 3rd Street Promenade; park patrols by the Park Ranger Unit; pier and harbor safety by
the Harbor Unit; and the Gang and Youth Intervention Unit. The Communications Center
receives and dispatches calls for service through the 911 system and other non-emergency
phone lines.
Special Enforcement
Operating Budget: FY 2013-14: $14.4 million FY 2014-15: $14.7 million
Number of FTEs: FY 2013-14: 111.0 FTE FY 2014-15: 111.0 FTE
The Special Enforcement Division (SED) 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 Unit and the Airport &
Transit Services 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 Special Enforcement Division is organized into the Special Operations Section and the
Traffic Services Section. The Special Operations Section consists of the Homeless Liaison
Program Unit (HLP), which addresses quality of life problems associated with the homeless
population, while providing long term solutions; the Narcotics/Vice Unit which addresses
incidents of illegal narcotics and licensing; and the Airport & Transit Services Unit, which
addresses security issues at the airport and suppresses crime problems on the City’s public
transit system. Gang and Youth Intervention officers (GYIU) collaborate with other divisions
of the police department, neighboring law enforcement agencies and the community at
large with the goal reducing gang violence and its impact on public safety. The Traffic
152

Police
Enforcement 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; the Traffic Services Unit, which
provides intersection traffic control and parking enforcement services throughout the City;
and the Crossing Guard Unit which enhances pedestrian safety.
Criminal Investigations
Operating Budget: FY 2013-14: $9.7 million FY 2014-15: $9.8 million
Number of FTEs: FY 2013-14: 53.6 FTE FY 2014-15: 53.6 FTE
The Criminal Investigations Division (CID) 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 Criminal Investigations Division 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.
The Youth and Family Services Section 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.
153

Police
Personnel in the Forensic Unit process crime scenes by photographing, collecting, and
analyzing evidence and fingerprints. Forensic also provides fingerprint services for the
public.
Animal Control Unit
Operating Budget: FY 2013-14: $1.5 million FY 2014-15: $1.5 million
Number of FTEs: FY 2014-15: 12.0 FTE FY 2014-15: 12.0 FTE
The Animal Control 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 Administrative
Services Division.
Harbor Unit
Operating Budget: FY 2013-14: $1.2 million FY 2014-15: $1.3 million
Number of FTEs: FY 2013-14: 9.3 FTE FY 2014-15: 9.3 FTE
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 Operations Division.
154

Police
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administrative Services $ 15,426,408 $ 17,027,353 $ 18,056,933 $ 18,466,764 $ 18,719,556
Animal Control Unit 1,216,603 1,228,142 1,310,827 1,463,714 1,490,039
Criminal Investigations 8,496,996 8,969,573 9,493,200 9,702,884 9,838,702
Harbor Unit 1,185,874 1,218,411 1,211,458 1,223,723 1,251,396
Operations 28,559,947 30,528,420 28,574,878 32,013,133 32,711,160
Special Enforcement 13,681,398 14,444,563 17,048,624 14,423,226 14,663,409
Total Department $ 68,567,226 $ 73,416,462 $ 75,695,920 $ 77,293,444 $ 78,674,262
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 61,473,677 $ 65,947,433 $ 68,020,497 $ 70,119,746 $ 71,617,221
Supplies and Expenses 5,467,864 5,505,130 5,623,549 5,543,277 5,681,689
Subtotal $ 66,941,542 $ 71,452,562 $ 73,644,046 $ 75,663,023 $ 77,298,910
04 Special Revenue Source Fund
Supplies and Expenses - - 21,456 21,456 21,456
Subtotal $ - $ - $ 21,456 $ 21,456 $ 21,456
20 Miscellaneous Grants Fund
Salaries and Wages $ 120,844 $ 139,972 $ 187,471 $ - $ -
Supplies and Expenses 318,966 582,865 316,413 285,242 2,500
Subtotal $ 439,810 $ 722,838 $ 503,885 $ 285,242 $ 2,500
22 COPS Fund
Supplies and Expenses - 22,651 315,075 100,000 100,000
Subtotal $ - $ 22,651 $ 315,075 $ 100,000 $ 100,000
155

Police
Budget Summary
VARIOUS FUNDS
EXPENDITURE CATEGORIES
2010-11
Actual
2011-12
Actual
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
30 Pier Fund
Salaries and Wages $ 1,011,413 $ 1,068,810 $ 1,060,782 $ 1,063,520 $ 1,087,129
Supplies and Expenses 174,461 149,601 150,676 160,203 164,267
Subtotal $ 1,185,874 $ 1,218,411 $ 1,211,458 $ 1,223,723 $ 1,251,396
Total All Funds
Salaries and Wages $ 62,605,934 $ 67,156,215 $ 69,268,750 $ 71,183,266 $ 72,704,350
Supplies and Expenses 5,961,292 6,260,246 6,427,170 6,110,178 5,969,912
Total Department $ 68,567,226 $ 73,416,462 $ 75,695,920 $ 77,293,444 $ 78,674,262
PERSONNEL
(FULL-TIME EQUIVALENTS)
BY FUND
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
01 General Fund
Permanent Positions 403.0 403.0 406.0 402.0 403.0
Temporary Positions 31.4 31.4 31.4 31.4 31.4
Subtotal 434.4 434.4 437.4 433.4 434.4
30 Pier Fund
Permanent Positions 6.0 7.0 7.0 7.0 7.0
Temporary Positions 3.7 2.3 2.3 2.3 2.3
Subtotal 9.7 9.3 9.3 9.3 9.3
Total All Funds a
Permanent Positions 409.0 410.0 413.0 409.0 410.0
Temporary Positions 35.1 33.7 33.7 33.7 33.7
Total Department 444.1 443.7 446.7 442.7 443.7
Footnotes
a. The 2013-14 net reduction of 4.0 FTE in the Police Department is a result of eliminating vacant positions; these
reductions will have no net impact to Department operations. The 2014-15 net increase of 1.0 FTE is a result of an
addition of a Park Ranger for the opening of Tongva Park.
156

Fire
FY 2013-15 Proposed Biennial Budget
157

Fire
The mission of the Fire Department is to prevent loss of
life and property, personal injury and environmental
damage from fires, accidents, medical and
hazardous material related emergencies by
providing emergency response, public education,
and the enforcement of laws.
158

Fire
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
Salaries &
Wages
FY 2013-14 FY 2014-15
$30,310,632 $31,023,795
Goal: Use industry standards and best practices
to prevent and respond to fire, rescue, and
emergency medical calls for service.
Supplies &
Expenses
2,419,602 2,066,574
TOTAL $32,730,234 $33,090,369
FTE Positions 129.0 129.0
Objectives:
Analyze and implement a best practices plan for
managing emergency medical services (California
Health and Safety Code, Title 22; LA County EMS
Agency) and fire operations National Fire
Protection Agency (NFPA) 1001 for the Pier by
June 30, 2014.
Fully integrate Fire and Police Department
Communications Centers using NFPA 1201 and the
Association of Public-Safety Communications
Officials (APCO) standards by June 30, 2014.
Upgrade mobile and handheld radios, and mobile
data computers by June 30, 2015.
Develop, with the support of the Police
Department, an in-car automated external
defibrillator program by June 30, 2015.
Enter into an agreement with UCLA and the Local
Emergency Medical Services Agency to develop
a community paramedic pilot project by
June 30, 2015.
Develop and implement a multi-tier emergency
medical services dispatching protocol (APCO/
NFPA 1201) by June 30, 2014.
Develop partnerships with local health care
providers to focus on pre-hospital wellness,
preventative care, rehabilitation and recovery
that will enhance service delivery and reduce the
impact on other City services and hospital
emergency departments by June 30, 2015.
Service Benchmarks:
Train 500 (100% increase) members of the
community in sidewalk CPR by June 30, 2014
Install in-car automated external defibrillators in
10% of Police Department patrol vehicles by
June 30, 2015
159

Fire
Decrease the number of Advanced
Life Support (ALS) responses to Basic
Life Support (BLS) responses by 15% by
June 30, 2015.
Goal: Ensure workforce readiness and
leadership development by providing
innovative education and training
programs.
Objectives:
Work with the Los Angeles Area Regional
Training Group to integrate SMART
classrooms into the training work plan by
December 31, 2014.
Develop a Battalion Chief (NFPA 1021)
and Engineer Academy (California State
Fire Marshal [CFSM] Driver/Operator
Standards) and task book by June 30,
2015.
Goal: Safeguard the community through
proactive prevention, enforcement,
engineering, preparedness, and public
education programs.
Objectives:
Using the NFPA Remember When
program, target strategies to support
senior, youth and public education
programs by increasing outreach efforts
by 5% by June 30, 2014.
Partner with Community and Cultural
Services to develop an afterschool
program using the NFPA Learn not to Burn,
Risk Watch, and Where There is Smoke
There is Science curriculum by June 30,
2015.
Using the strategies developed by the
National Traffic Safety Administration of
Emergency Medical Services, develop a
program to educate the public on
appropriate use of the 9-1-1 system by
June 30, 2014.
Goal: Provide for an enhanced wellness,
fitness, and injury prevention program for
all personnel.
Objectives:
Coordinate with Risk Management to
develop an apparatus operator driver
safety (CSFM) and data collection
program by June 30, 2014.
Coordinate with Human Resources and
existing Employee Assistance Program
providers to create a comprehensive
mental health wellness plan by December
31, 2014.
Establish a Chaplaincy program using the
best practices established by the Cal-Fire
C h a p l a i n s A s s o c i a t i o n b y
December 31, 2014.
Goal: Provide for proper design,
development, and maintenance of the
Department’s equipment and facilities.
Objectives:
Using NFPA 10 as a guide, coordinate with
the Fire Station One project design team
to complete the construction documents
by June 30, 2015.
Conduct a development of a new fleet
(NFPA 1901, Annex D) and fixed asset
(NFPA 10) maintenance and replacement
program by June 30, 2015.
160

Fire
Service by Division
Administration
Operating Budget: FY 2013-14: $6.0 million FY 2014-15: $5.8 million
Number of FTEs: FY 2013-14: 21.0 FTE FY 2014-15: 21.0 FTE
The Fire Chief and administrative staff are responsible for
establishing and implementing policy and procedures,
evaluating operational effectiveness and implementing
improvements, establishing goals and objectives, analyzing
outcomes, and managing ongoing and one-time capital
improvement projects. Additionally, the administrative staff
is responsible for oversight of continuing education for
Emergency Medical Services (EMS) personnel,
communications and emergency dispatching, and
computers and software programs utilized for emergency response. Staff also provides City
employees with training in the use of Automatic External Defibrillators (AED), including the
installation and maintenance of each unit, as well as the recertification of each employee.
Administration works with the Big Blue Bus under a maintenance agreement to ensure that
Fire apparatus and light duty vehicles are kept in excellent working condition through
scheduled preventative maintenance, and timely repairs and service.
Fire Suppression and Rescue
Operating Budget: FY 2013-14: $23.3 million FY 2014-15: $23.8 million
Number of FTEs: FY 2013-14: 93.0 FTE FY 2014-15: 93.0 FTE
The Fire Suppression and Rescue Division is responsible for
responding to and effectively mitigating fire, medical, urban
search and rescue, aircraft rescue firefighting, accident, and
hazardous materials-related emergencies. This Division also
conducts extensive evaluation of its preparedness status; provides
training and recertification of its personnel in the specialty fields of
hazardous materials and urban search and rescue; evaluates
potential building hazards; and plans mitigation tactics. The
Division conducts prevention inspections; provides public
education; and maintains facilities, apparatus and equipment.
161

Fire
Fire Prevention
Operating Budget: FY 2013-14: $2.7 million FY 2014-15: $2.7 million
Number of FTEs: FY 2014-15: 13.0 FTE FY 2014-15: 13.0 FTE
The Fire Prevention Division is responsible for
developing and implementing programs that prevent
or reduce the magnitude of emergencies, such as
loss of life and property, personal injury, or
environmental damage. The Division recommends
and implements ordinances, reviews plans, processes
complaints, and enforces codes, ordinances and
laws through inspection of new construction and
existing buildings. The Division works with other City
agencies, such as the Police Department and Building and Safety Division of the Planning
and Community Development Department, to advocate for new or revised laws where
appropriate. The division evaluates provisions for emergency access, building evacuation,
confinement of fires, and potential for hazardous materials releases. Fire Prevention also
enforces state laws regarding health care, penal, public assembly, high-rise facilities, and
environmental regulations relating to hazardous materials.
Training
Operating Budget: FY 2013-14: $0.8 million FY 2014-15: $0.8 million
Number of FTEs: FY 2013-14: 2.0 FTE FY 2014-15: 2.0 FTE
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 provides
public safety education to the schools, community members,
and City employees in fire safety and disaster assistance response training.
162

Fire
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration $ 2,755,698 $ 5,836,966 $ 6,323,909 $ 5,997,500 $ 5,761,513
Prevention 2,021,293 2,270,537 2,675,283 2,682,092 2,741,908
Suppression and Rescue 20,331,491 20,809,451 22,419,155 23,274,851 23,797,761
Support Services 2,470,274 - - - -
Training 919,629 818,890 752,145 775,791 789,187
Total Department $ 28,498,384 $ 29,735,844 $ 32,170,492 $ 32,730,234 $ 33,090,369
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 26,670,051 $ 27,707,987 $ 29,420,907 $ 30,310,632 $ 31,023,795
Supplies and Expenses 1,679,804 1,634,713 2,067,321 2,013,768 2,066,574
Subtotal $ 28,349,855 $ 29,342,700 $ 31,488,228 $ 32,324,400 $ 33,090,369
20 Miscellaneous Grants Fund
Supplies and Expenses 148,529 393,144 682,263 405,834 -
Subtotal $ 148,529 $ 393,144 $ 682,263 $ 405,834 $ -
Total All Funds
Salaries and Wages $ 26,670,051 $ 27,707,987 $ 29,420,907 $ 30,310,632 $ 31,023,795
Supplies and Expenses 1,828,333 2,027,857 2,749,584 2,419,602 2,066,574
Total Department $ 28,498,384 $ 29,735,844 $ 32,170,492 $ 32,730,234 $ 33,090,369
163

Fire
Budget Summary
GENERAL FUNDS
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 127.0 129.0 129.0 129.0 129.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Total Department 127.0 129.0 129.0 129.0 129.0
164

Community & Cultural Services
FY 2013-15 Proposed Biennial Budget
165

Community & Cultural Services
Strengthening community wellbeing and enriching
the lives of residents and visitors through innovative
programs, collaborative partnerships, and
stewardship of Santa Monica’s social and cultural
resources.
166

Community & Cultural Services
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$15,252,764 $15,458,900
Supplies &
Expenses
16,773,558 16,940,375
TOTAL $32,026,322 $32,399,275
FTE Positions 166.7 167.5
Goals, Objectives and Service Benchmarks
Goal: Preserve and promote access to Santa
Monica’s parks, beach, open space and
recreation programs.
Objectives:
Open two new parks in Santa Monica’s Civic
Center by December 2013.
Implement a regulatory and permit system for
recreational trainers in parks and Santa Monica
State Beach by December 2013.
Transition the Palisades Park “Senior Center” to
expand program offerings for adults to include an
emphasis on cultural activities while still providing
opportunities for unstructured socialization by
June 2014.
Assess existing recreational programming in
relationship to best practices in the field, and
current and anticipated community needs by
June 2015.
Service Benchmarks:
1,300 hours of City and community use of
SAMOHI field
Goal: Address the needs and well-being of the
Santa Monica community through human service
programs that promote self-sufficiency and
quality of life.
Objectives:
Lead the community-based Cradle to Career
Initiative through June 2015.
In conjunction with the SMMUSD, develop
implementation strategies to advance the
recommendations set forth in RAND’s June 2013
assessment report on Santa Monica’s early
childhood/pre-school and out of school time
programs by June 2014.
Plan for development of a state-of-the-art Early
Childhood Education Center through
167

Community & Cultural Services
collaboration with Santa Monica College
regarding operations, design, issuance of
entitlements and construction
coordination through June 2015.
Advance the goals of the Action Plan to
Address Homelessness through June 2015.
Improve the delivery of services to seniors
and people with disabilities through
June 2015.
Service Benchmarks:
$750,000 in financial assistance to
low-income youth in City programs
5% reduction (36 people) in street
homelessness as measured by the
January 2015 Homeless Count
compared to 2013 Homeless Count
5% increase (100 individuals) placed in
permanent housing each fiscal year
1,500 door-through-door transportation
trips annually for seniors and people
with disabilities
Goal: Sustain Santa Monica’s vital
creative economy including small
businesses, nonprofits and arts
professionals.
Objectives:
Assist in the transition and preservation of
Bergamot Station as a vital arts destination
and with the implementation of the
Bergamot Area Plan by June 2014. (with
Planning and HED).
Develop an interim use for the Civic
Auditorium by October 2013 as well as a
plan and strategy for renovation by
June 2014.
P r o d u c e G L O W 2 0 1 3 o n
September 28, 2013.
Evaluate and develop priorities for cultural
event delivery to promote increased
access to community cultural events
through April 2014.
Service Benchmarks:
150 community cultural events
produced or sponsored annually
60,000 City-supported visits by youth to
cultural & arts events each year
Goal: Ensure successful implementation of
The Wellbeing Project through
development and broad application of
The Local Wellbeing Index.
Objectives:
Oversee project, including management
of project team, workplan, index
development, public awareness efforts,
and use of findings by June 2015.
Work with Cradle to Career Working
Group on wellbeing initiatives specific to
youth and families by June 2015.
Manage grant agreement with Bloomberg
Philanthropies, ensuring that reporting
requirements and Mayors Challenge
expectations are met by June 2015.
Plan for the long-term sustainability of The
Wellbeing Project by pursuing additional
funding opportunities and project
partnerships by June 2015.
Develop toolkit and plan to assist other
cities with replication of The Wellbeing
Project by June 2015.
168

Community & Cultural Services
Service by Division
Administration & Planning Services
Operating Budget: FY 2013-14: $6.1 million FY 2014-15: $6.3 million
Number of FTEs: FY 2013-14: 5.6 FTE FY 2014-15: 5.6 FTE
Administration & Planning Services guides the Department’s
work to support and enhance community wellbeing. The
Division works to maximize user enjoyment of the City’s parks,
beach, and recreation and cultural facilities, through
coordination of capital improvements and development of
policies that preserve equal access and balanced use of
public spaces. Division staff works to coordinate public
outreach efforts to promote a wide range of Department
services and programs. The Division also leads development of the Department’s budget,
fiscal oversight and progress reporting. Administration & Planning Services also supports the
Santa Monica Recreation & Parks Commission.
Community Recreation
Operating Budget: FY 2013-14: $5.9 million FY 2014-15: $6.1 million
Number of FTEs: FY 2013-14: 63.0 FTE FY 2014-15: 63.8 FTE
The Community Recreation Division provides recreation
and active living programs plus permit services at the
City’s parks, beach and recreation facilities. The division
manages the City’s award-winning Swim Center, offering
recreational and lap swimming, swim instruction, specialty
classes, and competitive swimming opportunities; adult
sports leagues; the Memorial Park Gym; The Cove
Skatepark; and the Playground Partnership project. The
Division oversees the Community Class program at a
range of park and community locations and, on behalf of
a number of Westside cities, coordinates programming for people with disabilities through
the SMARS (Adaptive Recreation & Sports) and Westside Special Olympics program. The
Division develops policies and issues permits for use of facilities, BBQ picnic areas, fields,
courts, and for community events. The Division manages three community garden
locations and is also responsible for coordination of film permits in parks and at the beach.
169

Community & Cultural Services
Cultural Affairs
Operating Budget: FY 2013-14: $4.7 million FY 2014-15: $4.6 million
Number of FTEs: FY 2013-14: 22.5 FTE FY2014-15: 22.5 FTE
Santa Monica is home to 1,763 arts-related businesses with
10,579 employees. The City’s Cultural Affairs Division works
to sustain Santa Monica’s creative economy and facilitates
access to arts and cultural opportunities for residents. Along
with the Arts Commission, the Division serves as an
advocate for ongoing support for the arts and culture in the
life of the community. The Division oversees four major grant
programs totaling $400,000 that support local arts activities and produces a wide range of
cultural programs including Glow, the Santa Monica Festival, Beach=Culture, Jazz on the
Lawn and the Teen Film Festival. It administers the City’s public art program along with the
extensive collection of artworks exhibited in public buildings. The Division also manages the
City’s cultural facilities, including the Civic Auditorium, Miles Memorial Playhouse and the
Annenberg Community Beach House.
Human Services
Operating Budget: FY 2013-14: $15.3 million FY 2014-15: $15.4 million
Number of FTEs: FY 2013-14: 75.7 FTE FY 2014-15: 75.7 FTE
The Human Services Division works within the
community to ensure that a broad spectrum of
supportive services is available to meet community
needs. Working with other City departments and
community partners, the Division oversees the City’s
efforts to address homelessness, as well as coordination
of a network of services for children, youth, families, the
senior community, and people with disabilities. Santa Monica’s human service safety net is
built on strong nonprofit programs, over 50 of which are funded by the City through $7.4
million in Human Services grants. These programs focus on improving the quality of life and
overall wellbeing of Santa Monica’s low income community members of all ages. To further
supplement services available through the nonprofit sector, the Division operates school
and neighborhood-based educational, fitness and cultural programs and communitybased
events through Virginia Avenue Park, the Police Activities League, and the CREST
Program. The Division’s work in the areas of community and school-based mental health,
legal assistance, early education, family & parent support, violence prevention &
intervention, senior community, people with disabilities, and health education is supported
by the work of eight advisory boards, commissions and task forces.
170

Community & Cultural Services
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration & Planning
Services $ 959,995 $ 1,254,695 $ 1,312,693 $ 1,305,833 $ 1,302,597
Beach Administration 4,131,274 4,688,199 4,840,002 4,759,117 5,002,641
Beach House Operations 1,825,941 1,836,095 2,069,206 2,466,252 2,528,847
Beach Maintenance 2,741,650 2,544,013 2,874,102 - -
Civic Auditorium 3,290,270 2,789,714 2,925,041 - -
Community Recreation 5,685,197 5,490,737 6,156,221 5,944,330 6,119,807
Cultural Affairs 1,451,110 1,312,998 1,488,264 2,278,874 2,095,021
Human Services 15,071,969 14,941,719 16,108,501 15,271,916 15,350,362
Open Space
Management 238,942 - - - -
Public Landscape a 10,994,094 11,014,683 11,969,595 - -
Total Department $ 46,390,442 $ 45,872,852 $ 49,743,625 $ 32,026,322 $ 32,399,275
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund
Salaries and Wages $ 18,614,932 $ 19,258,462 $ 20,687,926 $ 13,993,606 $ 14,177,082
Supplies and Expenses 15,456,727 13,783,643 15,156,903 10,234,115 10,157,759
Subtotal $ 34,071,659 $ 33,042,105 $ 35,844,829 $ 24,227,721 $ 24,334,841
04 Special Revenue Source Fund
Supplies and Expenses 10,554 20,547 43,075 40,286 -
Subtotal $ 10,554 $ 20,547 $ 43,075 $ 40,286 $ -
11 Beach Fund b
Salaries and Wages $ 1,345,356 $ 1,423,974 $ 1,597,103 $ 1,259,158 $ 1,281,818
Supplies and Expenses 5,389,196 5,776,915 6,007,557 5,937,951 6,221,410
Subtotal $ 6,734,551 $ 7,200,889 $ 7,604,660 $ 7,197,109 $ 7,503,228
171

Community & Cultural Services
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
19 CDBG Fund
Supplies and Expenses - 237,982 349,773 193,200 193,200
Subtotal $ $ - $ 237,982 $ 349,773 $ 193,200 $ 193,200
20 Miscellaneous Grants Fund
Supplies and Expenses 457,467 745,520 907,042 368,006 368,006
Subtotal $ 457,467 $ 745,520 $ 907,042 $ 368,006 $ 368,006
24 Beach House Fund b
Salaries and Wages $ 931,065 $ 1,024,582 $ 966,822 $ - $ -
Supplies and Expenses 894,876 811,513 1,102,384 - -
Subtotal $ 1,825,941 $ 1,836,095 $ 2,069,206 $ - $ -
32 Civic Auditorium Fund c
Salaries and Wages $ 2,638,598 $ 2,250,657 $ 2,249,760 $ - $ -
Supplies and Expenses 651,672 539,056 675,281 - -
Subtotal $ 3,290,270 $ 2,789,714 $ 2,925,041 $ - $ -
Total All Funds
Salaries and Wages $ 23,529,951 $ 23,957,675 $ 25,501,611 $ 15,252,764 $ 15,458,900
Supplies and Expenses 22,860,491 21,915,177 24,242,015 16,773,558 16,940,375
Total Department $ 46,390,442 $ 45,872,852 $ 49,743,626 $ 32,026,322 $ 32,399,275
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 179.6 177.8 177.0 105.0 105.0
Temporary Positions 53.1 53.3 49.1 46.9 47.7
Subtotal 232.7 231.1 226.1 151.9 152.7
172

Community & Cultural Services
Budget Summary
VARIOUS FUNDS
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
11 Beach Fund
Permanent Positions 11.0 11.0 11.0 6.0 6.0
Temporary Positions 12.1 12.1 12.1 8.9 8.9
Subtotal 23.1 23.1 23.1 14.9 14.9
24 Beach House Fund
Permanent Positions 5.0 5.0 5.0 0.0 0.0
Temporary Positions 6.5 6.5 6.5 0.0 0.0
Subtotal 11.5 11.5 11.5 0.0 0.0
32 Civic Auditorium Fund
Permanent Positions
26.0 25.0 20.0 0.0 0.0
Temporary Positions 8.4 5.3 0.0 0.0 0.0
Subtotal 34.4 30.3 20.0 0.0 0.0
Total All Funds d
Permanent Positions 221.6 218.8 213.0 111.0 111.0
Temporary Positions 80.1 77.2 67.7 55.7 56.5
Total Department 301.7 296.0 280.7 166.7 167.5
Footnotes
a. The Public Landscape Division was transferred to the Public Works Department to consolidate maintenance functions
within one department and provide for better coordination among the various trades who maintain infrastructure for
the City.
b. In FY 2013-14, the Beach and Beach House Funds will be consolidated into one fund.
c. The Civic Auditorium will cease full operations on June 30, 2013. Staff is developing an interim use for the Civic
Auditorium as well as a plan and strategy for the future by June 2014.
d. Staffing change reflects transfer of 97.5 FTE to the Public Works Department and elimination of 20 FTE Civic Auditorium
positions, offset by the increase of 1.0 FTE Cultural Affairs and 2.5 FTE Beach House positions, as well as the increase of
0.8 FTE Community Recreation positions to expand Playground Partnership to Edison Elementary School in FY 2014-15
per the Lantana Development Agreement.
173

174

Library
FY 2013-15 Proposed Biennial Budget
175

Library
The mission of the Library is to provide resources,
services and a place to encourage the community
to Read, Connect, Relax and Learn.
176

Library
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
FY 2013-14 FY 2014-15
Salaries &
Wages
$9,587,172 $9,795,347
Supplies &
Expenses
2,459,328 2,532,833
TOTAL $12,046,500 $12,328,180
FTE Positions 114.8 114.8
Goal: Provide knowledgeable staff and relevant
materials that meet the community’s needs for
information, education and recreation.
Objectives:
Recruit and train 8.73 FTE staff for Pico Branch
Library by projected opening in February 2014.
Complete acquisition of 80% of Pico Branch’s
opening day collection by December 2013.
Reallocate FY 2014-15 materials budgets in
June 2014 based on 24 months of Collection HQ
data.
Commence development of a staff intranet on
the SharePoint platform starting with Information
Management Division content by July 2013.
Service Benchmarks:
90% user satisfaction with overall Library Service
by polling patrons in Spring 2013 and
Spring 2014
90% positive user ranking that Library materials
meet their needs by polling patrons in
Spring 2013 and Spring 2014
40,000 Items added to collection annually
1,400,000 materials used annually
Goal: Develop revenue sources to offset costs of
service to non-residents.
Objectives:
Promote the purchase of non-resident cards using
publicity, social media and the Library website,
and expiring all current non-resident cards during
FY 2013-14.
Enact a system to charge for public computer
usage by those without Santa Monica Library
cards by December 2013.
Service Benchmarks:
15,000 non-resident cards sold annually
30,000 public computer usage sessions sold
annually
177

Library
Goal: Engage the community with
services and programs that inform, inspire
and enhance Library resources.
Objectives:
Participate in three community events by
June 2014 that would promote Share
Santa Monica as a way to showcase the
community’s history.
Increase attendance in FY 2014 and 2015
at library programs that feature the
community’s interests in youth, lifelong
learning, active living, sustainability and
the environment .
Service Benchmarks:
By FY 2013-14 year-end increase by
50% community postings to Share
Santa Monica
15% increase in program count and
attendance for FY 2013-14 compared
to FY 2011-12
5% increase in program count and
attendance for FY 2014-15 compared
to FY 2013-14
Goal: Manage and maintain facilities,
systems and equipment that allow users to
access, use and share ideas.
Objectives:
Construction completion projected for
December 2013; create and submit initial
punch list within 60 days of occupancy
permit issued for Pico Branch Library.
Renovate Fairview Branch Library by
June 2015.
Identify and (if available) implement an
online patron payment solution that uses
TransFirst as the merchant processor and
performs real-time updates to the Polaris
I n t e g r ated L i b rary S ys t em b y
November 2013.
By January 2014, complete an analysis of
materials intake patterns and usage of
space in the Main Library’s Circulation
workroom in preparation for the planning
of an automated materials handling
system.
Service Benchmarks:
12,000 Meeting and Study Room use
annually
205,000 Library Wi-Fi and Public Access
Computer sessions annually
178

Library
Service by Division
Administration and Facilities
Operating Budget: FY 2013-14: $3.0 million FY 2014-15: $3.1 million
Number of FTEs: FY 2013-14: 17.9 FTE FY 2014-15: 17.9 FTE
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, divisions and vendors to
provide needed services. Library
Administration coordinates the maintenance
of Main and Branch Library facilities and
oversees security and safety efforts. The
Division manages publicity and community
relations, staffs the Library Board, assists the
Friends of the Santa Monica Public Library,
and manages the use of all meeting rooms.
Information Management
Operating Budget: FY 2013-14: $3.0 million FY 2014-15: $3.1 million
Number of FTEs: FY 2013-14: 30.7 FTE FY 2014-15: 30.7 FTE
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.
179

Library
Reference Services
Operating Budget: FY 2013-14: $2.5 million FY 2014-15: $2.5 million
Number of FTEs: FY 2013-14: 26.8 FTE FY 2014-15: 26.8 FTE
The Reference Services Division staff answers
reference questions from customers in person,
by phone, by email, text messaging 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 Collection - a local history
room containing a special collection of
research materials; and Imagine Santa Monica - a web site containing local newspaper
content and historical 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. The Circulation Section,
under the management of this division, coordinates the shelving and checkout of materials,
processing of hold requests, patron account maintenance and fine and fee processing, as
well as staffing the Library’s switchboard and providing telephone assistance for navigating
the Library’s online catalog.
180

Library
Public and Branch Services
Operating Budget: FY 2013-14: $3.5 million FY 2014-15: $3.6 million
Number of FTEs: FY 2013-14: 39.4 FTE FY 2014-15: 39.4 FTE
The Public and Branch Services Division has three
components: Public, Youth, and Branch Services. Public
Services produces a variety of free programs for adults;
coordinates adult volunteers; promotes the library through
community outreach; and provides customer assistance
and readers’ advisory at the Main Library. Youth Services
selects materials for youth system-wide; provides
reference, readers’ advisory and online resources for
children, teens, and parents; promotes library relations
with schools and other youth service providers;
coordinates teen programs and volunteers; and offers
youth and family programs at the Main Library. Branch
Library Services encompass all the activities at the Fairview, Montana, and Ocean Park
Branches, including providing customer assistance and programs for all ages and interests;
promoting popular collections and resources; performing circulation functions; and
coordinating reservations of their meeting rooms. Branch Libraries place special emphasis
on service to youth and to the diverse populations within their neighborhoods, tailoring
many of their programs to these constituencies.
181

Library
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration and
Facilities $ 2,728,290 $ 2,704,390 $ 2,926,205 $ 3,043,609 $ 3,121,940
Information Management 3,246,214 3,182,121 3,041,045 3,042,552 3,103,669
Reference Services 1,375,970 1,651,717 2,438,324 2,486,539 2,541,306
Public and Branch
Services 2,780,772 2,888,930 3,075,742 3,473,800 3,561,265
Total Department $ 10,131,246 $ 10,427,158 $ 11,481,316 $ 12,046,500 $ 12,328,180
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund a
Salaries and Wages $ 8,179,512 $ 8,470,980 $ 9,124,139 $ 9,587,172 $ 9,795,347
Supplies and Expenses 1,936,734 1,935,927 2,330,516 2,459,328 2,532,833
Subtotal $ 10,116,246 $ 10,406,906 $ 11,454,655 $ 12,046,500 $ 12,328,180
20 Miscellaneous Grants Fund
Supplies and Expenses b 15,000 20,251 26,661 - -
Subtotal $ 15,000 $ 20,251 $ 26,661 $ - $ -
Total All Funds
Salaries and Wages $ 8,179,512 $ 8,470,980 $ 9,124,139 $ 9,587,172 $ 9,797,347
Supplies and Expenses 1,951,734 1,956,178 2,357,177 2,459,328 2,532,833
Subtotal $ 10,131,246 $ 10,427,158 $ 11,481,316 $ 12,046,500 $ 12,328,180
182

Library
Budget Summary
GENERAL FUND
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 68.5 68.5 68.5 73.0 73.0
Temporary Positions 37.6 37.6 37.6 41.8 41.8
Subtotal 106.1 106.1 106.1 114.8 114.8
Total All Funds
Permanent Positions 68.5 68.5 68.5 73.0 73.0
Temporary Positions 37.6 37.6 37.6 41.8 41.8
Total Department 106.1 106.1 106.1 114.8 114.8
Footnotes
a. General fund (01) staffing and accompanying budget increase in FY 2013-14 reflects a 4.5 FTE permanent and 4.2 FTE
temporary staff increase to support the Pico Library Branch, opening in FY 2013-14.
b. Prior year expenditures were related to Federal and State grant-funded projects completed in FY 2012-13.
183

184

Public Works
FY 2013-15 Proposed Biennial Budget
185

Public Works
The mission of the Public Works Department is to
protect and enrich the quality of life in the City
through the sustainable maintenance, management,
and enhancement of resources and public
infrastructure.
186

Public Works
FY 2013-15 Operating Budget
Goals, Objectives and Service Benchmarks
FY 2013-14 FY 2014-15
Salaries &
Wages
$51,386,145 $52,891,702
Supplies &
Expenses
61,016,134 62,778,860
TOTAL $112,402,279 $115,670,562
FTE
Positions
498.9 498.9
Goal: Implement Innovative Sustainable
Programs.
Objectives:
Finalize the Zero Waste Initiative and identify a new
rate structure by June 2014.
Continue ongoing use of 90% Green Seal products
to clean City facilities.
Increase purchases of paint materials that meet
low and zero VOC specifications from 70% to 75%.
Complete an audit of the use of sustainable
materials and products used in facility
maintenance in order to maximize their use by
June 2014.
Update the City’s Reduced Emissions Fuel Policy
by June 2015.
Revise the current contract for urban forestry
management by October 2013.
Institute enhanced contract management
practices in Public Landscape, including
performance monitoring and compliance auditing
by January 2014.
Establish a performance management system for
Urban Forestry, and acquire and implement an
independent tree inventory system by June 2014.
Service Benchmarks:
Increase green food waste diversion by 10%
Reduce the amount of printed material discard
annually by 15% by increasing participation in
"junk mail" opt-out program
Reduce illegal dumping by 10% by
implementing a donation program to
redistribute goods and materials to local
schools and non-profit agencies
Maintain number of alternatively fueled
vehicles at 71% of the fleet
Goal: Maintain and Enhance Physical
Infrastructure.
187

Public Works
Objectives:
Implement the Annual Street and Sidewalk
Repair Program in FY 2013-15.
Implement the Annual Water and
Wastewater Main Replacement Program
in FY 2013-15.
Implement $1,500,000 worth of
recommended projects from the Citywide
Facilities Condition Assessment by
June 2014.
Create a GIS inventory of street signs, curb
markings, and roadway markings by
June 2015.
Complete Phase II of the Crosswalk
Rehabilitation CIP plan by June 2014.
Create a reporting mechanism for EV
charger utilization by the public by
June 2015.
Complete an assessment of available
cemetery property and update of all
associated electronic records and maps
by June 2015.
Service Benchmarks:
Repair 7 miles of streets per year
Repair 40,000 to 50,000 sq. ft. of
sidewalks per year
Apply 900 sidewalk patches and repair
800 potholes per year
Perform 28,000 sq. ft. of general asphalt
repairs per year
Replace 4,200 linear feet of water
mains each year
Replace 4,000 linear feet of
wastewater mains each year
Goal: Effectively Manage City’s Capital
Improvement Program (CIP) and Project
Implementation.
Objectives:
Continue work on various infrastructure
projects as identified in the Capital
Improvement Program through FY 2013-14
and FY 2014-15.
Complete implementation of CIP software
by September 2013.
Goal: Provide Efficient and Effective
Service Delivery.
Objectives:
Complete street light work orders within 5
business days or less.
Remove 25,000 incidences of graffiti per
year. Respond within 1 business day.
Respond to water main breaks in one hour
or less.
Respond to sanitary sewer overflows in
one hour or less.
Respond to pothole repair requests within
3 business days.
Respond to high priority sidewalk repair
inspections within 5 business days.
Respond to parking meter repair requests
within 1 business day.
Respond to sign and street marking repair
requests within 3 business days.
Serve 75% of Public Works customers at the
counter within 15 minutes.
Respond to 85% of missed refuse/recycling
collections within 24 hours.
Respond to 90% of illegal dumping reports
within 48 hours.
Goal: Implement Water Self-Sufficiency
Strategies.
Objectives:
Begin implementation of Sustainable
Water Master Plan strategies in FY 2013-14
to achieve water self-sufficiency by 2020.
Produce 9,500 acre feet from local
groundwater annually.
Complete siting analysis and pilot study for
Olympic Treatment Facility by June 2014.
188

Public Works
Goal: Provide Safe, Secure and Community
Compatible Operation of the Airport.
Objectives:
Participate in planning for the future of the
Airport Campus through a staff report to City
Council for March 2014 that examines
options for the Airport after June 30, 2015.
Enhance communication to the community
by providing regular updates through social
media and website and posting relevant
information, reports and data on the
website within 5 working days of availability.
Evaluate the continued financial sustainability of the Airport Fund to eliminate General Fund
support for investment in the renewal of the Airport Campus infrastructure by April 2014.
Service by Division
Administrative Services
Operating Budget: FY 2013-14: $1.0 million FY 2014-15: $1.0 million
Number of FTEs: FY 2013-14: 5.0 FTE FY 2014-15: 5.0 FTE
The Administrative Services Division provides
administrative support to the Public Works
Department. Support includes preparing
the department operating budget,
coordinating and managing the City’s
Capital Improvement Program,
coordinating City Council staff reports and
information items, monitoring responses to
constituent inquiries, and conducting
research and analysis. The division is also responsible for inter-departmental and interagency
coordination.
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Airport
Operating Budget: FY 2013-14: $3.4 million FY 2014-15: $3.5 million
Number of FTEs: FY 2013-14: 8.3 FTE FY 2014-15: 8.3 FTE
The Airport Division manages the operation
of the Santa Monica Municipal Airport, a
general aviation airport (no commercial/
scheduled services). This includes enforcing
curfew and noise regulations; administering
leases, fees, and user charges; acting as a
liaison with the neighboring community and
Airport Commission; and maintaining the
runway, taxiways, tie-down areas, and a
variety of aviation and non-aviation buildings. Two restaurants, Airport Park, the Douglas
DC-3 Monument Plaza and Museum of Flying, the Santa Monica Art Studios and other artist
studios and offices, the Ruskin Theatre, and indoor and outdoor event spaces occupy
non-aviation areas. The facility offers emergency response agencies direct and immediate
access to the City and the region as well as space for shelters, casualty collection and
triage, emergency medical response and care facilities, and evacuation and emergency
relief aircraft operations.
Architecture Services
Operating Budget: FY 2013-14: $2.2 million FY 2014-15: $2.4 million
Number of FTEs: FY 2013-14: 15.0 FTE FY 2014-15: 15.0 FTE
The Architecture Services Division is responsible
for the design and construction of City-owned or
leased facilities including capital improvement
projects (CIP).
CIPs managed by Architecture Services include
libraries, parks, recreational facilities, parking
structures, and City workplace improvements.
The Division incorporates the City’s sustainable
design directives, while maintaining a high
standard of economy, utility, and aesthetics.
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Civil Engineering
Operating Budget: FY 2013-14: $5.2 million FY 2014-15: $5.5 million
Number of FTEs: FY 2013-14: 30.0 FTE FY 2014-15: 30.0 FTE
The Civil Engineering Division provides various services related
to the enhancement of public infrastructure and management
of public right-of-way throughout the City. Services include:
project development, design and technical support;
construction management; watershed management; review
of industrial, commercial and residential building projects, as
well as subdivision maps, utility plans, and public infrastructure
projects; and issuance of permits for various activities within public right-of-way including
film permits.
Facilities Maintenance
Operating Budget: FY 2013-14: $19.8 million FY 2014-15: $20.4 million
Number of FTEs: FY 2013-14: 129.3 FTE FY 2014-15: 129.3 FTE
The Facilities Maintenance Division is comprised of
Custodial Services, Facilities Services, Pier, Airport, Beach
House Maintenance, and Cemetery operations.
Custodial Services is responsible for managing and
delivering cleaning services for community facilities and
City offices provided by in-house and contract staff. Site
responsibilities include City Hall, the Santa Monica Pier, the
Public Safety Facility, park facilities, the Annenberg Beach
House, and public restrooms that serve Santa Monica residents and visitors. The Custodial
Services section coordinates with the Community and Cultural Services Department for
meeting room set up and event permit staffing at community centers and park facilities.
Facilities Services is responsible for the upkeep and maintenance of City buildings and
properties by skilled trade staff including carpentry, electrical, heating-ventilation-and-airconditioning
(HVAC), paint, and plumbing. Staff also oversees contractor services for
facility renovations and maintenance of building automation/security systems, elevators,
fire prevention systems, generators, and pumps. Facilities Services also performs graffiti
removal, street light maintenance, radio equipment upkeep, and backflow prevention
device testing/repairs, and works with Community and Cultural Services to administer the
City’s Trades Intern program.
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Pier Maintenance maintains the City’s 9.5 acre Santa Monica Pier by performing deck
board replacements, restroom facility cleaning and painting. Staff also provides logistical
and technical support for special events and film productions at the Pier.
Airport Maintenance is responsible for maintaining several areas of the Airport’s 227 acres
including the runways, tie-down areas, landscape and irrigation systems, office space, and
parking lots.
Beach House Maintenance is responsible for the overall maintenance of the Annenberg
Community Beach House and provides custodial services and staffing for private events.
Woodlawn Cemetery, Mausoleum and Mortuary provides mortuary services including
transport, sheltering, and preparation of human remains for burial or cremation; funeral
service planning; filing of death certificates; cemetery services including sale of plots, crypts
and niches; grave openings/closings; issuance of cemetery burial permits, installation of
grave tablets and monuments, and other memorials; and maintenance and preservation of
cemetery records. The section administers the Cemetery Fund that is financed by the sale
of space and services, as well as arranges for professional management of the Perpetual
Care Funds in cooperation with the Finance Department.
Public Landscape
Operating Budget: FY 2013-14: $14.5 million FY 2014-15: $15.0 million
Number of FTEs: FY 2013-14: 97.5 FTE FY 2014-15: 97.5 FTE
As of the FY 2013-15 budget cycle, the Public
Landscape Division resides in the Public Works
department, transferred from the Community
and Cultural Services Department. The Public
Landscape Division maintains and improves
the City’s parks, landscapes, urban forest, and
the 30-squareblock downtown district. The
Division’s Beach Maintenance staff maintains
Santa Monica State Beach and its amenities.
Encompassing over 700 acres, this mix of
seaside, downtown, and neighborhood assets
are heavily used for recreation, leisure, commerce and events, and require constant
upkeep and detailed planning. Specific responsibilities include maintaining tennis and
basketball courts, athletic fields and park amenities; managing over 33,000 trees in Santa
Monica’s urban forest; and keeping the downtown area clean. With input from the Urban
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Public Works
Forest Task Force, the Division also implements the Urban Forest Master Plan.
Street and Fleet Services
Operating Budget: FY 2013-14: $11.2 million FY 2014-15: $11.5 million
Number of FTEs: FY 2013-14: 58.9 FTE FY 2014-15: 58.9 FTE
The Street & Fleet Services Division consists of five sections. The Administrative section
manages the maintenance functions of the division, provides administrative support, and
administers the internet-based work order request system. The Street Maintenance section
maintains over 257 miles of streets and alleys as well as sidewalks, curbs, and gutters. The
Street Signs and Markings section maintains all street signs, crosswalks, and painted
markings on curb and roadway surfaces. The Parking
Meter Repair section maintains over 5,900 parking
meters throughout the City. The Fleet Management
section services over 800 pieces of equipment and
vehicles and maintains the CNG, hydrogen,
propane, and conventional fueling stations at the
City Yard facility as well as the propane and
conventional fueling stations at the Beach
Maintenance facility.
Resource Recovery and Recycling
Operating Budget: FY 2013-14: $21.7 million FY 2014-15: $22.0 million
Number of FTEs: FY 2013-14: 86.7 FTE FY 2014-15: 86.7 FTE
The Resource Recovery & Recycling Division collects and processes over 96,500 tons of
refuse, green and food waste, and commingled recyclable materials generated by over
16,423 residential and commercial customers. Current waste reduction strategies have
netted an increase in the diversion rate of 7% (from 70% to 77%). Enhanced commingled
material recycling, education, outreach, and diversion initiatives will be developed and
implemented in an effort to increase the amount
of materials that are diverted from the landfill, with
the goal of zero waste by 2030. Collection crews
also service pedestrian cans located throughout
the city and provide bulky item pick-up. Over
58,300 curb miles of streets and alleys are swept
annually preventing debris from entering the storm
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Public Works
drains and polluting the Santa Monica Bay.
Water Resources
Operating Budget: FY 2013-14: $33.3 million FY 2014-15: $34.5 million
Number of FTEs: FY 2013-14: 68.2 FTE FY 2014-15: 68.2 FTE
The Water Resources Division provides a safe and reliable water supply for residents and
businesses. The division is responsible for water pollution prevention programs, wastewater
collection and conveyance operations, recycled water operations, the Moss Avenue
Pumping Station (MAPS), and the Santa Monica Urban Runoff Recycling Facility (SMURRF).
The division is organized into the Water and Wastewater sections. The Water section
operates and maintains the City’s water system
serving over 86,000 residential and business
customers. Fire protection is supported through a
network of 1,300 fire hydrants and 1,070 fire sprinkler
connections. To provide more than 12 million
gallons of water per day, the Division operates and
maintains three major pumping plants, twelve
water wells, a softening and filtering plant, and four
reservoirs that can store 40 million gallons of water.
The Wastewater section maintains the sanitary
sewer and storm drain systems thru continuous
cleaning, inspection, maintenance, and repair of a
pumping plant, 150 miles of sanitary sewers, 10
miles of storm drains, and 824 catch basins.
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Public Works
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administrative Services $ 1,177,193 $ 1,129,407 $ 1,010,802 $ 1,030,877 $ 1,047,247
Airport - 3,619,728 3,961,157 3,358,607 3,466,243
Airport Maintenance 704,374 714,296 792,628 907,029 928,013
Arcadia Treatment Plant 5,274,861 1,169,052 2,467,945 2,148,954 2,339,891
Architecture Services 1,825,957 1,886,600 2,388,693 2,237,491 2,352,519
Beach House
Maintenance 1,274,579 1,357,349 1,680,356 1,671,969 1,716,586
Beach Maintenance - - - 2,608,301 2,674,938
Cemetery 2,247,213 1,560,425 1,648,767 1,775,543 1,836,874
Charnock Treatment
Plant 445,778 1,134,765 2,166,058 2,511,075 2,548,659
Custodial Services 5,798,109 5,656,239 - - -
Engineering 3,866,432 4,180,891 5,091,309 5,177,880 5,502,586
Facilities Maintenance - - 13,630,145 13,588,742 14,008,329
Facilities Management 5,665,239 6,748,227 - - -
Fleet Management 6,150,048 5,858,427 6,107,199 6,049,873 6,231,029
Maintenance
Management 1,511,085 1,595,076 - - -
Pier Maintenance 1,786,871 1,821,452 2,042,227 1,866,338 1,906,105
Public Landscape - - - 11,921,888 12,289,336
Resource Recovery and
Recycling 18,787,512 20,497,057 21,690,342 21,733,963 21,951,579
Street and Fleet Services 3,292,176 3,303,328 5,112,891 5,174,884 5,256,579
Traffic Operations 1,174,924 1,303,178 - - -
Waste Water 9,607,293 10,987,023 12,335,748 12,822,631 13,253,473
Water 15,747,794 16,616,453 17,953,428 15,816,234 16,360,576
Total Department $ 86,337,437 $ 91,138,971 $ 100,079,697 $ 112,402,279 $ 115,670,562
195

Public Works
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund a
Salaries and Wages $ 17,407,411 $ 18,403,740 $ 19,590,586 $ 26,341,158 $ 27,070,070
Supplies and Expenses 6,881,132 7,344,292 7,177,177 12,096,906 12,573,608
Subtotal $ 24,288,543 $ 25,748,032 $ 26,767,763 $ 38,438,064 $ 39,643,678
05 Charnock Fund b
Salaries and Wages $ - $ 127 $ - $ - $ -
Supplies and Expenses 7,579,035 2,348,600 4,679,338 - -
Subtotal $ 7,579,035 $ 2,348,727 $ 4,679,338 $ - $ -
06 Clean Beaches and Ocean Parcel Tax Fund
Salaries and Wages $ - $ - $ 20,400 $ 20,400 $ 20,400
Supplies and Expenses 22,572 54,914 445,678 593,298 616,518
Subtotal $ 22,572 $ 54,914 $ 466,078 $ 613,698 $ 636,918
11 Beach Fund c
Salaries and Wages $ - $ - $ - $ 2,391,333 $ 2,471,360
Supplies and Expenses - - - 1,888,937 1,920,164
Subtotal $ - $ - $ - $ 4,280,270 $ 4,391,524
20 Miscellaneous Grants Fund
Supplies and Expenses - - - 80,000 176,000
Subtotal $ - $ - $ - $ 80,000 $ 176,000
24 Beach House Fund d
Salaries and Wages $ 644,190 $ 650,739 $ 772,341 $ - $ -
Supplies and Expenses 630,388 706,610 908,015 - -
Subtotal $ 1,274,579 $ 1,357,349 $ 1,680,356 $ - $ -
196

Public Works
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
25 Water Fund b
Salaries and Wages $ 5,106,444 $ 5,033,211 $ 5,621,930 $ 5,607,210 $ 5,733,672
Supplies and Expenses 8,782,954 11,538,332 12,286,163 14,869,053 15,515,454
Subtotal $ 13,889,398 $ 16,571,542 $ 17,908,093 $ 20,476,263 $ 21,249,126
27 Resource Recovery and Recycling Fund
Salaries and Wages $ 7,911,002 $ 8,788,175 $ 8,792,339 $ 8,976,991 $ 9,297,739
Supplies and Expenses 10,876,511 11,708,882 12,898,003 12,756,972 12,653,840
Subtotal $ 18,787,512 $ 20,497,057 $ 21,690,342 $ 21,733,963 $ 21,951,579
30 Pier Fund
Salaries and Wages $ 567,973 $ 524,537 $ 599,762 $ 565,094 $ 574,484
Supplies and Expenses 1,218,899 1,296,915 1,442,465 1,301,244 1,331,621
Subtotal $ 1,786,871 $ 1,821,452 $ 2,042,227 $ 1,866,338 $ 1,906,105
31 Wastewater Fund
Salaries and Wages $ 1,812,679 $ 2,018,669 $ 2,268,540 $ 2,297,459 $ 2,355,368
Supplies and Expenses 7,794,614 8,968,354 10,067,208 10,525,172 10,898,105
Subtotal $ 9,607,293 $ 10,987,023 $ 12,335,748 $ 12,822,631 $ 13,253,473
33 Airport Fund
Salaries and Wages $ 353,064 $ 1,249,287 $ 1,386,372 $ 1,402,733 $ 1,446,231
Supplies and Expenses 351,310 3,084,736 3,367,413 2,862,903 2,948,025
Subtotal $ 704,374 $ 4,334,023 $ 4,753,785 $ 4,265,636 $ 4,394,256
37 Cemetery Fund
Salaries and Wages $ 791,217 $ 579,138 $ 495,370 $ 665,429 $ 701,625
Supplies and Expenses 1,455,996 981,287 1,153,397 1,110,114 1,135,249
Subtotal $ 2,247,213 $ 1,560,425 $ 1,648,767 $ 1,775,543 $ 1,836,874
197

Public Works
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
54 Vehicle Management Fund
Salaries and Wages $ 2,868,000 2,812,839 3,114,210 3,118,338 3,220,753
Supplies and Expenses 3,282,049 3,045,588 2,992,989 2,931,535 3,010,276
Subtotal $ 6,150,048 5,858,427 6,107,199 6,049,873 6,231,029
Total All Funds
Salaries and Wages $ 37,461,979 $ 40,060,462 $ 42,661,850 $ 51,386,145 $ 52,891,702
Supplies and Expenses 48,875,458 51,078,508 57,417,847 61,016,134 62,778,860
Total Department $ 86,337,437 $ 91,138,971 $ 100,079,697 $ 112,402,279 $ 115,670,562
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund a
Permanent Positions 176.0 177.0 172.0 242.5 242.5
Temporary Positions 4.1 7.3 7.3 12.6 12.6
Subtotal 180.1 184.3 179.3 255.1 255.1
11 Beach Fund c
Permanent Positions 0.0 0.0 0.0 18.5 18.5
Temporary Positions 0.0 0.0 0.0 16.5 16.5
Subtotal 0.0 0.0 0.0 35.0 35.0
24 Beach House Fund d
Permanent Positions 8.0 8.0 8.0 0.0 0.0
Temporary Positions 4.0 4.0 4.0 0.0 0.0
Subtotal 12.0 12.0 12.0 0.0 0.0
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Public Works
Budget Summary
VARIOUS FUNDS
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
25 Water Fund
Permanent Positions 46.0 46.0 46.0 46.0 46.0
Temporary Positions 0.0 0.0 0.0 0.0 0.0
Subtotal 46.0 46.0 46.0 46.0 46.0
Permanent Positions 84.0 84.0 79.0 79.0 79.0
Temporary Positions 0.2 0.2 0.2 7.7 7.7
Subtotal 84.2 84.2 79.2 86.7 86.7
27 Resource Recovery and Recycling Fund e 199
30 Pier Fund
Permanent Positions 6.0 6.0 6.0 6.0 6.0
Temporary Positions 0.5 0.5 0.5 0.5 0.5
Subtotal 6.5 6.5 6.5 6.5 6.5
31 Wastewater Fund
Permanent Positions 22.0 22.0 22.0 22.0 22.0
Temporary Positions 0.2 0.2 0.2 0.2 0.2
Subtotal 22.2 22.2 22.2 22.2 22.2
33 Airport Fund
Permanent Positions 4.0 4.0 12.0 12.0 12.0
Temporary Positions 0.0 0.0 0.0 0.3 0.3
Subtotal 4.0 4.0 12.0 12.3 12.3
37 Cemetery Fund f
Permanent Positions 11.0 11.0 6.0 6.0 6.0
Temporary Positions 1.1 1.1 1.1 1.1 1.1
Subtotal 12.1 12.1 7.1 7.1 7.1

Public Works
Budget Summary
VARIOUS FUNDS
PERSONNEL
(FULL-TIME EQUIVALENTS) 2010-11
2011-12
2012-13
2013-14
2014-15
Revised
Revised
Revised
Budget
Budget
54 Vehicle Management Fund
Permanent Positions 28.0 28.0 28.0 28.0 28.0
Temporary Positions - - - - -
Subtotal 28.0 28.0 28.0 28.0 28.0
Total All Funds
Permanent Positions 385.0 386.0 379.0 460.0 460.0
Temporary Positions 10.1 13.3 13.3 38.9 38.9
Total Department 395.1 399.3 392.3 498.9 498.9
Footnotes
a. General Fund (01) staffing and accompanying budget increase beginning in FY 2013-14 reflects the transfer of Public
Landscape to Public Works from Community and Cultural Services.
b. Charnock Fund (05) budget decrease and the Water fund (25) budget increase beginning in FY 2013-14 reflects the
Charnock Fund’s consolidation into the Water Fund.
c. Beach Fund (11) staffing and accompanying budget increase beginning in FY 2013-14 reflects Beach Maintenance
operations transfer to Public Works from Community and Cultural Services (under Public Landscape), and the
consolidation of the Beach and Beach House (24) funds.
d. Beach House (24) Fund staffing and accompanying budget decrease beginning in FY 2013-14 reflects the
consolidation of the Beach (11) and Beach House Funds.
e. Resource Recovery and Recycling Fund (27) staffing increase reflects the reallocation of overtime to as-needed staff
to reflect the true cost of on-call positions. There is no net budget impact.
f. In FY 2012-13, the Cemetery reduced staffing by 5.0 FTE to align staffing with operations.
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Big Blue Bus
FY 2013-15 Proposed Biennial Budget
201

Big Blue Bus
Big Blue Bus provides transportation services that
enhance and improve the quality of life for the City’s
residents and visitors. The department provides safe,
efficient, convenient and affordable transportation
to the City and Westside of greater Los Angeles.
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Big Blue Bus
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$44,349,262 $45,979,893
Supplies &
Expenses
20,414,301 20,898,094
TOTAL $64,763,563 $66,877,987
FTE Positions 437.5 437.5
Goals, Objectives and Service Benchmarks
Goal: Deliver safe, reliable, customer focused
and efficient transit services.
Objectives:
Achieve a 74% on-time performance rate on fixed
routes system-wide by June 2015.
Achieve a 90% on-time performance rate on
Dial-a-Ride by June 2014.
Develop Route Performance Standards and set
benchmarks to evaluate the effectiveness and
efficiency of all BBB routes by January 2014.
Provide quarterly analysis to measure
performance.
Increase the miles between road calls to more
than 10,000 by June 2014.
Introduce 58 new buses into service by
January 2014.
Service Benchmarks:
Passengers per revenue vehicle service hour
will be 44 or greater
System-wide subsidy per passenger trip will be
less than $2.00
Farebox recovery ratio will be greater than 23%
Goal: Use BBB technology to enhance service
delivery, improve customer communications and
information about BBB services.
Objectives:
Introduce new fare collection system that will
include Ticket Vending Machine (TVM), mobile
ticketing (fare payment through mobile phone
app) and Smartcards in 2014.
Initiate construction phase of the Bus Stop
Redevelopment Project and install the first five
shelters (including Real Time Signs) by
April 30, 2014.
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Big Blue Bus
Goal: Maximize our resources.
Objectives:
Reduce reliance on unscheduled
overtime through improved attendance
and reduction in the number of lost work
days by June 30, 2014.
Service Benchmarks:
Number of lost work days reduced by
10%
Increase number of modified duty
hours by 20%
Reduce unscheduled overtime by 15%
Goal: Integrate BBB service with Expo
Light Rail.
Objectives:
Develop a comprehensive community
outreach process to introduce the vision
for BBB fixed- route service interfacing with
the Expo Light Rail line to the community
to begin in September 2013 and end by
the opening of Expo Light Rail.
Analyze, revise and update plan to reflect
community input and present to Council
by October 2014.
Goal: Ensure that the BBB system is safe for
customers and employees.
Objectives:
Reduce total vehicle accident rate to no
more than 8 per 100,000 miles by
June 2014.
Correct all safety hazards identified by
Health and Safety Survey and Quarterly
Safety Inspection within 60 days of the
hazard being identified.
Work with Human Resources Department
to implement a Wellness Program for an
8% reduction of total lost work days due to
work related injuries by June 2014 .
Service Benchmarks:
Actual number of accidents by miles
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Service by Division
Transit Executive
Operating Budget: FY 2013-14: $8.8 million FY 2014-15: $9.2 million
Number of FTEs: FY 2013-14: 6.0 FTE FY 2014-15: 6.0 FTE
The Transit Executive Division manages the
Department’s four other divisions: Transit Finance and
Grants, Transit Maintenance, Transit Operations, and
Transit Government and Community Relations.
Responsibilities include: providing direction and
leadership to the Department through strategic
planning, ensuring stable regional funding sources,
developing new services and ensuring operational
efficiency in the delivery of service to BBB customers.
Transit Finance and Grants
Operating Budget: FY 2013-14: $1.5 million FY 2014-15: $1.4 million
Number of FTEs: FY 2013-14: 8.0 FTE FY 2014-15: 8.0 FTE
The Transit Finance and Grants Division is
responsible for the development and
management of the annual operating budget,
multi-year financial plan, capital plan, funding
strategies and grants administration. The Division
also coordinates the completion of financial
audits, compliance audits, operational and
performance audits. The Division handles the
development and submittal of required local,
state and federal compliance documentation
and reporting including Short Range Transit Plan (SRTP), Transportation Improvement
Program (TIP), Transit Performance Measurement Program (TPM), Federal Title VI
compliance and Disadvantaged Business Enterprise Program (DBE). The Division provides
support to the Proposition A, C and Measure R Local Return Programs. Beginning in
FY 2013-14, this division budget includes Proposition A Local Return funds for programs
managed by other departments, budgeted in the Miscellaneous Grants fund. This results in
more efficient Proposition A fund administration. The Division handles reporting of all
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financial information including the State Controller’s report and the Transportation
Development Act (TDA) financial report. It also provides business services support to the
department such as payroll-timekeeping, customer billing, accounts payables,
procurement, petty cash, vault and fare inventory control.
Transit Government and Community Relations
Operating Budget: FY 2013-14: $2.3 million FY 2014-15: $2.4 million
Number of FTEs: FY 2013-14: 14.0 FTE FY 2014-15: 14.0 FTE
The Transit Customer Relations Division is
responsible for:
Marketing, outreach and customer
information;
Media and public relations;
Customer Service and BLUE: The
Transit Store;
Advertising Sales; and
Intergovernmental relationships with
regional partners, funding agencies
and stakeholders in the community.
The Transit Government and Community Relations Division manages all customer service
activities and operates BLUE: The Transit Store. Customer service representatives answer
telephone calls, handle compliments and complaints, oversee lost and found items, sell
merchandise and fare media, and make deliveries to stock information racks and kiosks
across the 51 square mile service area. The Division manages bus advertising, 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. In addition, the Division manages all customer
interfacing aspects of BBB’s bus stops and zones throughout the service area, including bus
stop amenities and public information.
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Transit Maintenance
Operating Budget: FY 2013-14: $11.4 million FY 2014-15: $12.0 million
Number of FTEs: FY 2013-14: 86.1 FTE FY 2014-15: 86.1 FTE
The Transit Maintenance Division is responsible for all fleet,
facility and bus stop maintenance activities including the
maintenance of the Big Blue Bus and Fire Department fleets,
cleaning and fueling buses used in revenue service, inventory
management/control, and the overall maintenance of Big
Blue Bus infrastructure supporting these functions including the
maintenance of 1,100 bus stops throughout the region.
Transit Operations
Operating Budget: FY 2013-14: $40.8 million FY 2014-15: $41.9 million
Number of FTEs: FY 2013-14: 323.4 FTE FY 2014-15: 323.4 FTE
The Transit Operations Division is responsible
for service delivery on 20 routes that provide
public transportation to over 75,000 boarding
customers daily. Transit Operations Division is
responsible for Big Blue Bus service planning,
safety and training for all Big Blue Bus
operations personnel, and support of on-street
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 Operations Division establishes all routes, service schedules, and driver bid
assignments. It also recommends schedule or route adjustments to improve service to
customers. The Transit Operations Division is responsible for program and operational
planning activities including an analysis of system routes and preparation of the Service
Efficiency and Improvement Program, coordination with other City departments on urban
development standards and land use issues related to public transportation. The Division
serves as the central repository of data for various analyses supporting performance metrics
targeting operational efficiencies. The Division handles reporting of non-financial
information including the federal National Transit Database (NTD).
207

Big Blue Bus
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Transit Customer and
Government Relations 2,318,123 2,011,488 2,317,152 2,285,761 2,352,565
Transit Executive a 5,326,901 8,860,174 9,723,954 8,809,860 9,171,569
Transit Finance and
Grants b 1,316,945 1,134,126 1,285,748 1,465,358 1,439,923
Transit Maintenance 10,451,810 9,445,269 12,271,694 11,356,878 11,984,285
Transit Operations 37,706,914 35,379,641 40,324,120 40,845,706 41,929,645
Total Department $ 57,120,693 $ 56,830,699 $ 65,922,668 $ 64,763,563 $ 66,877,987
MAJOR ACCOUNT GROUPS BY FUND
20 Miscellaneous Grants Fund
Supplies and Expenses - 200,000 200,000 443,538 a 358,737
Subtotal $ - $ 200,000 $ 200,000 $ 443,538 $ 358,737
41 Big Blue Bus Fund
Salaries and Wages $ 36,903,368 $ 40,050,212 $ 44,434,262 $ 44,349,262 $ 45,979,893
Supplies and Expenses 20,217,324 16,580,487 21,288,406 19,970,763 20,539,357
Subtotal $ 57,120,693 $ 56,630,699 $ 65,722,668 $ 64,320,025 $ 66,519,250
Total All Funds
Salaries and Wages $ 36,903,368 $ 40,050,212 $ 44,434,262 $ 44,349,262 $ 45,979,893
Supplies and Expenses 20,217,324 16,780,487 21,488,406 20,414,301 20,898,094
Total Department $ 57,120,693 $ 56,830,699 $ 65,922,668 $ 64,763,563 $ 66,877,987
208

Big Blue Bus
Budget Summary
BIG BLUE BUS FUND
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
41 Big Blue Bus Fund
Permanent Positions 413.4 418.7 421.7 422.7 422.7
Temporary Positions 0.3 1.3 1.3 14.8 14.8
Total Department 413.7 420.0 423.0 437.5 c 437.5
Footnotes
a. Transit Executive division budget decrease in FY 2013-14 is due to lower citywide overhead charges, and to staffing
composition changes.
b. Total includes Miscellaneous Grants funds managed by division staff. Beginning in FY 2013-14, includes Proposition A
Local Return funds for approved programs previously budgeted in other city departments.
c. Total personnel increase of 14.5 in FY 2013-14 (1.0 permanent Transit Maintenance Supervisor, 12 As Needed Motor
Coach Operators and 1.5 as needed administrative support) reflects resource alignment to more effectively support
transportation operations. Temporary positions have no net budgetary impact, as they are funded by shifting resources
from supplies and expenses savings.
209

210

Housing & Economic Development
FY 2013-15 Proposed Biennial Budget
211

Housing & Economic Development
The Housing and Economic Development
Department creates affordable housing opportunities
and a sustainable economy in Santa Monica. The
Department is responsible for administering all
affordable housing programs, including affordable
housing development and preservation as well as
rental subsidy programs for low-income households.
The Department is also responsible for administering
the Successor Agency and the wind down of
redevelopment programs and projects, operating
the farmers’ markets, implementing City real estate
transactions, promoting economic sustainability,
serving as liaison to the business districts, and
managing leasing and licensing of City property,
including the Pier.
212

Housing & Economic Development
FY 2013-15 Operating Budget
FY 2013-14 FY 2014-15
Salaries &
Wages
$4,306,752 $4,363,169
Supplies &
Expenses
18,760,829 18,826,519
TOTAL $23,067,581 $23,189,688
FTE Positions 33.8 32.8
Goals, Objectives and Service Benchmarks
Goal: Provide a comprehensive housing program
that allows Santa Monica’s diverse community to
thrive.
Objectives:
Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 100 affordable
apartments prior to June 30, 2014.
Increase the number of new permanent
affordable residences in Santa Monica by
completing construction of 105 additional
affordable apartments prior to June 30, 2015.
Monitor 100% of inclusionary housing units by
July 1, 2013, and maintain 100% monitoring as new
affordable residences are completed.
Increase utilization of the Family Self-Sufficiency
Program by enrolling 10 more families in the
program by June 30, 2015.
Goal: Complete disposition of City-owned
residential properties while ensuring tenant
protections and supporting future affordable
housing activities.
Objectives:
Transition 1616 Ocean Ave by December 31, 2013.
Transition 1122 22nd Street by December 31, 2013.
T r a n s i t i o n 4 1 9 O c e a n A v e n u e b y
December 31, 2014.
Transition Mountain View Mobile Home Park by
June 30, 2015.
213

Housing & Economic Development
Goal: Promote a sustainable local
economy while enhancing Santa
Monica’s quality of life.
Objectives:
Strengthen the City’s support of its
businesses by increasing the number of
organizations and businesses participating
in the Buy Local program by 20% and
increasing collaborative SM Alliance
events and outreach by 10% by
June 30, 2015.
Service Benchmarks:
The number of organizations and
business that participate in Buy Local
annually (from 580 currently to 696)
The number of events completed in
partnership with The Alliance annually
(from 30 currently to 33)
Goal: Implement the community’s vision
for the development of key
transit-oriented development sites and
opportunity sites in the City.
Objectives:
Select a developer for the City-owned
property at 4th Street/Arizona Avenue/5th
Street and recommend City Council
approval to enter into exclusive
negotiations by June 30, 2014.
Select a developer for the City-owned
property at Bergamot Station Arts Center
and recommend City Council approval to
enter into exclusive negotiations by
June 30, 2014.
Select a developer for a contemporary
cinema in the Downtown and negotiate
business terms for City Council
consideration by June 30, 2014.
214

Housing & Economic Development
Service by Division
Administration
Operating Budget: FY 2013-14: $0.8 million FY 2014-15: $0.8 million
Number of FTEs: FY 2013-14: 3.1 FTE FY 2014-15: 3.1 FTE
The Administration 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 overseeing the wind
down of the City’s redevelopment programs.
Management of the various City, federal, and grant
funds that finance the department’s operations
and projects is also coordinated by this division.
Housing
Operating Budget: FY 2013-14: $20.3 million FY 2014-15: $20.4 million
Number of FTEs: FY 2013-14: 20.1 FTE FY 2014-15: 19.1 FTE
The Housing Division analyzes policy and
administers programs which ensure that Santa
Monica preserves and expands housing
opportunities for households with very low, low,
and moderate incomes. The Division's work
load is diverse, including administering tenantbased
rental assistance programs, managing
production and preservation of new affordable
housing, and performing compliance
monitoring 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, service providers, or owners.
215

Housing & Economic Development
Economic Development
Operating Budget: FY 2013-14: $2.0 million FY 2014-15: $2.0 million
Number of FTEs: FY 2013-14: 10.6 FTE FY 2014-15: 10.6 FTE
The Economic Development Division
manages four Farmers' Markets, a Citywide
Buy Local program, and the City's real
estate assets. The Division also acts as
liaison and provides technical support to a
number of business organizations such as
the Santa Monica Alliance, the Santa
Monica Convention and Visitors Bureau,
and four business improvement districts.
Additionally, the Division has leasehold
management responsibility for a variety of
properties throughout the City, including the
Pier. The Division provides technical assistance to City departments in lease negotiation,
property management, and property reuse and development.
216

Housing & Economic Development
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
DIVISION
Direct Costs
Administration a $ 1,750,491 $ 1,700,051 $ 2,232,223 $ 794,960 $ 819,825
Economic Development 1,473,668 1,490,669 1,614,897 1,955,479 2,015,525
Housing 4,147,968 20,552,558 20,465,273 20,317,142 20,354,338
Pier b 1,788,147 101,260 203,998 - -
Total Department $ 9,160,275 $ 23,844,537 $ 24,516,390 $ 23,067,581 $ 23,189,688
MAJOR ACCOUNT GROUPS BY FUND
01 General Fund a
Salaries and Wages $ 4,483,992 $ 3,273,365 $ 3,722,942 $ 2,867,135 $ 2,877,991
Supplies and Expenses 2,846,037 2,702,133 3,278,322 2,057,985 2,115,409
Subtotal $ 7,330,029 $ 5,975,498 $ 7,001,264 $ 4,925,120 $ 4,993,400
12 Housing Fund
Salaries and Wages $ 3,355 $ 1,393,218 $ 1,438,726 $ 1,439,617 $ 1,485,178
Supplies and Expenses - 16,348,675 15,872,402 16,392,844 16,401,110
Subtotal $ 3,355 $ 17,741,893 $ 17,311,128 $ 17,832,461 $ 17,886,288
20 Miscellaneous Grants Fund
Supplies and Expenses 38,744 25,887 - 310,000 310,000
Subtotal $ 38,744 $ 25,887 $ - $ 310,000 $ 310,000
30 Pier Fund b
Salaries and Wages $ 173,364 $ 101,260 $ 203,998 $ - $ -
Supplies and Expenses 1,614,783 - - - -
Subtotal $ 1,788,147 $ 101,260 $ 203,998 $ - $ -
217

Housing & Economic Development
Budget Summary
VARIOUS FUNDS
2012-13
2010-11
2011-12
Revised
2013-14
2014-15
EXPENDITURE CATEGORIES
Actual
Actual
Budget
Budget
Budget
MAJOR ACCOUNT GROUPS BY FUND (continued)
Total All Funds
Salaries and Wages $ 4,660,711 $ 4,767,843 $ 5,365,666 $ 4,306,752 $ 4,363,169
Supplies and Expenses 4,499,564 19,076,694 19,150,724 18,760,829 18,826,519
Total Department $ 9,160,275 $ 23,844,537 $ 24,516,390 $ 23,067,581 $ 23,189,688
PERSONNEL
2010-11
2011-12
2012-13
(FULL-TIME EQUIVALENTS)
Revised
Revised
Revised
2013-14
2014-15
BY FUND
Budget
Budget
Budget
Budget
Budget
01 General Fund
Permanent Positions 40.0 27.0 27.0 20.0 19.0
Temporary Positions 1.4 1.4 0.7 0.7 0.7
Subtotal 41.4 28.4 27.7 20.7 19.7
12 Housing Fund
Permanent Positions 0.0 13.0 13.0 13.0 13.0
Temporary Positions 0.0 0.0 0.1 0.1 0.1
Subtotal 0.0 13.0 13.1 13.1 13.1
Total All Funds
Permanent Positions 40.0 40.0 40.0 33.0 32.0
Temporary Positions 1.4 1.4 0.8 0.8 0.8
Total Department c 41.4 41.4 40.8 33.8 32.8
Footnotes
a. Staffing and accompanying budget decrease in FY 2013-14 reflects changes related to the dissolution of
Redevelopment and represents the new post-Redevelopment baseline expenditure budget.
b. The elimination of the Pier Fund salaries and wages budget for FY 2013-15 reflects a change in the methodology for
charging the Pier Fund directly for staff costs associated with work performed for the Pier Division. These costs will now
be budgeted in the General Fund and reimbursed via an interfund transfer from the Pier Fund to the General Fund.
c. Staffing decrease reflects a total reduction of 8.0 FTE positions as a result of the dissolution of Redevelopment—7.0 FTE
positions in FY 2013-14 and an additional 1.0 FTE position in FY 2014-15.
218

Personnel & Staffing
FY 2013-15 Proposed Biennial Budget

Organizational Structure
219

Summary of Personnel by Fund
Fund/Department/Employee Type
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2013-14
Increase/
(Decrease)
2014-15
Budget
2014-15
Increase/
(Decrease)
TOTAL CITY
GENERAL FUND
Permanent Employees 1,314.7 1,309.4 1,309.6 1,301.5 (8.1) 1,302.0 0.5
Temporary Staffing 135.2 137.3 132.7 141.4 8.7 142.5 1.1
GENERAL FUND Total 1,449.9 1,446.7 1,442.3 1,442.9 0.5 1,444.5 1.6
NON-GENERAL FUND
Permanent Employees 692.4 710.7 698.7 680.2 (18.5) 680.2 -
Temporary Staffing 37.2 33.7 28.3 52.4 24.1 52.4 -
NON-GENERAL FUND Total 729.6 744.4 727.0 732.6 5.6 732.6 -
ALL FUNDS
Permanent Employees 2,007.1 2,020.1 2,008.3 1,981.7 (26.6) 1,982.2 0.5
Pemporary Staffing 172.4 171.0 161.0 193.7 32.7 194.8 1.1
TOTAL PERSONNEL & STAFFING 2,179.5 2,191.1 2,169.3 2,175.4 6.1 2,177.0 1.6
01 - GENERAL FUND
CITY COUNCIL
Permanent Employees 1.6 1.6 1.6 1.0 (0.6) 1.0 -
Temporary Staffing - - - - - - -
CITY MANAGER
Permanent Employees 33.0 36.0 36.0 37.0 1.0 37.0 -
Temporary Staffing 5.2 4.9 5.2 4.9 (0.3) 5.2 0.3
RECORDS AND ELECTION SERVICES
Permanent Employees 13.0 13.0 13.0 13.0 - 13.0 -
Temporary Staffing - - - - - - -
CITY ATTORNEY
Permanent Employees 41.5 41.5 41.5 41.0 (0.5) 41.0 -
Temporary Staffing 0.1 0.1 0.1 0.1 - 0.1 -
FINANCE
Permanent Employees 69.0 71.0 71.0 68.5 (2.5) 68.5 -
Temporary Staffing 2.0 1.0 1.0 2.8 1.8 2.8 -
HUMAN RESOURCES
Permanent Employees 20.5 21.0 22.0 23.0 1.0 23.0 -
Temporary Staffing 0.3 0.3 0.3 0.2 (0.1) 0.2 -
INFORMATION SYSTEMS
Permanent Employees 38.0 40.0 41.0 41.5 0.5 43.0 1.5
Temporary Staffing - - - - - - -
PLANNING AND COMMUNITY DEVELOPMENT
Permanent Employees 104.0 103.0 104.0 105.0 1.0 104.0 (1.0)
Temporary Staffing - - - - - - -
POLICE
Permanent Employees 403.0 403.0 406.0 402.0 (4.0) 403.0 1.0
Temporary Staffing 31.4 31.4 31.4 31.4 - 31.4 -
220

Summary of Personnel by Fund
Fund/Department/Employee Type
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2013-14
Increase/
(Decrease)
2014-15
Budget
2014-15
Increase/
(Decrease)
FIRE
Permanent Employees 127.0 129.0 129.0 129.0 - 129.0 -
Temporary Staffing - - - - - - -
COMMUNITY AND CULTURAL SERVICES
Permanent Employees 179.6 177.8 177.0 105.0 (72.0) 105.0 -
Temporary Staffing 53.1 53.3 49.1 46.9 (2.3) 47.7 0.8
LIBRARY
Permanent Employees 68.5 68.5 68.5 73.0 4.5 73.0 -
Temporary Staffing 37.6 37.6 37.6 41.8 4.2 41.8 -
PUBLIC WORKS
Permanent Employees 176.0 177.0 172.0 242.5 70.5 242.5 -
Temporary Staffing 4.1 7.3 7.3 12.6 5.3 12.6 -
HOUSING AND ECONOMIC DEVELOPMENT
Permanent Employees 40.0 27.0 27.0 20.0 (7.0) 19.0 (1.0)
Temporary Staffing 1.4 1.4 0.7 0.7 - 0.7 -
Fund Summary
Permanent Employees 1314.7 1309.4 1309.6 1301.5 (8.1) 1302.0 0.5
Temporary Staffing 135.2 137.3 132.7 141.4 8.7 142.5 1.1
GENERAL FUND TOTAL 1,449.9 1,446.7 1,442.3 1,442.9 0.5 1,444.5 1.6
11 - BEACH
COMMUNITY AND CULTURAL SERVICES
Permanent Employees 11.0 11.0 11.0 6.0 (5.0) 6.0 -
Temporary Staffing 12.1 12.1 12.1 8.9 (3.3) 8.9 -
PUBLIC WORKS
Permanent Employees - - - 18.5 18.5 18.5 -
Temporary Staffing - - - 16.5 16.5 16.5 -
Fund Summary
Permanent Employees 11.0 11.0 11.0 24.5 13.5 24.5 -
Temporary Staffing 12.1 12.1 12.1 25.4 13.3 25.4 -
11 - BEACH Total 23.1 23.1 23.1 49.9 26.8 49.9 -
12 - HOUSING AUTHORITY
HOUSING AND ECONOMIC DEVELOPMENT
Permanent Employees - 13.0 13.0 13.0 - 13.0 -
Temporary Staffing - - 0.1 0.1 - 0.1 -
Fund Summary
Permanent Employees - 13.0 13.0 13.0 - 13.0 -
Temporary Staffing - - 0.1 0.1 - 0.1 -
12 - HOUSING AUTHORITY Total - 13.0 13.1 13.1 - 13.1 -
221

Summary of Personnel by Fund
Fund/Department/Employee Type
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2013-14
Increase/
(Decrease)
2014-15
Budget
2014-15
Increase/
(Decrease)
24 - BEACH
COMMUNITY AND CULTURAL SERVICES
Permanent Employees 5.0 5.0 5.0 - (5.0) - -
Temporary Staffing 6.5 6.5 6.5 - (6.5) - -
PUBLIC WORKS
Permanent Employees 8.0 8.0 8.0 - (8.0) - -
Temporary Staffing 4.0 4.0 4.0 - (4.0) - -
Fund Summary
Permanent Employees 13.0 13.0 13.0 - (13.0) - -
Temporary Staffing 10.5 10.5 10.5 - (10.5) - -
24 - BEACH Total 23.5 23.5 23.5 - (23.5) - -
25 - WATER
PUBLIC WORKS
Permanent Employees 46.0 46.0 46.0 46.0 - 46.0 -
Temporary Staffing - - - - - - -
Fund Summary
Permanent Employees 46.0 46.0 46.0 46.0 - 46.0 -
Temporary Staffing - - - - - - -
25 - WATER Total 46.0 46.0 46.0 46.0 - 46.0 -
27 - SOLID WASTE MANAGEMENT
PUBLIC WORKS
Permanent Employees 84.0 84.0 79.0 79.0 - 79.0 -
Temporary Staffing 0.2 0.2 0.2 7.7 7.5 7.7 -
Fund Summary
Permanent Employees 84.0 84.0 79.0 79.0 - 79.0 -
Temporary Staffing 0.2 0.2 0.2 7.7 7.5 7.7 -
27 - SOLID WASTE MANAGEMENT Total 84.2 84.2 79.2 86.7 7.5 86.7 -
30 - PIER
CITY MANAGER
Permanent Employees - - 2.0 2.0 - 2.0 -
Temporary Staffing - - - - - - -
POLICE
Permanent Employees 6.0 7.0 7.0 7.0 - 7.0 -
Temporary Staffing 3.7 2.3 2.3 2.3 - 2.3 -
PUBLIC WORKS
Permanent Employees 6.0 6.0 6.0 6.0 - 6.0 -
Temporary Staffing 0.5 0.5 0.5 0.5 - 0.5 -
Fund Summary
Permanent Employees 12.0 13.0 15.0 15.0 - 15.0 -
Temporary Staffing 4.2 2.8 2.8 2.8 - 2.8 -
30 - PIER Total 16.2 15.8 17.8 17.8 - 17.8 -
222

Summary of Personnel by Fund
Fund/Department/Employee Type
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2013-14
Increase/
(Decrease)
2014-15
Budget
2014-15
Increase/
(Decrease)
31 - WASTEWATER
PUBLIC WORKS
Permanent Employees 22.0 22.0 22.0 22.0 - 22.0 -
Temporary Staffing 0.2 0.2 0.2 0.2 - 0.2 -
Fund Summary
Permanent Employees 22.0 22.0 22.0 22.0 - 22.0 -
Temporary Staffing 0.2 0.2 0.2 0.2 - 0.2 -
31 - WASTEWATER Total 22.2 22.2 22.2 22.2 - 22.2 -
32 - CIVIC AUDITORIUM
COMMUNITY AND CULTURAL SERVICES
Permanent Employees 26.0 25.0 20.0 - (20.0) - -
Temporary Staffing 8.4 5.3 - - - - -
Fund Summary
Permanent Employees 26.0 25.0 20.0 - (20.0) - -
Temporary Staffing 8.4 5.3 - - - - -
32 - CIVIC AUDITORIUM Total 34.4 30.3 20.0 - (20.0) - -
33 - AIRPORT
CITY MANAGER
Permanent Employees 8.0 8.0 - - - - -
Temporary Staffing 0.2 0.2 - - - - -
PUBLIC WORKS
Permanent Employees 4.0 4.0 12.0 12.0 - 12.0 -
Temporary Staffing - - - 0.3 0.3 0.3 -
Fund Summary
Permanent Employees 12.0 12.0 12.0 12.0 - 12.0 -
Temporary Staffing 0.2 0.2 - 0.3 0.3 0.3 -
33 - AIRPORT Total 12.2 12.2 12.0 12.3 0.3 12.3 -
37 - CEMETERY
PUBLIC WORKS
Permanent Employees 11.0 11.0 6.0 6.0 - 6.0 -
Temporary Staffing 1.1 1.1 1.1 1.1 - 1.1 -
Fund Summary
Permanent Employees 11.0 11.0 6.0 6.0 - 6.0 -
Temporary Staffing 1.1 1.1 1.1 1.1 - 1.1 -
37 - CEMETERY Total 12.1 12.1 7.1 7.1 - 7.1 -
223

Summary of Personnel by Fund
Fund/Department/Employee Type
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2013-14
Increase/
(Decrease)
2014-15
Budget
2014-15
Increase/
(Decrease)
41 - BIG BLUE BUS
BIG BLUE BUS
Permanent Employees 413.4 418.7 421.7 422.7 1.0 422.7 -
Temporary Staffing 0.3 1.3 1.3 14.8 13.5 14.8 -
Fund Summary
Permanent Employees 413.4 418.7 421.7 422.7 1.0 422.7 -
Temporary Staffing 0.3 1.3 1.3 14.8 13.5 14.8 -
41 - BIG BLUE BUS Total 413.7 420.0 423.0 437.5 14.5 437.5 -
54 - VEHICLE MANAGEMENT
PUBLIC WORKS
Permanent Employees 28.0 28.0 28.0 28.0 - 28.0 -
Temporary Staffing - - - - - - -
Fund Summary
Permanent Employees 28.0 28.0 28.0 28.0 - 28.0 -
Temporary Staffing - - - - - - -
54 - VEHICLE MANAGEMENT Total 28.0 28.0 28.0 28.0 - 28.0 -
58 - RISK MANAGEMENT ADMINISTRATION
FINANCE
Permanent Employees 14.0 14.0 12.0 12.0 - 12.0 -
Temporary Staffing - - - - - - -
Fund Summary
Permanent Employees 14.0 14.0 12.0 12.0 - 12.0 -
Temporary Staffing - - - - - - -
58 - RISK MANAGEMENT ADMIN Total 14.0 14.0 12.0 12.0 - 12.0 -
NON-GENERAL FUNDS SUMMARY
Permanent Employees 692.4 710.7 698.7 680.2 (18.5) 680.2 -
Temporary Staffing 37.2 33.7 28.3 52.4 24.1 52.4 -
NON-GENERAL FUNDS TOTAL 729.6 744.4 727.0 732.6 5.6 732.6 -
224

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
CITY COUNCIL
City Council - 01201
Council Office Administrator 1.0 1.0 1.0 1.0 1.0
Executive Assistant 0.6 0.6 0.6 - -
Division Summary
Permanent Employees 1.6 1.6 1.6 1.0 1.0
Temporary Staffing - - - - -
City Council - 01201 Total 1.6 1.6 1.6 1.0 1.0
Department Summary
Permanent Employees 1.6 1.6 1.6 1.0 1.0
Temporary Staffing - - - - -
CITY COUNCIL Total 1.6 1.6 1.6 1.0 1.0
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
Internal Audit Manager - - - 1.0 1.0
Assistant to the City Manager 2.0 2.0 2.0 1.0 1.0
City Hall Receptionist 1.0 1.0 1.0 1.0 1.0
Office Manager to the City Manager 1.0 1.0 1.0 1.0 1.0
Pr Admin Analyst-City Mgr Off - - - 1.0 1.0
Administrative Assistant - City Manager's Office 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant - City Manager's Office - - - 1.0 1.0
Division Summary
Permanent Employees 7.0 7.0 7.0 9.0 9.0
Temporary Staffing 0.2 0.2 0.2 0.2 0.2
Administration - 01202 Total 7.2 7.2 7.2 9.2 9.2
Airport - 33203
Airport Services Director 1.0 1.0 - - -
Airport Administrator 1.0 1.0 - - -
Airport Operations Administrator 1.0 1.0 - - -
Airport Noise/Operations Specialist 2.0 2.0 - - -
Business Assistant 2.0 2.0 - - -
Staff Assistant III 1.0 1.0 - - -
Division Summary
Permanent Employees 8.0 8.0 - - -
Temporary Staffing 0.2 0.2 - - -
Airport - 33203 Total 8.2 8.2 - - -
Community and Government Relations - 01207
Deputy City Manager, Special Projects - - 1.0 1.0 1.0
Assistant to the City Manager 1.0 1.0 - - -
Cable TV and Public Information Manager 1.0 1.0 1.0 1.0 1.0
225

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Cable TV Programming Specialist 1.0 1.0 1.0 1.0 1.0
Community Relations Coordinator 1.0 1.0 1.0 1.0 1.0
Public Information Coordinator 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Video Production Coordinator 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 4.7 4.4 4.7 4.4 4.7
Community and Government Relations - 01207 Total 13.7 13.4 13.7 13.4 13.7
Office of Pier Management - 30209
Pier Manager - - 1.0 1.0 1.0
Staff Assistant III - - 1.0 1.0 1.0
Division Summary
Permanent Employees - - 2.0 2.0 2.0
Temporary Staffing - - - - -
Office of Pier Management - 30209 Total - - 2.0 2.0 2.0
Office of Sustainability and the Environment - 01226
Environmental Programs Manager 1.0 1.0 1.0 1.0 1.0
Energy and Green Buildings Program Administrator 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant - Environmental Programs 1.0 1.0 1.0 1.0 1.0
Energy Efficiency Engineer 1.0 1.0 1.0 1.0 1.0
Environmental Outreach Coordinator 1.0 1.0 1.0 1.0 1.0
Environmental Programs Analyst-Sustainable City 2.0 2.0 2.0 2.0 2.0
Green Buildings Program Advisor 1.0 1.0 1.0 1.0 1.0
Hazardous Materials Specialist 1.0 1.0 - - -
Hazardous Materials Technician 1.0 1.0 1.0 1.0 1.0
Principal Environmental Analyst 1.0 1.0 1.0 1.0 1.0
Project Support Assistant 1.0 1.0 1.0 1.0 1.0
Recycling Assistant - - 1.0 1.0 1.0
Senior Administrative Analyst - Urban Runoff 1.0 1.0 1.0 1.0 1.0
Senior Environmental Analyst - Hazardous Materials 1.0 1.0 1.0 1.0 1.0
Water Resources Specialist 3.0 3.0 3.0 2.0 2.0
Division Summary
Permanent Employees 17.0 17.0 17.0 16.0 16.0
Temporary Staffing 0.3 0.3 0.3 0.3 0.3
Office of Sustainability and the Environment - 01226 Total 17.3 17.3 17.3 16.3 16.3
226

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Office of Emergency Management - 01227
Emergency Services Manager - 1.0 1.0 1.0 1.0
Administrative Staff Assistant - 1.0 1.0 1.0 1.0
Emergency Services Coordinator - 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees - 3.0 3.0 3.0 3.0
Temporary Staffing - - - - -
Office of Emergency Management - 01227 Total - 3.0 3.0 3.0 3.0
Department Summary
Permanent Employees 41.0 44.0 38.0 39.0 39.0
Temporary Staffing 5.4 5.1 5.2 4.9 5.2
CITY MANAGER Total 46.4 49.1 43.2 43.9 44.2
RECORDS AND ELECTION SERVICES
Administration - 01211
Director of Records and Election Services (City Clerk) 1.0 1.0 1.0 1.0 1.0
Asst Director of Records and Elections (Asst. Clerk) 1.0 1.0 1.0 1.0 1.0
Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Records Management Assistant 1.0 1.0 1.0 1.0 1.0
Records Management Coordinator 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 2.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 8.0 8.0 8.0 8.0 8.0
Temporary Staffing - - - - -
Administration - 01211 Total 8.0 8.0 8.0 8.0 8.0
Support Services - 01214
Support Services Supervisor 1.0 1.0 1.0 1.0 1.0
Mail Courier 2.0 2.0 2.0 2.0 2.0
Reprographic Specialist II 2.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 5.0 5.0 5.0 5.0 5.0
Temporary Staffing - - - - -
Support Services - 01214 Total 5.0 5.0 5.0 5.0 5.0
Department Summary
Permanent Employees 13.0 13.0 13.0 13.0 13.0
Temporary Staffing - - - - -
RECORDS AND ELECTION SERVICES Total 13.0 13.0 13.0 13.0 13.0
CITY ATTORNEY
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 22.5 22.5 22.5 22.5 22.5
227

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Administrative Analyst - CAO - - 1.0 1.0 1.0
Consumer Affairs Specialist 1.0 1.0 1.0 1.0 1.0
Investigator - Consumer Unit 1.0 1.0 1.0 1.0 1.0
Investigator - Criminal Division 1.0 1.0 1.0 1.0 1.0
Legal Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
Legal Assistant 4.0 4.0 4.0 4.0 4.0
Legal Secretary 4.0 4.0 4.0 3.0 3.0
Office Administrator 1.0 1.0 1.0 1.0 1.0
Paralegal 1.0 1.0 1.0 1.0 1.0
Receptionist 1.0 1.0 1.0 1.0 1.0
Staff Assistant - CAO 2.0 2.0 1.0 1.5 1.5
Division Summary
Permanent Employees 41.5 41.5 41.5 41.0 41.0
Temporary Staffing 0.1 0.1 0.1 0.1 0.1
City Attorney - 01231 Total 41.6 41.6 41.6 41.1 41.1
Department Summary
Permanent Employees 41.5 41.5 41.5 41.0 41.0
Temporary Staffing 0.1 0.1 0.1 0.1 0.1
CITY ATTORNEY Total 41.6 41.6 41.6 41.1 41.1
FINANCE
Administration - 01221
Director of Finance/City Treasurer 1.0 1.0 1.0 1.0 1.0
Assistant City Treasurer - - 1.0 1.0 1.0
Assistant Director of Finance 1.0 1.0 1.0 1.0 1.0
Purchasing Services Manager - 1.0 1.0 1.0 1.0
Budget Administrator 1.0 1.0 - - -
Purchasing Administrator 1.0 - - - -
Assistant Administrative Analyst - - 1.0 - -
Buyer 1.0 1.0 1.0 1.0 1.0
Contracts Coordinator - 1.0 1.0 1.0 1.0
Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Fiscal Staff Assistant III - - - 1.0 1.0
Principal Budget Analyst 2.0 2.0 - - -
Revenue Operations Assistant II - - 1.0 2.5 2.5
Senior Administrative Analyst - - - 1.0 1.0
Senior Budget Analyst 1.0 2.0 - - -
Senior Buyer 2.0 2.0 2.0 2.0 2.0
Senior Revenue Operations Assistant - - 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 - -
Division Summary
Permanent Employees 12.0 14.0 13.0 14.5 14.5
Temporary Staffing - - - - -
Administration - 01221 Total 12.0 14.0 13.0 14.5 14.5
228

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Budget - 01208
Budget Manager - - 1.0 1.0 1.0
Asst Admin Analyst - - - 1.0 1.0
Principal Budget Analyst - - 1.0 1.0 1.0
Senior Budget Analyst - - 3.0 2.0 2.0
Division Summary
Permanent Employees - - 5.0 5.0 5.0
Temporary Staffing - - - - -
Budget - 01208 Total - - 5.0 5.0 5.0
Financial Operations - 01222
Financial Operations Manager 1.0 1.0 1.0 1.0 1.0
Payroll Administrator - - 1.0 1.0 1.0
Accounts Payable Supervisor - - - 1.0 1.0
Disbursements Supervisor 1.0 1.0 1.0 - -
Financial Reporting Supervisor 2.0 2.0 2.0 2.0 2.0
Payroll Supervisor 1.0 1.0 - - -
Accountant I 2.0 2.0 2.0 2.0 2.0
Accountant II 3.0 3.0 3.0 3.0 3.0
Financial Systems Analyst - - 1.0 1.0 1.0
Financial Systems Development Coordinator 1.0 1.0 1.0 1.0 1.0
Fiscal Staff Assistant II 3.0 3.0 3.0 3.0 3.0
Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Payroll Analyst - - 1.0 1.0 1.0
Payroll Specialist - - 2.0 2.0 2.0
Payroll Technician 2.0 2.0 - - -
Senior Accountant 2.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 19.0 19.0 21.0 21.0 21.0
Temporary Staffing - - - - -
Financial Operations - 01222 Total 19.0 19.0 21.0 21.0 21.0
Business and Revenue Operations - 01224
Business and Revenue Operations Manager 1.0 1.0 1.0 1.0 1.0
Business License Supervisor 1.0 1.0 1.0 1.0 1.0
Revenue Collections Supervisor 1.0 1.0 1.0 1.0 1.0
Revenue Operations Supervisor 1.0 - - - -
Treasury Supervisor 1.0 1.0 - - -
Utilities Billing Supervisor 1.0 1.0 1.0 1.0 1.0
Accountant - Collections 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
Business License Inspector 1.0 1.0 - - -
Revenue Collections Assistant 4.5 4.5 4.5 3.0 3.0
Revenue Operations Analyst 1.0 1.0 1.0 1.0 1.0
Revenue Operations Assistant II 6.5 6.5 5.5 4.0 4.0
Senior Administrative Analyst - 1.0 1.0 1.0 1.0
Senior Revenue Collections Assistant 1.0 1.0 1.0 1.0 1.0
229

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Senior Revenue Operations Assistant 1.0 1.0 - - -
Staff Assistant III - 1.0 1.0 1.0 1.0
Taxi Franchise Program Coordinator 1.0 1.0 - - -
Utilities Billing Specialist 3.0 3.0 3.0 3.0 3.0
Division Summary
Permanent Employees 27.0 28.0 23.0 20.0 20.0
Temporary Staffing 2.0 1.0 1.0 2.8 2.8
Business and Revenue Operations - 01224 Total 29.0 29.0 24.0 22.8 22.8
Parking Operations - 01225
Parking Administrator - - 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Parking Coordinator 1.0 1.0 - - -
Parking Operations Specialist 2.0 2.0 2.0 2.0 2.0
Parking Permit Assistant 2.0 2.0 2.0 2.0 2.0
Revenue Operations Assistant I 1.0 1.0 1.0 1.0 1.0
Transportation Planning Associate 1.0 - - - -
Division Summary
Permanent Employees 9.0 8.0 8.0 8.0 8.0
Temporary Staffing - - - - -
Parking Operations - 01225 Total 9.0 8.0 8.0 8.0 8.0
Internal Audit - 01228
Internal Audit Manager 1.0 1.0 1.0 - -
Senior Internal Auditor 1.0 1.0 - - -
Division Summary
Permanent Employees 2.0 2.0 1.0 - -
Temporary Staffing - - - - -
Internal Audit - 01228 Total 2.0 2.0 1.0 - -
Risk Management - 58229
Risk Manager 1.0 1.0 1.0 1.0 1.0
Liability Claims Administrator 1.0 1.0 - - -
Workers' Compensation Administrator 1.0 1.0 1.0 1.0 1.0
Risk Control Officer 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
Liability Claims Adjuster 1.0 1.0 1.0 1.0 1.0
Risk Management Claims Technician 1.0 1.0 1.0 1.0 1.0
Senior Workers' Compensation Claims Examiner 1.0 1.0 - - -
Staff Assistant II 2.0 2.0 - - -
Staff Assistant III 1.0 1.0 2.0 2.0 2.0
Supervising Workers' Compensation Claims Examiner - - 1.0 1.0 1.0
Workers' Compensation Claims Examiner 1.0 1.0 2.0 2.0 2.0
230

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Workers' Compensation Claims Specialist 1.0 1.0 - - -
Workers' Compensation Claims Technician 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 14.0 14.0 12.0 12.0 12.0
Temporary Staffing - - - - -
Risk Management - 58229 Total 14.0 14.0 12.0 12.0 12.0
Department Summary
Permanent Employees 83.0 85.0 83.0 80.5 80.5
Temporary Staffing 2.0 1.0 1.0 2.8 2.8
FINANCE Total 85.0 86.0 84.0 83.3 83.3
HUMAN RESOURCES
Administrative Services - 01250
Director of Human Resources 1.0 1.0 1.0 1.0 1.0
Administrative Analyst - HR 1.0 1.0 1.0 - -
Executive Admin Asst - - - 1.0 1.0
Human Resources Staff Assistant 1.0 1.0 1.0 - -
Human Resrcs Sys/Employer-Employee Rltns Analyst 1.0 1.0 - - -
Staff Assistant II - - - 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 - -
Division Summary
Permanent Employees 5.0 5.0 4.0 3.0 3.0
Temporary Staffing 0.3 0.3 0.3 0.2 0.2
Administrative Services - 01250 Total 5.3 5.3 4.3 3.2 3.2
Employment and Organizational Development - 01251
Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Organizational Development and Training Administrator - - 1.0 1.0 1.0
Human Resources Analyst 3.0 3.0 3.0 3.0 3.0
Human Resources Specialist 1.0 1.0 1.0 1.0 1.0
Human Resources Technician 2.0 2.0 2.0 2.0 2.0
Senior Human Resources Analyst 1.0 1.0 1.0 1.0 1.0
Staff Assistant III - - - 1.0 1.0
Division Summary
Permanent Employees 8.0 8.0 9.0 10.0 10.0
Temporary Staffing - - - - -
Employment and Organizational Development - 01251 Total 8.0 8.0 9.0 10.0 10.0
Employee Relations and Benefits - 01252
Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant - HR 1.5 1.0 1.0 - -
Employee Benefits Technician 2.0 2.0 2.0 2.0 2.0
Human Resources Analyst - 1.0 1.0 1.0 1.0
Human Resources Assistant 1.0 1.0 1.0 1.0 1.0
Human Resrcs Sys/Employer-Employee Rltns Analyst - - 1.0 1.0 1.0
Senior Human Resources Analyst 1.0 1.0 1.0 2.0 2.0
231

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Senior Human Resources Analyst-Labor/Empl Rltns 1.0 1.0 1.0 1.0 1.0
Staff Assistant III - - - 1.0 1.0
Division Summary
Permanent Employees 7.5 8.0 9.0 10.0 10.0
Temporary Staffing - - - - -
Employee Relations and Benefits - 01252 Total 7.5 8.0 9.0 10.0 10.0
Permanent Employees 20.5 21.0 22.0 23.0 23.0
Temporary Staffing 0.3 0.3 0.3 0.2 0.2
HUMAN RESOURCES Total 20.8 21.3 22.3 23.2 23.2
INFORMATION SYSTEMS
Administration - 01243
Chief Information Officer 1.0 1.0 1.0 1.0 1.0
Administrative Analyst - ISD - - - 1.0 1.0
Administrative Staff Assistant - - - 1.0 1.0
Principal Administrative Analyst - ISD - - - 1.0 1.0
Senior Administrative Analyst - 1.0 1.0 - -
Senior Administrative Analyst-Information Systems 2.0 1.0 - - -
Division Summary
Permanent Employees 3.0 3.0 2.0 4.0 4.0
Temporary Staffing - - - - -
Administration - 01243 Total 3.0 3.0 2.0 4.0 4.0
Systems and Networks - 01244
Systems and Network Manager 1.0 1.0 1.0 1.0 1.0
Systems Administrator 3.0 3.0 3.0 3.0 3.0
Communications Engineer 2.0 2.0 2.0 2.0 2.0
Computer Services Specialist 5.0 - - - -
Computer Support Specialist - - 1.0 1.0 1.0
Lead Systems Analyst-Library Systems - - 1.0 1.0 1.0
Network Architect - - - 1.0 1.0
Network Engineer 2.0 2.0 2.0 1.0 1.0
Systems Analyst-Library Systems 1.0 1.0 - - -
Systems Policy Engineer - 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 14.0 10.0 11.0 11.0 11.0
Temporary Staffing - - - - -
Systems and Networks - 01244 Total 14.0 10.0 11.0 11.0 11.0
Software Systems - 01245
Software Systems Manager 1.0 1.0 1.0 1.0 1.0
Database Administrator 2.0 2.0 - - -
GIS Analyst 1.0 - - - -
GIS Program Coordinator 1.0 - - - -
GIS Technician 1.0 - - - -
Internet Applications Analyst 1.0 - - - -
232

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Internet Systems Coordinator 1.0 - - - -
Lead Systems Analyst - ERP - - - 1.0 1.0
Lead Systems Analyst - Public Safety 1.0 1.0 1.0 1.0 1.0
Lead Systems Analyst - Water Resources - 1.0 1.0 1.0 1.0
Software Systems Analyst - ERP - - 1.0 - -
Software Systems Analyst - HR/Payroll 1.0 1.0 - - -
Software Systems Analyst - Transit 1.0 1.0 1.0 - -
Software Systems Analyst - Water Resources - 1.0 1.0 1.0 1.0
Systems Analyst 1.0 1.0 1.0 1.0 1.0
Systems Analyst - Permitting Systems 1.0 1.0 1.0 1.0 1.0
Systems Analyst - Public Safety 1.0 1.0 1.0 1.0 1.0
Systems Analyst - Share Point - - 1.0 - -
Systems Analyst - Transit Systems 1.0 1.0 1.0 2.0 2.0
Systems Analyst - Utilities 1.0 - - - -
Systems Analyst-Library Systems - - 1.0 - -
Division Summary
Permanent Employees 16.0 12.0 12.0 10.0 10.0
Temporary Staffing - - - - -
Software Systems - 01245 Total 16.0 12.0 12.0 10.0 10.0
Support Services - 01246
Support Services Manager - 1.0 1.0 1.0 1.0
Administrative Analyst - ISD - - 1.0 - -
Administrative Staff Assistant - 1.0 1.0 - -
Computer Services Specialist - 4.0 - - -
Computer Support Specialist - - 4.0 2.0 2.0
Computer Support Technician I - - - 2.0 2.0
Computer Support Technician II - - - 0.5 1.0
Helpdesk Coordinator 1.0 1.0 - - -
Senior Computer Support Specialist 1.0 1.0 - - -
Staff Assistant III 1.0 - - - -
Support Services Analyst - - 1.0 1.0 1.0
Support Services Coordinator 1.0 - - - -
Support Services Technician 1.0 1.0 - - -
Division Summary
Permanent Employees 5.0 9.0 8.0 6.5 7.0
Temporary Staffing - - - - -
Support Services - 01246 Total 5.0 9.0 8.0 6.5 7.0
Web Development - 01247
Web Development Manager - 1.0 1.0 1.0 1.0
GIS Systems Analyst - 1.0 1.0 1.0 1.0
Internet Developer - 2.0 - - -
Internet Developer - GIS - 1.0 - - -
Internet Systems Analyst - 1.0 1.0 1.0 1.0
233

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Systems Analyst - Share Point - - - 1.0 1.0
Web Developer - - 3.0 3.0 3.0
Division Summary
Permanent Employees - 6.0 6.0 7.0 7.0
Temporary Staffing - - - - -
Web Development - 01247 Total - 6.0 6.0 7.0 7.0
Community Broadband - 01248
Broadband Program Administrator - - 1.0 1.0 -
Broadband Program Analyst - - 1.0 1.0 1.0
Broadband Program Manager - - - - 1.0
Network Construction Assistant - - - - 1.0
Network Engineer - - - 1.0 1.0
Division Summary
Permanent Employees - - 2.0 3.0 4.0
Temporary Staffing - - - - -
Community Broadband - 01248 Total - - 2.0 3.0 4.0
Department Summary
Permanent Employees 38.0 40.0 41.0 41.5 43.0
Temporary Staffing - - - - -
INFORMATION SYSTEMS Total 38.0 40.0 41.0 41.5 43.0
PLANNING AND COMMUNITY DEVELOPMENT
Administration - 01265
Transportation Demand Program Manager 1.0 1.0 - - -
Deputy Director - Special Projects 2.0 2.0 1.0 1.0 1.0
Director of Planning and Community Development 1.0 1.0 1.0 1.0 1.0
Assistant Director of Planning and Community Dvlpmt 1.0 1.0 1.0 1.0 1.0
Special Projects Manager 1.0 1.0 - - -
City Traffic Engineer - 1.0 - - -
Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Pr Planning & Cmty Dev Analyst - - 1.0 1.0 1.0
Principal Transportation Engineer 1.0 - - - -
Senior Administrative Analyst 1.0 1.0 - - -
Special Projects Engineer 1.0 1.0 - - -
Transportation Engineer 2.0 2.0 - - -
Transportation Management Coordinator 1.0 1.0 - - -
Transportation Management Specialist 1.0 1.0 - - -
Division Summary
Permanent Employees 14.0 14.0 5.0 5.0 5.0
Temporary Staffing - - - - -
Administration - 01265 Total 14.0 14.0 5.0 5.0 5.0
City Planning/Development Review - 01266
Planning Manager 1.0 1.0 1.0 1.0 1.0
Special Projects Manager - - 1.0 1.0 1.0
234

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Assistant Planner 1.0 1.0 1.0 1.0 1.0
Associate Planner 8.0 8.0 8.0 8.0 8.0
City Planning Division Assistant 1.0 1.0 1.0 1.0 1.0
City Planning Staff Assistant 2.0 2.0 1.0 1.0 1.0
Principal Planner 2.0 2.0 2.0 2.0 2.0
Principal Urban Designer 1.0 1.0 1.0 1.0 1.0
Senior Planner 3.0 3.0 3.0 3.0 3.0
Staff Assistant III 2.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 21.0 21.0 21.0 21.0 21.0
Temporary Staffing - - - - -
City Planning/Development Review - 01266 Total 21.0 21.0 21.0 21.0 21.0
Strategic and Transportation Planning - 01267
Deputy Director - Special Projects - - 1.0 1.0 1.0
Community and Strategic Planning Manager 1.0 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Administrative Analyst - Transportation Mgmt 1.0 1.0 - - -
Associate Planner 1.0 1.0 1.0 1.0 1.0
Environmental Planner 1.0 1.0 1.0 1.0 1.0
Principal Planner 1.0 1.0 1.0 1.0 1.0
Principal Transportation Planner 1.0 1.0 1.0 1.0 1.0
Senior Planner 3.0 3.0 3.0 3.0 3.0
Senior Transportation Planner 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 2.0 2.0 1.5 1.0 1.0
Transportation Planning Assistant - - 1.0 1.0 1.0
Transportation Planning Associate 2.0 2.0 2.0 2.0 2.0
Transportation Planning Technician 1.0 1.0 - - -
Division Summary
Permanent Employees 16.0 16.0 15.5 15.0 15.0
Temporary Staffing - - - - -
Strategic and Transportation Planning - 01267 Total 16.0 16.0 15.5 15.0 15.0
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
Code Compliance Administrator 1.0 - - - -
Lead Code Compliance Officer 2.0 - - - -
Code Compliance Officer I/II 8.0 - - - -
Building and Safety Supervisor 1.0 1.0 1.0 1.0 1.0
Inspection Supervisor 1.0 1.0 1.0 1.0 1.0
Plan Check Supervisor 1.0 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 - -
Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
Assistant Plan Check Engineer - 1.0 1.0 1.0 1.0
Building and Safety Permit Specialist I/II 10.0 7.0 7.0 7.0 7.0
Building Project Engineer - 1.0 1.0 1.0 1.0
235

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Combination Building Inspector I/II/III 12.0 12.0 12.0 10.0 10.0
Lead Building and Safety Permit Specialist 1.0 1.0 1.0 - -
Lead Combination Building Inspector 1.0 1.0 1.0 1.0 1.0
Plans Examiner I/II/III - Electrical 1.0 1.0 1.0 1.0 1.0
Plans Examiner I/II/III - Mechanical/Plumbing 1.0 1.0 1.0 1.0 1.0
Principal Plan Check Engineer 2.0 1.0 1.0 1.0 1.0
Revenue Operations Assistant II - - 1.0 1.0 1.0
Senior Admin Analyst - - - 1.0 1.0
Senior Plan Check Engineer 3.0 3.0 3.0 3.0 3.0
Staff Assistant II - - - 1.0 -
Division Summary
Permanent Employees 49.0 36.0 37.0 35.0 34.0
Temporary Staffing - - - - -
Building and Safety - 01321 Total 49.0 36.0 37.0 35.0 34.0
Code Compliance - 01322
Code Compliance Manager - 1.0 1.0 1.0 1.0
Code Compliance Supervisor - - - 1.0 1.0
Lead Code Compliance Officer - 2.0 2.0 2.0 2.0
Code Compliance Officer I/II - 7.0 7.0 7.0 7.0
Administrative Staff Assistant - - - 1.0 1.0
Building and Safety Permit Specialist I/II - 2.0 2.0 2.0 2.0
Business License Inspector - - 1.0 1.0 1.0
Staff Assistant II - - - 1.0 1.0
Division Summary
Permanent Employees - 12.0 13.0 16.0 16.0
Temporary Staffing - - - - -
Code Compliance - 01322 Total - 12.0 13.0 16.0 16.0
Transportation Engineering and Management - 01416
Transportation Demand Program Manager - - 1.0 1.0 1.0
Traffic Operations Supervisor 1.0 1.0 - - -
Traffic Signal Supervisor - - 1.0 1.0 1.0
City Traffic Engineer - - 1.0 1.0 1.0
Lead Traffic Signal Technician 1.0 1.0 1.0 1.0 1.0
Special Projects Engineer - - 1.0 1.0 1.0
Staff Assistant III - - 0.5 1.0 1.0
Traffic Signal Technician 2.0 2.0 2.0 2.0 2.0
Transportation Engineer - - 2.0 2.0 2.0
Transportation Management Coordinator - - 1.0 1.0 1.0
236

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Transportation Management Specialist - - 1.0 1.0 1.0
Transportation Planning Technician - - 1.0 1.0 1.0
Division Summary
Permanent Employees 4.0 4.0 12.5 13.0 13.0
Temporary Staffing - - - - -
Transportation Engineering and Management - 01416 Total 4.0 4.0 12.5 13.0 13.0
Department Summary
Permanent Employees 104.0 103.0 104.0 105.0 104.0
Temporary Staffing - - - - -
PLANNING AND COMMUNITY DEVELOPMENT Total 104.0 103.0 104.0 105.0 104.0
POLICE
Administrative Services - 01304
Police Lieutenant 3.0 3.0 3.0 2.0 2.0
Police Sergeant 5.0 5.0 5.0 5.0 5.0
Police Officer 6.0 6.0 6.0 7.0 7.0
Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0
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
CLETS Supervisor 1.0 1.0 1.0 1.0 1.0
Jail Management Supervisor 1.0 1.0 1.0 1.0 1.0
Police Records Supervisor 3.0 3.0 3.0 3.0 3.0
Property/Evidence Supervisor 1.0 1.0 1.0 1.0 1.0
Assistant to the Chief of Police 1.0 1.0 1.0 - -
Crime Prevention Coordinator 3.0 3.0 3.0 3.0 3.0
Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Jail Services Attendant 2.0 2.0 2.0 2.0 2.0
Jailer 14.0 12.0 12.0 12.0 12.0
Lead Crime Prevention Coordinator 1.0 1.0 1.0 1.0 1.0
Lead Jailer - 2.0 2.0 2.0 2.0
Police Personnel Services Technician 2.0 2.0 2.0 2.0 2.0
Police Property/Evidence Clerk 2.0 2.0 2.0 2.0 2.0
Police Records Technician 16.0 16.0 16.0 15.0 15.0
Senior Administrative Analyst 1.0 1.0 1.0 2.0 2.0
Staff Assistant III 4.0 4.0 4.0 4.0 4.0
Division Summary
Permanent Employees 70.0 70.0 70.0 69.0 69.0
Temporary Staffing 6.0 6.0 6.0 6.0 6.0
Administrative Services - 01304 Total 76.0 76.0 76.0 75.0 75.0
Animal Control Unit - 01302
Police Sergeant - - - 1.0 1.0
Animal Care and Control Administrator 1.0 - 1.0 1.0 1.0
Animal Control Officer 6.0 6.0 6.0 6.0 6.0
Senior Animal Control Officer 1.0 1.0 1.0 1.0 1.0
Animal Care and Control Supervisor - 1.0 - - -
237

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Animal Care Attendant 2.0 2.0 2.0 2.0 2.0
Staff Assistant II 1.5 1.5 1.5 1.0 1.0
Division Summary
Permanent Employees 11.5 11.5 11.5 12.0 12.0
Temporary Staffing - - - - -
Animal Control Unit - 01302 Total 11.5 11.5 11.5 12.0 12.0
Operations Division - 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 18.0 18.0
Police Officer 82.0 82.0 82.0 94.0 94.0
Police Services Management Supervisor 1.0 1.0 1.0 1.0 1.0
Downtown Services Officer Supervisor - 1.0 1.0 1.0 1.0
Communications Operator - Police 20.0 20.0 20.0 18.0 18.0
Community Service Officer - - 8.0 8.0 8.0
Community Service Officer I 8.0 - - - -
Community Service Officer II 8.0 8.0 - - -
Court Services Coordinator 1.0 1.0 1.0 1.0 1.0
Downtown Services Officer - 8.0 8.0 8.0 8.0
Horse Attendant 0.5 0.5 0.5 - -
Lead Community Service Officer I 1.0 - - - -
Lead Community Service Officer II 1.0 1.0 1.0 1.0 1.0
Lead Park Ranger 2.0 2.0 2.0 2.0 2.0
Park Ranger 17.0 17.0 17.0 17.0 18.0
Staff Assistant II 2.0 2.0 2.0 2.0 2.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 166.5 166.5 166.5 178.0 179.0
Temporary Staffing 3.8 3.8 3.8 3.8 3.8
Operations Division - 01305 Total 170.3 170.3 170.3 181.8 182.8
Special Enforcement - 01306
Police Captain 1.0 1.0 1.0 1.0 1.0
Police Lieutenant 3.0 3.0 3.0 4.0 4.0
Police Sergeant 5.0 5.0 5.0 3.0 3.0
Police Officer 50.0 50.0 50.0 36.0 36.0
Airport Services Officer Supervisor - 1.0 1.0 1.0 1.0
Lead Airport Services Officer 1.0 - 1.0 1.0 1.0
Airport Services Officer 4.0 4.0 5.0 5.0 5.0
Crossing Guard Supervisor 1.0 1.0 1.0 1.0 1.0
Lead Crossing Guard 1.0 1.0 1.0 1.0 1.0
Traffic Services Supervisor 2.0 2.0 3.0 3.0 3.0
Lead Traffic Services Officer 3.0 3.0 2.0 2.0 2.0
Traffic Services Officer 31.0 31.0 31.0 31.0 31.0
Parking Citation Review Officer - - 1.0 1.0 1.0
238

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Staff Assistant II 1.0 - - - -
Staff Assistant III 1.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 104.0 104.0 107.0 92.0 92.0
Temporary Staffing 19.0 19.0 19.0 19.0 19.0
Special Enforcement - 01306 Total 123.0 123.0 126.0 111.0 111.0
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 4.0 4.0
Police Officer 29.0 29.0 29.0 30.0 30.0
Forensic Section Supervisor 1.0 1.0 1.0 1.0 1.0
Crime Analyst I 2.0 2.0 2.0 2.0 2.0
Criminal Investigations Support Specialist 1.0 1.0 1.0 1.0 1.0
Forensic Specialist 6.0 6.0 6.0 6.0 6.0
Identification Technician 1.0 1.0 1.0 1.0 1.0
Lead Forensic Specialist 1.0 1.0 1.0 1.0 1.0
Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Youth Services Counselor 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 51.0 51.0 51.0 51.0 51.0
Temporary Staffing 2.6 2.6 2.6 2.6 2.6
Criminal Investigations - 01307 Total 53.6 53.6 53.6 53.6 53.6
Harbor Unit - 30623
Pier and Harbor Services Officer 6.0 7.0 7.0 7.0 7.0
Division Summary
Permanent Employees 6.0 7.0 7.0 7.0 7.0
Temporary Staffing 3.7 2.3 2.3 2.3 2.3
Harbor Unit - 30623 Total 9.7 9.3 9.3 9.3 9.3
Department Summary
Permanent Employees 409.0 410.0 413.0 409.0 410.0
Temporary Staffing 35.1 33.7 33.7 33.7 33.7
POLICE Total 444.1 443.7 446.7 442.7 443.7
FIRE
Administration - 01312
Battalion Chief (Division Chief) - - - 1.0 1.0
Fire Chief 1.0 1.0 1.0 1.0 1.0
Deputy Fire Chief 1.0 2.0 2.0 2.0 2.0
Fire Captain - 1.0 1.0 - -
Fire Captain (Paramedic Coordinator) - - 1.0 - -
Fire Captain (Vehicle Maintenance Coordinator) - - 1.0 1.0 1.0
Communications Center Supervisor - Fire - - 1.0 1.0 1.0
Communications Operator - Fire - - 8.0 8.0 8.0
239

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
EMS Coordinator - - 1.0 1.0 1.0
Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Fire Safety Coordinator - - 1.0 1.0 1.0
Firefighter - - - 1.0 1.0
Fiscal Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Principal Administrative Analyst - Fire - - 1.0 1.0 1.0
Senior Administrative Analyst - Fire 1.0 1.0 - - -
Staff Assistant III - - 1.0 1.0 1.0
Division Summary
Permanent Employees 5.0 7.0 21.0 21.0 21.0
Temporary Staffing - - - - -
Administration - 01312 Total 5.0 7.0 21.0 21.0 21.0
Fire Suppression and Rescue - 01313
Battalion Chief 3.0 3.0 3.0 3.0 3.0
Fire Captain 21.0 21.0 21.0 21.0 21.0
Fire Engineer 21.0 21.0 21.0 21.0 21.0
Firefighter 48.0 48.0 48.0 48.0 48.0
Division Summary
Permanent Employees 93.0 93.0 93.0 93.0 93.0
Temporary Staffing - - - - -
Fire Suppression and Rescue - 01313 Total 93.0 93.0 93.0 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
Assistant Fire Marshal - Hazardous Materials 1.0 1.0 1.0 1.0 1.0
Business Assistant 1.0 1.0 1.0 1.0 1.0
Environmental Compliance Specialist 1.0 1.0 1.0 1.0 1.0
Environmental Programs Analyst - Hazardous Materials 1.0 1.0 1.0 1.0 1.0
Fire Code Enhancement Officer I/II - 3.0 3.0 3.0 3.0
Fire Inspector 2.0 2.0 2.0 2.0 2.0
Senior Fire Inspector 3.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 11.0 13.0 13.0 13.0 13.0
Temporary Staffing - - - - -
Fire Prevention - 01314 Total 11.0 13.0 13.0 13.0 13.0
Training - 01315
Battalion Chief (Division Chief) 1.0 1.0 1.0 1.0 1.0
Fire Captain (Training) 1.0 1.0 1.0 1.0 1.0
Fire Safety Coordinator 1.0 1.0 - - -
Division Summary
Permanent Employees 3.0 3.0 2.0 2.0 2.0
Temporary Staffing - - - - -
Training - 01315 Total 3.0 3.0 2.0 2.0 2.0
240

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Support Services - 01316
Battalion Chief (Division Chief) 1.0 - - - -
Fire Captain (Paramedic Coordinator) 1.0 1.0 - - -
Fire Captain (Vehicle Maintenance Coordinator) 1.0 1.0 - - -
Communications Center Supervisor - Fire 1.0 1.0 - - -
Communications Operator - Fire 8.0 8.0 - - -
Emergency Services Coordinator 1.0 - - - -
EMS Coordinator - 1.0 - - -
EMS Educator 1.0 - - - -
Staff Assistant III 1.0 1.0 - - -
Division Summary
Permanent Employees 15.0 13.0 - - -
Temporary Staffing - - - - -
Support Services - 01316 Total 15.0 13.0 - - -
Department Summary
Permanent Employees 127.0 129.0 129.0 129.0 129.0
Temporary Staffing - - - - -
FIRE Total 127.0 129.0 129.0 129.0 129.0
COMMUNITY AND CULTURAL SERVICES
Administration and Planning Services - 01501
Director of Community and Cultural Services 1.0 1.0 1.0 1.0 1.0
Assistant Director of Community and Cultural Services 1.0 1.0 1.0 1.0 1.0
Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Sr. Admin. Analyst - Parks and Community Facility Planning 3.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 6.0 5.0 5.0 5.0 5.0
Temporary Staffing - - - - -
Administration and Planning Services - 01501 Total 6.0 5.0 5.0 5.0 5.0
Human Services - 01262
Human Services Manager 1.0 1.0 1.0 1.0 1.0
Human Services Administrator 2.0 2.0 2.0 2.0 2.0
Human Services Administrator-Youth and Family Prgm 1.0 1.0 1.0 1.0 1.0
Human Services Admstr-Neighborhood and Park Initve 1.0 1.0 1.0 1.0 1.0
Community Services Prog Spvsr - Youth/Fam Svcs 5.0 5.0 5.0 5.0 5.0
Community Svcs Program Spvsr - Volunteer Prgm 0.5 0.5 0.5 0.5 0.5
Principal Community Services Supervisor 2.0 2.0 2.0 2.0 2.0
Administrative Analyst 3.0 3.0 3.0 3.0 3.0
Administrative Analyst - Homeless Services 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant 2.0 2.0 2.0 2.0 2.0
Community Services Program Coordinator 12.3 12.3 12.3 12.3 12.3
Community Services Program Specialist 17.4 17.4 15.6 15.6 15.6
Senior Administrative Analyst - - 1.0 1.0 1.0
Senior Administrative Analyst - ADA/Disability Services 1.0 1.0 - - -
Senior Administrative Analyst - Child and Family Rsrc 1.0 1.0 1.0 1.0 1.0
241

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Senior Administrative Analyst - Homeless Services 2.0 2.0 2.0 2.0 2.0
Senior Administrative Analyst - Human Svcs/Fiscal 1.0 1.0 1.0 1.0 1.0
Senior Human Services Program Analyst 3.0 3.0 2.0 2.0 2.0
Staff Assistant III 5.8 5.8 5.8 5.8 5.8
Division Summary
Permanent Employees 62.0 62.0 59.2 59.2 59.2
Temporary Staffing 14.7 14.7 16.5 16.5 16.5
Human Services - 01262 Total 76.7 76.7 75.7 75.7 75.7
Beach Administration - 11522
Division Summary
Permanent Employees - - - - -
Temporary Staffing 0.6 0.6 0.6 0.6 0.6
Beach Administration - 11522 Total 0.6 0.6 0.6 0.6 0.6
Beach House Operations - 11523
Beach House Venue Manager - - - 1.0 1.0
Beach Recreation Supervisor - - - 1.0 1.0
Administrative Analyst - - - 1.0 1.0
Event Coordinator - - - 1.0 1.0
Guest Services Coordinator - - - 1.0 1.0
Sales and Marketing Coordinator - - - 1.0 1.0
Division Summary
Permanent Employees - - - 6.0 6.0
Temporary Staffing - - - 8.3 8.3
Beach House Operations - 11523 Total - - - 14.3 14.3
Beach House Operations - 24523
Beach House Venue Manager 1.0 1.0 1.0 - -
Beach Recreation Supervisor 1.0 1.0 1.0 - -
Administrative Analyst 1.0 1.0 1.0 - -
Guest Services Coordinator 1.0 1.0 1.0 - -
Sales and Marketing Coordinator 1.0 1.0 1.0 - -
Division Summary
Permanent Employees 5.0 5.0 5.0 - -
Temporary Staffing 6.5 6.5 6.5 - -
Beach House Operations - 24523 Total 11.5 11.5 11.5 - -
Community Recreation - 01544
Community Recreation Manager 1.0 1.0 1.0 1.0 1.0
Community Use Administrator 1.0 1.0 1.0 1.0 1.0
Aquatics Site Supervisor 3.5 3.5 3.5 3.5 3.5
Community Services Program Supervisor 3.0 3.0 3.0 3.0 3.0
Community Svcs Program Spvsr - Community Sports 1.0 1.0 1.0 1.0 1.0
Principal Community Services Supervisor 2.0 2.0 2.0 2.0 2.0
Principal Community Services Supervisor - Aquatics 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
242

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Chief Pool Lifeguard 2.4 2.4 2.4 2.4 2.4
Community Services Program Coordinator 3.0 3.0 3.0 3.0 3.0
Community Services Program Specialist 3.4 3.4 3.4 3.4 3.4
Community Services Systems Coordinator 1.0 1.0 1.0 1.0 1.0
Guest Services Assistant 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst - Community Use 1.0 1.0 1.0 1.0 1.0
Staff Assistant II 0.6 0.6 0.6 0.6 0.6
Staff Assistant III 4.0 4.0 5.0 4.0 4.0
Swim Instructor/Lifeguard 3.4 3.4 3.4 2.4 2.4
Division Summary
Permanent Employees 34.3 34.3 35.3 33.3 33.3
Temporary Staffing 29.3 29.5 29.5 29.7 30.5
Community Recreation - 01544 Total 63.6 63.8 64.8 63.0 63.8
Public Landscape - 01555
Public Landscape Manager 1.0 1.0 1.0 - -
Community Forest and Public Landscape Sprndnt 1.0 1.0 1.0 - -
Public Landscape Superintendent 1.0 1.0 1.0 - -
Community Forest Supervisor 1.0 1.0 1.0 - -
Parks Maintenance Supervisor - - 5.0 - -
Parks Operations Supervisor 4.0 4.0 - - -
Promenade Maintenance Supervisor 1.0 1.0 1.0 - -
Public Landscape Supervisor 1.0 1.0 - - -
Administrative Analyst 1.0 1.0 1.0 - -
Custodian I 2.0 - - - -
Equipment Operator - 1.0 - - -
Equipment Operator I 12.0 12.0 13.0 - -
Field Attendant 0.8 1.0 1.0 - -
Grounds Maintenance Worker 3.0 - - - -
Groundskeeper 19.0 19.0 21.0 - -
Irrigation Crew Leader 1.0 1.0 1.0 - -
Irrigation Technician 3.0 3.0 3.0 - -
Maintenance Crew Leader 2.0 2.0 2.0 - -
Maintenance Worker 4.0 9.0 9.0 - -
Parks Equipment Technician 1.0 1.0 1.0 - -
Parks Maintenance Crew Leader - - 4.0 - -
Parks Operations Crew Leader 4.0 4.0 - - -
Senior Administrative Analyst - Open Space Mgmt 1.0 1.0 1.0 - -
Senior Tree Trimmer 1.0 1.0 - - -
Staff Assistant II 1.0 1.0 1.0 - -
Staff Assistant III 1.0 1.0 1.0 - -
Storekeeper I 1.0 - - - -
243

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Trades Intern (2yr limited term) - - 1.0 - -
Tree Trimmer 4.0 3.0 2.0 - -
Division Summary
Permanent Employees 71.8 71.0 72.0 - -
Temporary Staffing 9.0 9.0 3.0 - -
Public Landscape - 01555 Total 80.8 80.0 75.0 - -
Beach Maintenance - 11558
Beach Maintenance Supervisor 1.0 1.0 1.0 - -
Custodian II 1.0 1.0 1.0 - -
Equipment Operator I 1.0 1.0 1.0 - -
Equipment Operator II 4.0 4.0 4.0 - -
Maintenance Worker 4.0 4.0 4.0 - -
Division Summary
Permanent Employees 11.0 11.0 11.0 - -
Temporary Staffing 11.5 11.5 11.5 - -
Beach Maintenance - 11558 Total 22.5 22.5 22.5 - -
Cultural Affairs - 01560
Cultural Affairs Manager 1.0 1.0 1.0 1.0 1.0
Cultural Affairs Administrator 1.0 1.0 1.0 1.0 1.0
Cultural Affairs Supervisor 2.0 2.0 3.0 3.0 3.0
Cultural Affairs Coordinator 0.5 0.5 0.5 0.5 0.5
Public Arts Coordinator 1.0 1.0 - - -
Sr Admin Analyst - - - 1.0 1.0
Staff Assistant III - - - 1.0 1.0
Division Summary
Permanent Employees 5.5 5.5 5.5 7.5 7.5
Temporary Staffing 0.1 0.1 0.1 0.7 0.7
Cultural Affairs - 01560 Total 5.6 5.6 5.6 8.2 8.2
Civic Auditorium - 32621
Civic Auditorium Venue Manager 1.0 1.0 1.0 - -
Civic Auditorium Business Administrator 1.0 1.0 1.0 - -
Civic Auditorium Event Services Supervisor 1.0 - - - -
Civic Auditorium Maintenance Supervisor 1.0 1.0 1.0 - -
Civic Auditorium Facility Superintendent 1.0 1.0 1.0 - -
Custodian I 1.0 1.0 - - -
Event Attendant I 8.0 8.0 8.0 - -
Event Attendant II 6.0 6.0 3.0 - -
Event Attendant III 2.0 2.0 2.0 - -
Event Coordinator 1.0 1.0 1.0 - -
Fiscal Staff Assistant II 1.0 1.0 - - -
244

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Senior Administrative Analyst 1.0 1.0 1.0 - -
Staff Assistant III 1.0 1.0 1.0 - -
Division Summary
Permanent Employees 26.0 25.0 20.0 - -
Temporary Staffing 8.4 5.3 - - -
Civic Auditorium - 32621 Total 34.4 30.3 20.0 - -
Department Summary
Permanent Employees 221.6 218.8 213.0 111.0 111.0
Temporary Staffing 80.1 77.2 67.7 55.7 56.5
COMMUNITY AND CULTURAL SERVICES Total 301.7 296.0 280.7 166.7 167.5
LIBRARY
Administration and Facilities - 01613
Director of Library Services/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
Lead Library Services Officer 1.0 1.0 - - -
Library Services Officer 4.0 4.0 4.0 4.0 4.0
Library Services Officer Supervisor - - 1.0 1.0 1.0
Administrative Analyst - Library Administrative Services 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
Building Systems Technician 2.0 2.0 2.0 2.0 2.0
Library Assistant II - - 0.5 0.5 0.5
Staff Assistant II 0.5 0.5 - - -
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 12.5 12.5 12.5 12.5 12.5
Temporary Staffing 4.8 4.8 4.8 5.4 5.4
Administration and Facilities - 01613 Total 17.3 17.3 17.3 17.9 17.9
Information Management - 01614
Principal Librarian - Information Management 1.0 1.0 1.0 1.0 1.0
Circulation Supervisor 1.0 1.0 - - -
Librarian I 2.0 2.0 2.0 2.0 2.0
Librarian II 1.0 1.0 1.0 1.0 1.0
Librarian III - Information Management 1.0 1.0 1.0 1.0 1.0
Library Assistant 3.0 3.0 - - -
Library Assistant II - - 3.5 3.5 3.5
Library Assistant III - - 2.0 2.0 2.0
Staff Assistant II 11.5 11.5 - - -
Division Summary
Permanent Employees 20.5 20.5 10.5 10.5 10.5
Temporary Staffing 19.7 19.7 19.7 20.2 20.2
Information Management - 01614 Total 40.2 40.2 30.2 30.7 30.7
245

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Reference Services - 01615
Principal Librarian - Reference Services 1.0 1.0 1.0 1.0 1.0
Circulation Supervisor - - 1.0 1.0 1.0
Librarian I 6.0 6.0 6.0 6.0 6.0
Librarian II 2.0 2.0 2.0 2.0 2.0
Librarian III - Reference Services 1.0 1.0 1.0 1.0 1.0
Library Assistant II - - 9.5 9.5 9.5
Library Assistant III - - 1.0 1.0 1.0
Staff Assistant II 1.5 1.5 - - -
Division Summary
Permanent Employees 11.5 11.5 21.5 21.5 21.5
Temporary Staffing 5.3 5.3 5.3 5.3 5.3
Reference Services - 01615 Total 16.8 16.8 26.8 26.8 26.8
Public and Branch Services - 01616
Principal Librarian - Public Services 1.0 1.0 1.0 1.0 1.0
Librarian I 9.0 7.0 7.0 8.5 8.5
Librarian II 2.0 4.0 4.0 4.0 4.0
Librarian III 1.0 1.0 1.0 2.0 2.0
Librarian III - Branch Services 3.0 3.0 3.0 3.0 3.0
Librarian III - Youth Services 1.0 1.0 1.0 1.0 1.0
Library Assistant 1.0 1.0 - - -
Library Assistant II - - 6.0 8.0 8.0
Library Assistant III - - 1.0 1.0 1.0
Staff Assistant II 6.0 6.0 - - -
Division Summary
Permanent Employees 24.0 24.0 24.0 28.5 28.5
Temporary Staffing 7.8 7.8 7.8 10.9 10.9
Public and Branch Services - 01616 Total 31.8 31.8 31.8 39.4 39.4
Department Summary
Permanent Employees 68.5 68.5 68.5 73.0 73.0
Temporary Staffing 37.6 37.6 37.6 41.8 41.8
LIBRARY Total 106.1 106.1 106.1 114.8 114.8
PUBLIC WORKS
Administrative Services - 01401
Director of Public Works 1.0 1.0 1.0 1.0 1.0
Assistant Director of Public Works 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 - - -
246

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Principal Administrative Analyst - - 1.0 1.0 1.0
Senior Administrative Analyst - Public Works 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 6.0 6.0 5.0 5.0 5.0
Temporary Staffing - - - - -
Administrative Services - 01401 Total 6.0 6.0 5.0 5.0 5.0
Civil Engineering - 01402
Associate Project Manager 1.0 1.0 1.0 1.0 1.0
CIP Project Manager 1.0 1.0 1.0 1.0 1.0
Engineering Support Services Supervisor 1.0 1.0 1.0 1.0 1.0
Supervising Civil Engineer 1.0 1.0 1.0 1.0 1.0
Administrative Analyst - Engineering 1.0 1.0 1.0 1.0 1.0
City Engineer 1.0 1.0 1.0 1.0 1.0
Civil Engineer 5.0 5.0 5.0 5.0 5.0
Civil Engineering Assistant 2.0 2.0 2.0 2.0 2.0
Civil Engineering Associate 3.0 3.0 3.0 3.0 3.0
Drafting Technician (Civil Engineering and Architecture Tech) 1.0 1.0 - - -
Engineering Project Specialist 1.0 1.0 1.0 1.0 1.0
Engineering Technician - - 2.0 2.0 2.0
Permit Specialist - - 1.0 1.0 1.0
Principal Civil Engineer* 3.0 3.0 3.0 3.0 3.0
Project Support Assistant 3.0 3.0 3.0 3.0 3.0
Public Works Inspector 1.0 1.0 - - -
Public Works Utility Inspector 1.0 1.0 1.0 1.0 1.0
Senior Public Works Inspector 3.0 3.0 3.0 3.0 3.0
Division Summary
Permanent Employees 29.0 29.0 30.0 30.0 30.0
Temporary Staffing - - - - -
Civil Engineering - 01402 Total 29.0 29.0 30.0 30.0 30.0
Architecture Services - 01403
Architecture Services Manager 1.0 1.0 - - -
CIP Project Manager 1.0 1.0 2.0 2.0 2.0
Limited Term CIP Project Manager 1.0 1.0 - - -
Project Manager 1.0 1.0 1.0 1.0 1.0
Architect 3.0 2.0 2.0 2.0 2.0
Architectural Associate 3.0 3.0 2.0 2.0 2.0
City Architect - - 1.0 1.0 1.0
Civil Engineer - - 1.0 1.0 1.0
Project Support Assistant 2.0 3.0 3.0 3.0 3.0
Senior Administrative Analyst - Architecture 1.0 1.0 1.0 1.0 1.0
Senior Architect - 1.0 1.0 1.0 1.0
247

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Senior Drafting Technician 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 1.0 - - - -
Division Summary
Permanent Employees 15.0 15.0 15.0 15.0 15.0
Temporary Staffing - - - - -
Architecture Services - 01403 Total 15.0 15.0 15.0 15.0 15.0
Street and Fleet Services - 01421
Street and Fleet Services Manager - - 1.0 1.0 1.0
Street Maintenance Superintendent - - 1.0 - -
Street Maintenance Supervisor - - 1.0 - -
Street Services Supv - - - 2.0 2.0
Administrative Analyst - - 1.0 1.0 1.0
Asphalt Crew Leader - - 1.0 - -
Concrete Crew Leader - - 1.0 1.0 1.0
Concrete Finisher - - 3.0 3.0 3.0
Construction Worker - - 1.0 - -
Equipment Operator II - - 4.0 - -
Lead Parking Meter Technician - - 1.0 1.0 1.0
Lead Traffic Painter - - 1.0 1.0 1.0
Maintenance Worker I - Asphalt - - 2.0 - -
Maintenance Worker II - Asphalt - - 2.0 - -
Parking Meter Technician - - 2.0 2.0 2.0
Public Works Inspector - - 1.0 - -
Senior Administrative Analyst - - 1.0 1.0 1.0
Staff Assistant II - - 1.0 1.0 1.0
Street Services Crew Leader - - - 2.0 2.0
Street Services Worker I - - - 5.0 5.0
Traffic Painter - - 6.0 6.0 6.0
Street Services Worker II - - - 3.0 3.0
Division Summary
Permanent Employees - - 31.0 30.0 30.0
Temporary Staffing - - - 0.9 0.9
Street and Fleet Services - 01421 Total - - 31.0 30.9 30.9
Street Maintenance - 01421
Street Maintenance Superintendent 1.0 1.0 - - -
Street Maintenance Supervisor 1.0 1.0 - - -
Administrative Analyst 1.0 1.0 - - -
Asphalt Crew Leader 1.0 1.0 - - -
Concrete Crew Leader 1.0 1.0 - - -
Concrete Finisher 3.0 3.0 - - -
Construction Worker 1.0 1.0 - - -
Equipment Operator II 4.0 4.0 - - -
Maintenance Worker I - Asphalt 2.0 2.0 - - -
248

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Maintenance Worker II - Asphalt 2.0 2.0 - - -
Staff Assistant II 1.0 1.0 - - -
Division Summary
Permanent Employees 18.0 18.0 - - -
Temporary Staffing - - - - -
Street Maintenance - 01421 Total 18.0 18.0 - - -
Airport - 33431
Airport Services Manager - - 1.0 1.0 1.0
Airport Operations Administrator - - 1.0 1.0 1.0
Administrative Analyst - - 1.0 1.0 1.0
Airport Operations / Noise Specialist - - 2.0 2.0 2.0
Business Assistant - - 2.0 2.0 2.0
Staff Assistant II - - 1.0 1.0 1.0
Division Summary
Permanent Employees - - 8.0 8.0 8.0
Temporary Staffing - - - 0.3 0.3
Airport - 33431 Total - - 8.0 8.3 8.3
Resource Recovery and Recycling - 27441
Resource Recovery and Recycling Manager 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Administrator 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Collection Supt 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Business Supv 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Supervisor 3.0 3.0 3.0 3.0 3.0
Transfer Station Supervisor 1.0 1.0 - - -
Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Business Assistant 1.0 1.0 - - -
Customer Service Assistant 1.0 1.0 1.0 1.0 1.0
Dispatcher 3.0 3.0 3.0 3.0 3.0
Equipment Operator I 4.0 4.0 6.0 6.0 6.0
Heavy Truck Driver 6.0 6.0 - - -
Lead Customer Service Assistant 1.0 1.0 1.0 1.0 1.0
Lead Resource Recovery and Recycling Billing Spc 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 8.0 8.0 10.0 10.0 10.0
Motor Sweeper Operator 6.0 6.0 6.0 6.0 6.0
Principal Public Works Analyst 1.0 1.0 1.0 1.0 1.0
Recycling Coordinator 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Billing Specialist 1.0 1.0 1.0 1.0 1.0
Resource Recovery and Recycling Crew Leader 2.0 2.0 3.0 3.0 3.0
Resource Recovery and Recycling Equipment Operator 35.0 35.0 35.0 35.0 35.0
Senior Transfer Station Assistant 1.0 1.0 - - -
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
249

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Transfer Station Assistant 2.0 2.0 - - -
Zero Waste Coordinator - - 1.0 1.0 1.0
Division Summary
Permanent Employees 84.0 84.0 79.0 79.0 79.0
Temporary Staffing 0.2 0.2 0.2 7.7 7.7
Resource Recovery and Recycling - 27441 Total 84.2 84.2 79.2 86.7 86.7
Facilities Maintenance - 01452
Facilities Maintenance Contracts Administrator - - 1.0 1.0 1.0
Facilities Maintenance Manager - - 1.0 1.0 1.0
Custodial Services Administrator - - 1.0 1.0 1.0
Facilities Services Administrator - - 1.0 1.0 1.0
Custodial Supervisor - - 6.0 6.0 6.0
Facilities Supervisor - - 2.0 2.0 2.0
Administrative Analyst - - 1.0 1.0 1.0
Administrative Staff Assistant - - 1.0 - -
Aquatics Maintenance Worker - - 1.0 1.5 1.5
Carpenter - - 3.0 3.0 3.0
Carpenter Crew Leader - - 1.0 1.0 1.0
Custodian I - - 32.0 31.0 31.0
Custodian II - - 8.0 8.0 8.0
Electrical Crew Leader - - 1.0 1.0 1.0
Electrician II - - 6.0 6.0 6.0
Graffiti Removal Technician - - 3.0 3.0 3.0
HVAC Crew Leader - - 1.0 1.0 1.0
HVAC Technician - - 2.0 2.0 2.0
Painter - - 2.0 2.0 2.0
Painter Crew Leader - - 1.0 1.0 1.0
Plumber - - 3.0 3.0 3.0
Plumber Crew Leader - - 1.0 1.0 1.0
Senior Administrative Analyst - - 1.0 1.0 1.0
Staff Assistant II - - 1.0 1.0 1.0
Staff Assistant III - - 1.0 2.0 2.0
Trades Intern - - 9.0 9.0 9.0
Division Summary
Permanent Employees - - 91.0 90.5 90.5
Temporary Staffing - - 7.3 9.7 9.7
Facilities Maintenance - 01452 Total - - 98.3 100.2 100.2
Pier Maintenance - 30455
Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
Carpenter 1.0 1.0 1.0 1.0 1.0
250

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Custodian I 2.0 2.0 2.0 2.0 2.0
Pier Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Division Summary
Permanent Employees 6.0 6.0 6.0 6.0 6.0
Temporary Staffing 0.5 0.5 0.5 0.5 0.5
Pier Maintenance - 30455 Total 6.5 6.5 6.5 6.5 6.5
Airport Maintenance - 33457
Airport Maintenance Crew Leader 1.0 1.0 1.0 1.0 1.0
Airport Maintenance Worker 3.0 3.0 3.0 3.0 3.0
Division Summary
Permanent Employees 4.0 4.0 4.0 4.0 4.0
Temporary Staffing - - - - -
Airport Maintenance - 33457 Total 4.0 4.0 4.0 4.0 4.0
Fleet Management - 54459
Fleet Maintenance Superintendent 1.0 1.0 1.0 1.0 1.0
Fleet Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Mechanic I/II 18.0 18.0 18.0 18.0 18.0
Senior Mechanic 2.0 2.0 2.0 2.0 2.0
Staff Assistant II 1.0 1.0 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Storekeeper I 1.0 1.0 1.0 1.0 1.0
Storekeeper II 1.0 1.0 1.0 1.0 1.0
Welder - Fabricator 1.0 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees 28.0 28.0 28.0 28.0 28.0
Temporary Staffing - - - - -
Fleet Management - 54459 Total 28.0 28.0 28.0 28.0 28.0
Maintenance Management - 01482
Maintenance Manager 1.0 1.0 - - -
Warehouse Operations Supervisor 1.0 1.0 - - -
Administrative Staff Assistant - Maintenance Mgmt 1.0 1.0 - - -
Building Services Engineer 1.0 - - - -
Civil Engineer 1.0 1.0 - - -
Senior Administrative Analyst-Maintenance Mgmt 1.0 1.0 - - -
Storekeeper I 2.0 2.0 - - -
Trades Intern 11.0 11.0 - - -
Division Summary
Permanent Employees 19.0 18.0 - - -
Temporary Staffing - - - - -
Maintenance Management - 01482 Total 19.0 18.0 - - -
251

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Facilities Management - 01484
Facilities Maintenance Superintendent 1.0 1.0 - - -
Construction Project Supervisor 1.0 1.0 - - -
Contracts Administrator - 1.0 - - -
Administrative Analyst - Maintenance Management 1.0 1.0 - - -
Carpenter 4.0 4.0 - - -
Carpenter Crew Leader 1.0 1.0 - - -
Electrical Crew Leader 1.0 1.0 - - -
Electrician II 6.0 6.0 - - -
Graffiti Removal Technician 3.0 3.0 - - -
HVAC Crew Leader - 1.0 - - -
HVAC Technician 2.0 2.0 - - -
Painter 2.0 2.0 - - -
Painter Crew Leader 1.0 1.0 - - -
Plumber 3.0 3.0 - - -
Plumber Crew Leader 1.0 1.0 - - -
Staff Assistant II - 1.0 - - -
Division Summary
Permanent Employees 27.0 30.0 - - -
Temporary Staffing 1.0 1.0 - - -
Facilities Management - 01484 Total 28.0 31.0 - - -
Traffic Operations - 01486
Lead Parking Meter Technician 1.0 1.0 - - -
Lead Traffic Painter 1.0 1.0 - - -
Parking Meter Technician 2.0 2.0 - - -
Traffic Painter 6.0 6.0 - - -
Division Summary
Permanent Employees 10.0 10.0 - - -
Temporary Staffing - - - - -
Traffic Operations - 01486 Total 10.0 10.0 - - -
Custodian Services - 01488
Custodial Contracts Administrator 1.0 - - - -
Custodial Services Superintendent 1.0 1.0 - - -
Custodial Supervisor 6.0 6.0 - - -
Custodial Services Manager 1.0 1.0 - - -
Aquatics Maintenance Worker 1.0 1.0 - - -
Custodian I 32.0 32.0 - - -
Custodian II 8.0 8.0 - - -
Senior Administrative Analyst 1.0 1.0 - - -
Staff Assistant III 1.0 1.0 - - -
Division Summary
Permanent Employees 52.0 51.0 - - -
Temporary Staffing 3.1 6.3 - - -
Custodian Services - 01488 Total 55.1 57.3 - - -
252

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Beach House Maintenance - 11497
Aquatics Maintenance Worker - - - 1.5 1.5
Custodian I - - - 4.0 4.0
Custodian II - - - 2.0 2.0
Division Summary
Permanent Employees - - - 7.5 7.5
Temporary Staffing - - - 4.0 4.0
Beach House Maintenance - 11497 Total - - - 11.5 11.5
Beach House Maintenance - 24497
Aquatics Maintenance Worker 2.0 2.0 2.0 - -
Custodian I 4.0 4.0 4.0 - -
Custodian II 2.0 2.0 2.0 - -
Division Summary
Permanent Employees 8.0 8.0 8.0 - -
Temporary Staffing 4.0 4.0 4.0 - -
Beach House Maintenance - 24497 Total 12.0 12.0 12.0 - -
Public Landscape - 01498
Public Landscape Manager - - - 1.0 1.0
Community Forest and Public Landscape Sprndnt - - - 1.0 1.0
Public Landscape Superintendent - - - 1.0 1.0
Community Forest Supervisor - - - 1.0 1.0
Parks Maintenance Supervisor - - - 5.0 5.0
Promenade Maintenance Supervisor - - - 1.0 1.0
Administrative Analyst - - - 1.0 1.0
Equipment Operator I - - - 13.0 13.0
Field Attendant - - - 1.0 1.0
Groundskeeper - - - 21.0 21.0
Irrigation Crew Leader - - - 1.0 1.0
Irrigation Technician - - - 3.0 3.0
Maintenance Crew Leader - - - 2.0 2.0
Maintenance Worker - - - 9.0 9.0
Parks Equipment Technician - - - 1.0 1.0
Parks Maintenance Crew Leader - - - 4.0 4.0
Senior Administrative Analyst - Open Space Mgmt - - - 1.0 1.0
Staff Assistant II - - - 1.0 1.0
Staff Assistant III - - - 1.0 1.0
Trades Intern (2yr limited term) - - - 1.0 1.0
Tree Trimmer - - - 2.0 2.0
Division Summary
Permanent Employees - - - 72.0 72.0
Temporary Staffing - - - 2.0 2.0
Public Landscape - 01498 Total - - - 74.0 74.0
253

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Beach Maintenance - 11499
Beach Maintenance Supervisor - - - 1.0 1.0
Custodian II - - - 1.0 1.0
Equipment Operator I - - - 1.0 1.0
Equipment Operator II - - - 4.0 4.0
Maintenance Worker - - - 4.0 4.0
Division Summary
Permanent Employees - - - 11.0 11.0
Temporary Staffing - - - 12.5 12.5
Beach Maintenance - 11499 Total - - - 23.5 23.5
Cemetery - 37641
Cemetery Administrator 1.0 1.0 1.0 1.0 1.0
Administrative Analyst - Cemetery - - 1.0 1.0 1.0
Cemetery Business Assistant 1.0 1.0 - - -
Cemetery Crew Leader 1.0 1.0 - - -
Cemetery Maintenance Worker 3.0 3.0 - - -
Cemetery Services Representative 2.0 2.0 1.0 1.0 1.0
Equipment Operator I 1.0 1.0 1.0 1.0 1.0
Equipment Operator II 1.0 1.0 1.0 1.0 1.0
Funeral Services Technician - - 1.0 1.0 1.0
Irrigation Technician 1.0 1.0 - - -
Division Summary
Permanent Employees 11.0 11.0 6.0 6.0 6.0
Temporary Staffing 1.1 1.1 1.1 1.1 1.1
Cemetery - 37641 Total 12.1 12.1 7.1 7.1 7.1
Wastewater - 31661
Wastewater Supervisor 1.0 1.0 1.0 1.0 1.0
Environmental Inspector 2.0 2.0 - - -
Industrial Waste Services Coordinator 1.0 1.0 - - -
Senior Environmental Inspector 1.0 1.0 - - -
Sewer Maintenance Worker I 8.0 8.0 8.0 8.0 8.0
Sewer Maintenance Worker II 4.0 4.0 4.0 4.0 4.0
Sr Water Resources Protect Spc - - 1.0 1.0 1.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Wastewater Crew Leader 2.0 2.0 2.0 2.0 2.0
Wastewater Treatment Plant Operator 1.0 1.0 1.0 1.0 1.0
Water Resource Protection Specialist - - 2.0 2.0 2.0
Water Resources Outreach Assistant 1.0 1.0 1.0 1.0 1.0
Water Resources Protect Pgm Cd - - 1.0 1.0 1.0
Division Summary
Permanent Employees 22.0 22.0 22.0 22.0 22.0
Temporary Staffing 0.2 0.2 0.2 0.2 0.2
Wastewater - 31661 Total 22.2 22.2 22.2 22.2 22.2
254

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Water Resources - 25671
Utilities Manager 1.0 1.0 - - -
Water Resources Manager - - 1.0 1.0 1.0
Water Production and Treatment Administrator 1.0 1.0 1.0 1.0 1.0
Water/Wastewater Administrator 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
Administrative Analyst - - 1.0 1.0 1.0
Administrative Analyst - Water Resources 1.0 1.0 1.0 1.0 1.0
Administrative Staff Assistant 1.0 1.0 - - -
Civil Engineer 1.0 1.0 1.0 1.0 1.0
Environmental Remediation Coordinator 1.0 1.0 1.0 1.0 1.0
Equipment Operator III 3.0 3.0 3.0 - -
Field Inspector I 1.0 1.0 1.0 1.0 1.0
Field Inspector II 1.0 1.0 1.0 1.0 1.0
Groundskeeper 1.0 1.0 1.0 1.0 1.0
Lead Water Chemist 1.0 1.0 1.0 1.0 1.0
Pipe Fitter 2.0 2.0 2.0 2.0 2.0
Principal Public Works Analyst - Water Resources 1.0 1.0 - - -
Senior Administrative Analyst - Water Resources - - 1.0 1.0 1.0
Staff Assistant III 3.0 3.0 3.0 3.0 3.0
Underground Utilities Locator 1.0 1.0 1.0 1.0 1.0
Water Chemist 2.0 2.0 2.0 2.0 2.0
Water Construction Crew Leader 1.0 1.0 1.0 1.0 1.0
Water Crew Leader - - 3.0 3.0 3.0
Water Leader 3.0 3.0 - - -
Water Maintenance Worker 5.0 5.0 5.0 5.0 5.0
Water Production and Treatment Plant Operator 6.0 6.0 6.0 6.0 6.0
Water Resources Technician 5.0 5.0 5.0 5.0 5.0
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 System Equipment Operator - - - 3.0 3.0
Division Summary
Permanent Employees 46.0 46.0 46.0 46.0 46.0
Temporary Staffing - - - - -
Water Resources - 25671 Total 46.0 46.0 46.0 46.0 46.0
Department Summary
Permanent Employees 385.0 386.0 379.0 460.0 460.0
Temporary Staffing 10.1 13.3 13.3 38.9 38.9
PUBLIC WORKS Total 395.1 399.3 392.3 498.9 498.9
BIG BLUE BUS
Transit Executive - 41640
Director of Transit Services 1.0 1.0 1.0 1.0 1.0
Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
Chief Operations Officer 1.0 1.0 1.0 1.0 1.0
Administrative Services Officer - - 1.0 1.0 1.0
255

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Transit Safety and Security Officer 1.0 - - - -
Assistant to the Director of Transit Services 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 7.0 6.0 6.0 6.0 6.0
Temporary Staffing - - - - -
Transit Executive - 41640 Total 7.0 6.0 6.0 6.0 6.0
Transit Finance and Grants - 41642
Transit Finance and Grants Manager - - 1.0 1.0 1.0
Transit Programs and Business Services Manager 1.0 1.0 - - -
Fiscal Staff Assistant II 2.0 2.0 2.0 2.0 2.0
Fiscal Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 2.0 2.0 2.0 2.0 2.0
Senior Administrative Analyst - Transit Grants 1.0 1.0 1.0 1.0 1.0
Senior Transit Programs Analyst 2.0 2.0 - - -
Staff Assistant II 1.0 2.0 - - -
Staff Assistant III - 1.0 1.0 1.0 1.0
Transit Systems Technician - 1.0 - - -
Division Summary
Permanent Employees 10.0 13.0 8.0 8.0 8.0
Temporary Staffing 0.1 0.1 0.1 - -
Transit Finance and Grants - 41642 Total 10.1 13.1 8.1 8.0 8.0
Transit Government and Community Relations - 41643
Transit Govt and Community Relations Manager - - 1.0 1.0 1.0
Transit Customer Relations Administrator 1.0 1.0 - - -
Transit Community Relations Officer - - 1.0 1.0 1.0
Transit Government Relations Officer - - 1.0 1.0 1.0
Customer Services Supervisor 1.0 1.0 1.0 1.0 1.0
Administrative Analyst-Transit Marketing 1.0 1.0 - - -
Administrative Staff Assistant 1.0 1.0 1.0 1.0 1.0
Advertising Coordinator 1.0 1.0 - - -
Customer Services Assistant 6.0 5.3 5.3 5.3 5.3
Marketing and Public Information Coordinator 1.0 1.0 - - -
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Transit Community Relations Coordinator - - 1.0 1.0 1.0
Transit Marketing Coordinator - - 1.0 1.0 1.0
Division Summary
Permanent Employees 13.0 12.3 13.3 13.3 13.3
Temporary Staffing 0.2 0.2 0.2 0.7 0.7
Transit Government and Community Relations - 41643 Total 13.2 12.5 13.5 14.0 14.0
Transit Maintenance - 41657
Transit Maintenance Manager 1.0 1.0 1.0 1.0 1.0
Transit Maintenance Officer 1.0 1.0 1.0 1.0 1.0
256

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Transit Facilities Maintenance Superintendent 1.0 1.0 - - -
Maintenance Supervisor - - - 1.0 1.0
Motor Coach Services and Facilities Maint. Spvsr 1.0 1.0 - - -
Procurement Supervisor 1.0 1.0 1.0 1.0 1.0
Transit Facilities Maintenance Supervisor - - 1.0 1.0 1.0
Transit Mechanic Supervisor 5.0 5.0 5.0 5.0 5.0
Administrative Analyst - 1.0 1.0 1.0 1.0
Custodian I 1.0 1.0 1.0 1.0 1.0
Electronic Communications/Farebox Technician 1.0 1.0 1.0 1.0 1.0
Lead Motor Coach Cleaner 2.0 2.0 2.0 - -
Motor Coach Cleaner 16.0 16.0 16.0 18.0 18.0
Staff Assistant III 1.0 1.0 1.0 1.0 1.0
Storekeeper II 2.0 2.0 2.0 2.0 2.0
Technical Staff Assistant 1.0 - - - -
Transit Maintenance Training Coordinator 1.0 1.0 1.0 1.0 1.0
Transit Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Transit Mechanic I/II 41.0 41.0 44.0 44.0 44.0
Warehouse Worker 2.0 3.0 3.0 3.0 3.0
Division Summary
Permanent Employees 80.0 81.0 83.0 84.0 84.0
Temporary Staffing - 1.0 1.0 2.1 2.1
Transit Maintenance - 41657 Total 80.0 82.0 84.0 86.1 86.1
Transit Operations - 41658
Transit Operations Manager - - 1.0 1.0 1.0
Transit Services Manager - 1.0 - - -
Transit Planning Administrator - - 1.0 1.0 1.0
Transit Services Officer - 1.0 - - -
Transit Operations Superintendent 1.0 - - - -
Transit Services Superintendent 1.0 - - - -
Motor Coach Operator Supervisor 14.0 16.0 17.0 17.0 17.0
Admin Analyst - Transit Services - 1.0 - - -
Motor Coach Operator 275.4 275.4 275.4 275.4 275.4
Motor Coach Operator Training Coordinator 5.0 3.0 3.0 3.0 3.0
Senior Admin Analyst - Transit Operations - - 1.0 1.0 1.0
Senior Transit Program Analyst 1.0 1.0 - - -
Staff Assistant III 3.0 3.0 3.0 3.0 3.0
Transit Operations Assistant 3.0 3.0 3.0 3.0 3.0
Transit Planner - - 1.0 1.0 1.0
Transit Scheduler - - 2.0 2.0 2.0
Division Summary
Permanent Employees 303.4 304.4 307.4 307.4 307.4
Temporary Staffing - - - 12.0 12.0
Transit Operations - 41658 Total 303.4 304.4 307.4 319.4 319.4
Transit Safety and Training - 41670
Transit Safety and Training Manager - - - 1.0 1.0
Transit Safety and Training Program Manager - - 1.0 - -
257

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Transit Safety and Security Officer - 1.0 - - -
Staff Assistant II - - 2.0 2.0 2.0
Transit Safety and Security Coordinator - 1.0 1.0 1.0 1.0
Division Summary
Permanent Employees - 2.0 4.0 4.0 4.0
Temporary Staffing - - - - -
Transit Safety and Training - 41670 Total - 2.0 4.0 4.0 4.0
Department Summary
Permanent Employees 413.4 418.7 421.7 422.7 422.7
Temporary Staffing 0.3 1.3 1.3 14.8 14.8
BIG BLUE BUS Total 413.7 420.0 423.0 437.5 437.5
HOUSING AND ECONOMIC DEVELOPMENT
Administration and Redevelopment - 01263
Director of Housing and Economic Development 1.0 1.0 1.0 1.0 1.0
Administrative Services Ofcr - Financial Admstr 1.0 1.0 1.0 - -
Administrative Svcs Ofcr-Equake Recovery Admstr 1.0 1.0 1.0 - -
Administrative Analyst 1.0 1.0 1.0 - -
Executive Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Principal Administrative Analyst - - - 1.0 1.0
Senior Development Analyst 2.0 2.0 2.0 - -
Staff Assistant III 1.0 1.0 1.0 - -
Division Summary
Permanent Employees 8.0 8.0 8.0 3.0 3.0
Temporary Staffing 0.1 0.1 0.1 0.1 0.1
Administration and Redevelopment - 01263 Total 8.1 8.1 8.1 3.1 3.1
Housing - 01264
Housing Manager 1.0 1.0 1.0 1.0 1.0
Housing Authority Administrator 1.0 - - - -
Housing Administrator - Production and Preservation 1.0 1.0 1.0 1.0 1.0
Successor Agency Administrator - - - 1.0 1.0
Administrative Analyst 1.0 - - - -
Administrative Analyst - Housing/Loan Portfolio Monitoring 1.0 1.0 1.0 1.0 1.0
Construction Specialist 1.0 1.0 1.0 1.0 -
Housing Applications Assistant 1.0 - - - -
Housing Inspector 1.0 - - - -
Housing Specialist 4.0 - - - -
Senior Administrative Analyst - Financial Analyst 1.0 - - - -
Senior Administrative Analyst - Housing Authority 1.0 - - - -
Senior Development Analyst 3.0 3.0 3.0 1.0 1.0
Senior Housing Specialist 1.0 - - - -
258

Personnel by Department and Division
Department/Division/Title
2010-11
Revised
Budget
2011-12
Revised
Budget
2012-13
Revised
Budget
2013-14
Budget
2014-15
Budget
Staff Assistant II 1.0 - - - -
Staff Assistant III 3.0 2.0 2.0 1.0 1.0
Division Summary
Permanent Employees 22.0 9.0 9.0 7.0 6.0
Temporary Staffing 0.9 0.9 - - -
Housing - 01264 Total 22.9 9.9 9.0 7.0 6.0
Economic Development - 01268
Economic Development Manager 1.0 1.0 1.0 1.0 1.0
Economic Development Administrator - 1.0 1.0 1.0 1.0
Farmers' Market Supervisor 1.0 1.0 1.0 1.0 1.0
Business Assistant - 1.0 1.0 - -
Farmers' Market Coordinator I 2.0 2.0 2.0 2.0 2.0
Farmers' Market Coordinator II 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 - -
Senior Development Analyst 3.0 2.0 2.0 3.0 3.0
Staff Assistant III 1.0 - - 1.0 1.0
Division Summary
Permanent Employees 10.0 10.0 10.0 10.0 10.0
Temporary Staffing 0.4 0.4 0.6 0.6 0.6
Economic Development - 01268 Total 10.4 10.4 10.6 10.6 10.6
Housing Services - 12269
Housing Authority Administrator - 1.0 1.0 1.0 1.0
Administrative Analyst - 1.0 1.0 1.0 1.0
Housing Applications Assistant - 1.0 - - -
Housing Inspector - 1.0 1.0 1.0 1.0
Housing Specialist - 4.0 5.0 5.0 5.0
Senior Administrative Analyst - Financial Analyst - 1.0 1.0 1.0 1.0
Senior Administrative Analyst - Housing Authority - 1.0 1.0 1.0 1.0
Senior Housing Specialist - 1.0 - - -
Staff Assistant II - 1.0 1.0 1.0 1.0
Staff Assistant III - 1.0 1.0 1.0 1.0
Technical Staff Assistant - - 1.0 1.0 1.0
Division Summary
Permanent Employees - 13.0 13.0 13.0 13.0
Temporary Staffing - - 0.1 0.1 0.1
Housing Services - 12269 Total - 13.0 13.1 13.1 13.1
Department Summary
Permanent Employees 40.0 40.0 40.0 33.0 32.0
Temporary Staffing 1.4 1.4 0.8 0.8 0.8
HOUSING AND ECONOMIC DEVELOPMENT Total 41.4 41.4 40.8 33.8 32.8
259

260

Capital Improvement Program
FY 2013-15 Proposed Biennial Budget

Program Summary
FY 2013-14 through FY 2017-18 Capital Improvement Program
Last year the City of Santa Monica developed its first biennial Capital Improvement Program (CIP) Budget. On
June 12, 2012, Council approved and adopted funds for FY2012-13 and approved funds for FY 2013-14. As
part of this year’s budget process, funds for the FY 2013-14 CIP budget will be approved and appropriated.
FY 2014-18 budget plan amounts are included solely as a planning tool and are not guaranteed to be funded.
All capital projects will be reevaluated as part of future biennial budget processes to ensure that the City’s
highest priority projects are funded.
Changes made to the FY 2013-14 CIP Proposed Budget as part of the CIP Exception Based Budgeting process
include:
Allocations of funds to new projects that require immediate funding.
Decreases in allocations for projects that no longer require funding, have been postponed, or have
revised scopes or estimates.
Increases in allocations based on revised estimates.
Definition of Capital Projects
The Capital Improvement Program is a five-year financial plan for the acquisition, expansion or rehabilitation
of land, buildings and other major infrastructure. Projects included in the CIP budget are those with costs in
excess of $50,000 and a useful life of more than three years, and many projects involve public infrastructure
construction.
CIP Policies
CIP policies provide a consistent framework for identifying and financing projects.
General Policies
The City will annually plan for capital improvements for a multi-year period of time. The Capital
Improvement Program will incorporate City Council priorities, long-range community objectives, and
projects which will improve efficiency of 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 sufficient level to protect the City’s capital investment and to
minimize future maintenance and replacement costs.
Budget Process
The CIP budget process is a five-year planning cycle, updated biennially, and facilitated by a CIP Committee
comprised of the City’s Department Heads and the Assistant City Manager. A five year CIP planning cycle is
evaluated within the context of available funding limits to ensure that limited resources fund priority projects
while maintaining the City’s existing infrastructure. Ongoing evaluations of existing capital project budgets
identify unallocated amounts and projects not considered of highest priority may be postponed, terminated,
or reduced in scope to reallocate funds to high priority projects and projects able to use the funds
immediately. New capital project requests are submitted by application and each is evaluated by the CIP
Committee. The CIP Committee is tasked with recommending those projects for funding that best reflect the
261

Program Summary
current priorities of the City as a whole.
Manager, City Council and the community for consideration.
Capital budget recommendations are presented to the City
Expenditure Trend
The citywide CIP Proposed Budget for FY 2013-14 is $91.4 million. This represents a decrease of $27.4 million
compared to the FY 2012-13 Adopted Budget of $118.8 million. This decrease is the result of a more cautious
commitment to capital spending due to the loss of Redevelopment Agency funds, the possibility of additional
Redevelopment Agency claw backs, and the increasing cost of total compensation. Of the total FY 2013-14
Proposed CIP budget, the General Fund represents $22.2 million or 24%.
FY 2013-14 Capital Improvement Program
Appropriations by Fund $91.4 Million
Big Blue Bus
$20.9 / 23%
General Fund
$22.2 / 24%
Special Revenue
Source
$2.9 / 3%
Clean Beaches
Parcel Tax
3.5 / 4%
Internal Service
$4.8 / 5%
Pier
$4.2 / 5%
All Others
$5.1 / 6%
Resource
Recovery &
Recycling
$3.0 / 3%
Misc Grants
$7.7 / 8%
Water /
Wastewater
$17.1 / 19%
262

Program Summary
In FY 2011-12, capital infrastructure projects formerly budgeted with Redevelopment funds were transferred to
the General Fund. For comparative purposes these amounts are not reflected in the chart below. The
significant increase in the FY 2012-13 Revised Budget reflects the General Fund funding projects formerly
budgeted with Redevelopment funds. These projects include the construction of the Pico Branch Library,
funding for the Early Childhood Development Center (ECEC), and the design of Fire Station 1. The FY 2013-14
Proposed Budget returns the General Fund to a normal funding level.
General Fund CIP Expenditures
$40
General Fund (in Millions)
$35.2
$30
$20
$25.5
$23.1
$21.7
$17.4
$24.0
$22.2
$10
$0
07-08
Actuals
08-09
Actuals
09-10
Actuals
10-11
Actuals
11-12
Actuals
12-13
Revised
Budget
13-14
Proposed
Budget
Impacts on Ongoing Operation
Projects that increase the number of facilities or expand the existing facilities can
impact ongoing operating costs for the City. The Pico Branch Library, Tongva
Park, Colorado Esplanade and EXPO Buffer are all such projects. Additional
ongoing annual operational costs will be approximately $1.8 million in FY 2013-14
as the Pico Library and Tongva Park are completed, and $1.6 million in FY 2014-15
as the EXPO Buffer and Colorado Esplanade projects are completed. These
amounts have been incorporated into departmental operating budgets. The
remaining capital projects funded in FY 2013-14 do not add materially to the cost
of operations.
263

Program Summary
FY 2013-14 Major Capital Improvement Program Initiatives
In FY 2012-13, significant progress was made on major capital projects including the Pico Branch Library,
Parking Structure 6, Tongva Park, Ken Genser Square, and the Pier Renewal Project. The CIP Committee was
asked to consider a small number of new applications as part of the FY 2013-14 CIP Exception Based Budget.
With no additional funding available, staff was encouraged to request funds only for those projects that
required immediate funding or that could be funded through return on investments (ROIs) or special revenue
sources. As such, the CIP Committee recommended public safety projects, traffic signal safety
enhancements, emergency water distribution infrastructure, and water treatment technology testing as
highest priorities to receive funding. The citywide FY 2013-14 CIP Proposed Budget is $91.4 million. The
$22.2 million General Fund budget is consistent with the FY 2013-14 budget approved by Council last year as
part of the biennial CIP Budget process. No additional funds were allocated to the CIP program for the CIP
Exception Based Budgeting process.
Some significant capital initiatives scheduled to begin in FY 2013-14 are described in further detail below.
These projects were all included in the FY 2012-14 Biennial CIP Budget approved by Council last year and are
not a result of the CIP Exception Based Budgeting process. FY 2014-18 budget plan amounts are included,
however funding and financing will be determined in a future budget process.
California Incline—Bridge Replacement
This project will reconstruct the California Incline roadway/structures with a new 750' long x 52' wide concrete
bridge adjacent to the Palisades Bluffs. This project is partially funded by federal funds through the Highway
Bridge Replacement and Rehabilitation program and the General Fund.
FY 2013-14 Proposed Budget: $1.6 million
Total Project Budget: $15.7 million
Status: Design
Scheduled completion date: 2015
Pier Bridge Replacement
The Pier Bridge will be replaced with a new structure providing improved multimodal access to the historic
Santa Monica Pier and adjacent beach. The project includes environmental clearance phase, conceptual
design and public process, final design and construction phases. This project is partially funded by a federal
Highway Bridge Program grant and the General Fund.
FY 2013-14 Proposed Budget: $1,025,000
Total Project Budget: $8.4 million
Status: Environmental Analysis / Concept Design
Scheduled completion date: 2016
264

Program Summary
Colorado Avenue Esplanade
The Colorado Esplanade is a multi-modal streetscape and circulation infrastructure project that fully integrates
the downtown Light Rail station by providing optimal access for pedestrians, bicycles and vehicles in and
around the station area. The project also implements the Civic Center Specific Plan circulation improvements
for Main/Second Street. The improvements will integrate the Civic Center, Downtown, and Pier/Oceanfront
districts, and create a gateway to Downtown Santa Monica. Funds will include improvements for vehicles,
pedestrians, bikes and transit. $3,285,000 of the
project was budgeted in FY 2012-13 and is funded
through a Metro Pedestrian Improvement Grant. This
project is also funded in the General Fund, Special
Revenue Source, Water and Wastewater Funds.
FY 2013-14 Proposed Budget: $6,425,000
Total Project Budget: $13.5 million
Reduced Footprint Core Project Budget: $10.7 million
Status: Design Development Complete
Scheduled completion date: 2015
Park Restroom Renovations
This project will allow for renovation of outdated, unsafe restroom buildings at Hotchkiss and Marine Parks and
construction of new facilities at Clover Park. "Best practices" design model for safe use, good visibility and
ease of maintenance will be used. Hotchkiss and Marine Parks will be renovated in FY 2012-14 and Clover
Park will be renovated in FY 2014-16. $112,000 was budgeted in FY 2012-13. This project is partially funded by
Community Development Block Grant (CDBG) funds and the General Fund.
FY 2013-14 Proposed Budget: $936,250
Total Project Budget: $2,701,464 inclusive of design and construction
Status: Design of Marine and Hotchkiss Park restroom renovations is complete. Design of Clover Park
Restrooms shall commence in FY 2014-15.
Scheduled completion date: Completion of Marine and Hotchkiss Park restrooms renovations is expected in
late spring 2014 with Clover Park completion anticipated for mid-summer 2017.
Beach Restroom Replacement
The City is required under a Consent Decree with State
Parks to bring the beach restroom facilities into ADA
compliance. Seven restrooms have been
completed. This project funds design and construction
of the eighth restroom building at 2400 Ocean Front
Walk. $263,000 was budgeted in FY 2012-13. This
project is funded in the Beach Fund.
FY 2013-14 Proposed Budget: $1,017,000
Total Project Budget: $1,358,738 inclusive of design
and construction
Status: Design complete; Construction anticipated to
commence in October 2013
Scheduled completion date: May 2014
265

Program Summary
Marine Park Retrofit
Resulting from the watershed management synergies between
the City and its neighbors, this project will build a pipeline to
transport treated runoff from Penmar Park (pictured) in the City
of Los Angeles to Marine Park for irrigation purposes. This
project is funded by Measure V funds and Prop 84 grant funds.
FY 2013-14 Proposed Budget: $1.86 million
Total project budget: $2 million
Status: Preliminary planning phase
Scheduled completion date: Fall 2015
Fire Station 1 Design and Construction
Fire Station 1 was built in 1954 and has surpassed the end of its expected useful life span as a Critical Facility.
A structural evaluation was completed in FY 2007-08; the results indicate that due to costs associated with
seismic retrofit, co-ed facility upgrades, and building improvements to comply with the Americans with
Disabilities Act, it would be more prudent to construct a new station, opposed to remodeling the existing
structure. Funding for this project includes design and construction of a new 25,000 square foot Fire
Station 1. The project includes: design, sustainable construction elements; LEED certification,
construction, project development staff, and construction management. The City plans to issue bonds to
finance this project.
FY 2014-18 Budget Plan: $32,493,000
Status: Pre-Design
Scheduled completion date: Spring 2016
Bus Replacement
The Big Blue Bus will purchase 38 Compressed Natural Gas
(CNG) 40 foot buses that will replace the remaining diesel
bus inventory and comply with the City’s emissions
reduction programs and policies. This project is funded in
the Big Blue Bus Fund.
FY 2013-14 Proposed Budget: $11.2 million
Status: Ongoing
Citywide Bikeshare
This project purchases and installs 25 bike stations with 250 bicycles citywide. Docking technology would
provide self-service vending through wireless communication to enable bikes to be returned to any station in
the system. This project is partially funded from grants from the Metro Call for Projects and Prop C Local
Return. Staff is in the process of securing a $500,000 grant from AQMD. $770,000 was budgeted in FY 2012-13.
FY 2013-14 Proposed Budget: $1,073,000
Total Project Budget: $2,764,000
Scheduled completion date: July 2015
266

Project Detail
Guide to Project Detail Section
This section provides detailed programmatic and financial information on each Capital Improvement
Program (CIP) project and includes the proposed budget for all CIP projects by fund. It lists the account
number, the project title, the proposed budgets for FY 2013-14 and the budget plan for FY 2014-18 for each
project.
Account Number
The account number begins with a letter and identifies the type of project:
C - Capital and construction projects
M - Maintenance projects
IS - Internal Service projects
H - Housing projects
P - Planning projects
R - Redevelopment Successor Agency projects
267

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
BUDGET PLAN
CIP Project # Project Title FY2013-14
Budget
FY2014-15 FY2015-16 FY2016-17 FY2017-18
GENERAL FUND (01)
C014079.589000 New Elevators for Downtown Parking Structures 2, 4, and 5 1,687,800 1,687,800 1,687,800 1,687,800 0
C017040.589000 Colorado Avenue Esplanade EXPO Green Streets 5,715,000 0 0 0 0
C010652.589000 California Incline - Bridge Replacement 1,600,000 0 0 0 0
C010678.589000 California Incline - Pedestrian Overcrossing 426,000 750,000 0 0 0
C010655.589000 Pier Bridge Replacement 75,000 750,000 0 0 0
C014080.589000 Pier Ocean Front Walk Parking Structure 0 0 0 0 18,960,000
C014032.589000 Pico Branch Library 175,000 0 0 0 0
C014032.589100 Pico Branch Library Start Up Collection / Supplies 43,933 0 0 0 0
C017085.589000 Traffic Signal Safety Enhancements 750,000 750,000 0 0 0
C010685.589000 Palisades Bluffs Stabilization at California Incline 300,000 0 0 0 0
C / P014083.589000 City Services Building 0 1,000,000 3,000,000 10,000,000 35,510,000
C / P014028.589000 City Yards Campus Improvement 0 0 3,500,000 10,000,000 0
C010747.589000 Park Restroom Renovation for Hotchkiss, Marine and Clover 236,250 119,064 1,442,850 0 0
C017060.589000 EXPO Maintenance Yard Buffer Park 0 2,430,188 0 0 0
C017061.589000 EXPO Light Rail - Implementation Services 125,000 200,000 0 0 0
C017076.589000 Lincoln Blvd Streetscape Master Plan and Construction 360,000 0 600,000 3,000,000 3,000,000
C014063.589000 Fire Station 1 Design and Construction 0 10,000,000 22,493,000 0 0
C010529.589000 Fire Station 3 Structural Evaluation 0 900,000 0 0 0
C010170.589000 Fire Vehicle Replacement Program 825,000 985,000 3,740,000 60,000 100,000
C018015.589000 Police / Fire Dept Video Storage Maintenance 75,000 0 0 0 0
C018018.589000 Portable Radios and Mobile Radios Upgrade 213,000 0 0 0 0
C018019.589000 Mobile Data Computer Replacement 360,000 0 0 0 0
C013142.589000 Interoperable Public Safety Communications Equipment 0 1,000,000 1,000,000 0 0
C017057.589000 Monitoring, Traffic Measuring and Implementation Services 200,000 250,000 100,000 100,000 100,000
C017043.589000 Advanced Traffic Management System (ATMS) - Phase 5 0 1,000,000 1,000,000 0 0
C010407.589000 Traffic Signal LED Replacement and Countdown Installation 100,000 145,000 145,000 145,000 145,000
C010995.589000 Multi-Modal Travel & Parking System 265,583 0 0 0 0
C010874.589001 350 On-Street Parking Meters with Sensors 323,000 0 0 0 0
M017070.589000 Roadway Striping and Markings Maintenance 500,000 250,000 250,000 250,000 250,000
C010456.589000 Crosswalk Improvement and Repair Program - new locations/infrastructure 50,000 50,000 50,000 50,000 50,000
M010456.589000 Crosswalk Improvement and Repair Program - maintain existing
locations/infrastructure
50,000 50,000 50,000 50,000 50,000
M010152.589000 Annual Paving & Sidewalk Repair Project 950,000 1,250,000 1,000,000 1,850,000 1,850,000
M017071.589000 Surface Parking Lot Paving Program 20,000 300,000 300,000 300,000 300,000
C010725.589000 Alley Renewal Program 0 250,000 250,000 250,000 250,000
C017005.589000 Real-Time Beach Parking Signs 67,000 0 0 0 0
C014073.589000 Bicycle Project Readiness and New Grant Match 0 0 500,000 0 0
268

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
CIP Project # Project Title FY2013-14
Budget
GENERAL FUND (01) continued
BUDGET PLAN
FY2014-15 FY2015-16 FY2016-17 FY2017-18
C017042.589100 Safe Routes to School Samohi 40,000 0 0 0 0
C017022.589000 Borderline Neighborhood and Wilson Place Improvements Project 45,000 0 0 0 0
M014078.589000 Swim Facilites Planned Maintenance Program 100,000 100,000 100,000 100,000 100,000
C010955.589000 Urban Forest Renewal 200,000 325,000 325,000 400,000 400,000
C010081.589000 Percent for Arts 87,802 0 0 0 0
M010085.589000 Facility Renewal Program 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
C010162.589000 Tenant Improvements 0 309,000 200,000 200,000 200,000
C014017.589240 Training/Meeting Room, Civic Center Parking Structure 50,000 0 0 0 0
C010462.589000 Kronos Distributed Timekeeping 35,000 100,000 0 0 0
C010972.589000 CityTV Replacement Playback System for one channel 130,000 0 0 0 0
C010565.589000 City TV Video Production Facility Equipment Replacement 0 190,000 500,000 325,000 0
IS010167.589000 Fleet Vehicle Replacement Program 2,503,933 1,255,404 2,443,933 2,443,933 2,443,933
IS010167.589000 Fleet Vehicle Replacement Program - Fire Vehicles 313,400 210,368 213,795 217,603 224,132
IS010006.589000 Telecommunication Services 360,399 378,644 388,110 395,872 403,790
IS010003.589000 Computer Equipment Replacement Program 1,300,717 1,327,131 1,000,000 1,000,000 1,000,000
Total General Fund (01) 22,158,817 29,812,599 47,779,488 34,325,208 66,836,855
Available Funds 22,158,817 18,195,000 18,195,000 18,195,000 18,195,000
Unfunded Need (see Note 1) 0 (11,617,599) (29,584,488) (16,130,208) (48,641,855)
Note 1> Unfunded need in the General Fund budget plan will be considered in future budget processes. Projects may be financed or deferred until funding is available.
SPECIAL REVENUE SOURCE (04)
H040235.589000 Citywide Housing Trust Fund 1,891,563 0 0 0 0
C040367.589000 Olympic Blvd mitigation fund projects 153,400 0 0 0 0
C047081.589000 Colorado Avenue Esplanade Expo Green Streets 160,000 0 0 0 0
C047081.589000 Colorado Avenue Esplanade Expo Green Streets 200,000 0 0 0 0
C047082.589000 Crosswalk - Arizona and 21st St 30,000 0 0 0 0
C047083.589000 Vehicle and Pedestrian Safety Study 15,000 0 0 0 0
C049042.589000 Pilot Treatment Technologies for Olympic Water Treatment Plant 500,000 0 0 0 0
2,949,963 0 0 0 0
CLEAN BEACHES & OCEAN PARCEL TAX - MEASURE V (06)
C066024.589000 Regional Implementation Plan 2,221,000 221,000 221,000 221,000 0
C066017.589000 Permeable Surface Alleys 75,000 84,000 87,000 90,000 0
C066018.589000 Permeable Street Gutters 75,000 84,000 90,000 90,000 0
C066020.589000 Parkway Infiltration Systems 170,000 185,000 190,000 190,000 0
C066022.589000 Marine Park Retrofit 847,000 0 0 0 0
269

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
CIP Project # Project Title FY2013-14
Budget
CLEAN BEACHES & OCEAN PARCEL TAX - MEASURE V (06) continued
BUDGET PLAN
FY2014-15 FY2015-16 FY2016-17 FY2017-18
C060265.589000 Palisades Park Drainage/Erosion Control 130,000 750,000 0 0 0
3,518,000 1,324,000 588,000 591,000 0
BEACH RECREATION (11)
C110840.589000 Beach Restroom Replacement 1,017,000 0 0 0 500,000
C110649.589000 Beach Parking Lot Improvements 250,000 250,000 250,000 250,000 250,000
C116037.589000 Beach Volleyball Courts and Lighting 70,000 0 0 0 0
C110758.589000 Refurbish Lifeguard Headquarters 100,000 100,000 135,000 0 0
C110081.589000 Percent for Arts 10,170 0 0 0 0
M114078.589000 Beach House Swim Facilities Planned Maintenance 75,000 75,000 75,000 75,000 75,000
IS110167.589000 Fleet Vehicle Replacement Program 158,045 158,045 158,045 158,045 158,045
IS110006.589000 Telecommunication Services 1,925 1,973 2,022 2,063 2,104
IS110003.589000 Computer Equipment Replacement Program 8,220 8,636 8,809 8,985 8,985
IS110167.589100 Fleet Vehicle Replacement Program - Beach House 4,435 4,435 4,435 4,435 4,435
IS110006.589100 Telecommunication Services - Beach House 4,997 5,122 5,250 5,355 5,462
IS110003.589100 Computer Equipment Replacement Program - Bech House 6,260 6,577 6,709 6,843 6,843
1,706,052 609,788 645,270 510,726 1,010,874
HOUSING AUTHORITY (12)
IS120006.589000 Telecommunications Services 4,151 4,255 4,361 4,449 4,538
IS120003.589000 Computer Equipment Replacement Program 8,220 8,636 8,809 8,985 8,985
12,371 12,891 13,170 13,434 13,523
TORCA FUND (14)
H14037710.589000 Torca Affordable Housing 911,670 0 0 0 0
911,670 0 0 0 0
COMMUNITY DEVELOPMENT BLOCK GRANT - CDBG (19)
C196040.589000 Accessible Beach Walkway - South Beach Park Universally Accessible
154,000 0 0 0 0
Playground
C194085.589000 Energy Upgrades to Ken Edwards Center 100,800 0 0 0 0
C197084.589000 Alley Renewal Program 297,945 0 0 0 0
C196041.589000 Park Restrooms 700,000 0 0 0 0
1,252,745 0 0 0 0
MISCELLANEOUS GRANTS (20)
M207009.589020 Advanced Traffic Management System (ATMS) – Phase 4c - Prop C 58,500 0 0 0 0
C200777.589003 Bus Pads on Transit Routes - LR 350,000 0 0 0 0
270

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
CIP Project # Project Title FY2013-14
Budget
MISCELLANEOUS GRANTS (20) continued
BUDGET PLAN
FY2014-15 FY2015-16 FY2016-17 FY2017-18
H20034414.589000 HOME - Mobile Home Improvement Project 472,429 0 0 0 0
C207005.589000 Real-Time Beach Parking Signs 488,000 0 0 0 0
C200995.589000 Multi-Modal Travel & Parking System 664,150 0 0 0 0
C207030.589000 Traffic Signal Synchronization - Timing Plans 50,000 100,000 0 0 0
C208014.589000 No Net New Trips Toolkit - Prop C 50,000 27,455 0 0 0
C200418.589590 Bike Parking and Amenities - Prop C 60,000 75,000 150,000 150,000 100,000
C204073.589100 Citywide Bikeshare - Metro 923,000 0 0 0 0
C204073.589200 Citywide Bikeshare - Prop C 150,000 0 0 0 0
C200222.589000 Bike Network Linkages to EXPO LRT - Prop C 461,387 880,157 0 0 0
C200222.589100 Bike Network Linkages to EXPO LRT - Metro 692,081 1,320,234 0 0 0
C207042.589000 Safe Routes to School Samohi - SR2S Grant 731,000 0 0 0 0
C207042.589100 Safe Routes to School Samohi - Prop C 40,000 0 0 0 0
C207042.589200 Bike and Pedestrian Training Pilot - SR2S Grant 49,000 0 0 0 0
C206038.589000 Bike Training for Middle School Students - CMAQ 21,000 0 0 0 0
C207073.589200 4th Court Bike Connection to EXPO LRT and Pier - Prop C 0 223,000 0 0 0
C206022.589000 Marine Park Retrofit 1,013,000 0 0 0 0
M200152.589770 Annual Paving & Sidewalk Repair - Prop C 450,000 600,000 600,000 600,000 600,000
C200655.589000 Palisades Bluff Stabilizaton at California Incline 0 1,200,000 0 0 0
C200655.589000 Pier Bridge Replacement 950,000 6,250,000 0 0 0
7,673,547 10,675,846 750,000 750,000 700,000
WATER (25)
M250193.589000 Water Main Replacement by City Forces 500,000 500,000 500,000 500,000 500,000
C250136.589000 Water Main Replacement by Contractor 2,941,000 3,191,250 3,192,290 1,618,000 2,000,000
C250784.589000 San Vicente Water Booster Station Standby Generator 3,850,000 0 0 0 0
C259015.589000 SCADA System Upgrades - Water 76,000 0 0 0 0
C250388.589000 Automated Meter Reading for Water 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
C259040.589000 Valve Study and Valve Replacements/Additions for Water System 250,000 250,000 250,000 250,000 250,000
C259043.589000 Water Main Replacement by Contractor - Olympic Loop 100,000 1,000,000 0 0 0
C259044.589000 Pilot Filtration Treatment Technologies for Arcadia Treatment Plant 400,000 0 0 0 0
C257040.589000 Colorado Avenue Esplanade Water Mains 175,000 0 0 0 0
C258020.589000 Wrap-around Software - Maintenance Management Applications 50,000 0 0 0 0
C254086.589000 Water Meter Shop Renovations 150,000 0 0 0 0
C250878.589400 Charnock Well Field Restoration Project 25,000 0 0 0 0
M250152.589000 Annual Paving & Sidewalk Repair Project 300,000 300,000 300,000 300,000 300,000
IS250167.589000 Fleet Vehicle Replacement Program 328,536 328,536 328,536 328,536 328,536
271

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
BUDGET PLAN
CIP Project # Project Title FY2013-14
Budget
FY2014-15 FY2015-16 FY2016-17 FY2017-18
WATER (25) continued
IS250006.589000 Telecommunication Services 41,757 42,801 43,871 44,748 45,643
IS250003.589000 Computer Equipment Replacement Program 47,380 49,779 50,775 51,790 51,790
10,234,673 6,662,366 5,665,472 4,093,074 4,475,969
RESOURCE RECOVERY & RECYCLING (27)
C270227.589000 Refuse Container Replacement Program 717,600 770,550 812,500 849,100 887,500
C279036.589000 Refuse and Recycling Enclosures 30,000 30,000 30,000 30,000 30,000
IS270167.589000 Fleet Vehicle Replacement Program 1,330,725 1,103,127 1,013,543 1,103,321 974,891
IS270167.589000 Vehicle Replacement - New Vehicles 907,000 380,000 380,000 380,000 380,000
IS270006.589000 Telecommunication Services 7,256 7,437 7,623 7,775 7,931
IS270003.589000 Computer Equipment Replacement Program 34,230 35,963 36,682 37,416 37,416
3,026,811 2,327,077 2,280,348 2,407,612 2,317,738
PIER (30)
M304006.589000 Pier Infrastructure Improvements (Phase IV) 4,050,000 0 0 0 0
C304009.589000 Carousel Floor Replacement and Substructure Repair 63,000 0 0 0 0
M304007.589000 Gangway Addition to the Pier 0 1,380,000 0 0 0
IS300167.589000 Fleet Vehicle Replacement Program 28,712 28,712 28,712 28,712 28,712
IS300006.589000 Telecommunication Services 10,168 10,422 10,683 10,896 11,114
IS300003.589000 Computer Equipment Replacement Program 8,600 9,035 9,216 9,400 9,400
4,160,480 1,428,169 48,611 49,008 49,226
WASTEWATER (31)
C310628.589000 Wastewater Main Replacement by Contractor 500,000 500,000 500,000 500,000 500,000
C310947.589000 AB 1600 Wastewater Main Replacement 500,000 500,000 500,000 500,000 500,000
M310347.589000 Hyperion Capital Payment 3,145,000 3,643,200 4,016,880 3,874,770 4,000,000
C310774.589000 Preparation of PDR and Construction of MAPS Improvements 750,000 0 0 0 0
C314022.589000 SCADA System Upgrades - Wastewater 228,300 0 0 0 0
C310388.589000 Automated Meter Reading for Wastewater 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
C314060.589000 2330 Michigan Avenue Improvements 36,000 36,000 36,000 36,000 0
C317040.589000 Colorado Avenue Esplanade Sewers/Manholes 175,000 0 0 0 0
C318020.589000 Wrap-around Software - Maintenance Management Applications 50,000 0 0 0 0
M310152.589000 Annual Paving & Sidewalk Repair Project 250,000 250,000 250,000 250,000 250,000
IS310167.589000 Fleet Vehicle Replacement Program 174,378 174,378 174,378 174,378 174,378
IS310006.589000 Telecommunication Services 13,968 14,317 14,675 14,968 15,268
IS310003.589000 Computer Equipment Replacement Program 19,680 20,676 21,090 21,511 21,511
6,842,326 6,138,571 6,513,023 6,371,627 6,461,157
272

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
CIP Project # Project Title FY2013-14
Budget
AIRPORT (33)
BUDGET PLAN
FY2014-15 FY2015-16 FY2016-17 FY2017-18
M330638.589000 Airfield Pavement Rehabilitation 250,000 250,000 250,000 250,000 0
C334023.589000 Airfield Lighting 149,000 0 0 0 0
C336033.589000 Airport Buildings Rehabilitation 378,000 378,000 3,000,000 0 0
C336036.589000 Hangar Purchases 0 0 100,000 100,000 0
C336032.589000 Courtyard Offices Roof 0 0 300,000 0 0
C334081.589000 Airport Environmental Enhancements 0 20,000 100,000 100,000 0
C336034.589000 Airport Avenue Sidewalk Repairs 0 0 300,000 0 0
C336031.589000 Airport Avenue Gunite Slope Repairs 0 0 350,000 0 0
IS330167.589000 Fleet Vehicle Replacement Program 55,374 55,374 55,374 55,374 53,861
IS330006.589000 Telecommunication Services 16,387 16,796 17,216 17,560 17,911
IS330003.589000 Computer Equipment Replacement Program 12,270 13,067 13,328 13,594 13,594
861,031 733,237 4,485,918 536,528 85,366
CEMETERY (37)
IS370167.589000 Vehicle Replacement Program 26,953 26,953 26,953 26,953 26,953
IS370006.589000 Telecommunications Services 3,093 3,171 3,250 3,315 3,382
IS370003.589000 Computer Equipment Replacement Program 8,880 8,930 9,109 9,291 9,291
38,926 39,054 39,312 39,559 39,626
BIG BLUE BUS - BBB (41)
C410519.589000 Bus Replacement Program 11,165,374 18,312,000 1,312,000 2,699,200 2,780,176
C410106.589000 Bus Components Replacement Program 6,725,588 6,537,000 6,723,000 6,499,000 6,693,970
C410709.589000 Shop Equipment 260,000 365,000 370,000 375,000 380,000
C410099.589000 Farebox System 0 230,000 240,000 250,000 200,000
C410114.589000 Bus Stop Amenities 10,000 110,000 110,000 110,000 110,000
C410113.589000 Technology Equipment 1,294,036 478,413 740,125 340,130 350,334
C410107.589000 Yard Improvements 0 85,000 90,000 95,000 95,000
C410826.589000 Facility Upgrade and Renovation 0 922,000 1,170,000 673,000 693,190
C410115.589000 Service Vehicles 400,000 25,000 30,000 30,000 50,000
C410458.589000 Downtown Transit Mall 60,000 10,000 10,000 10,000 10,000
C412076.589000 Transit Oriented Development (TOD) 0 430,000 430,000 100,000 100,000
C410956.589000 Prop 1B Safety & Security 267,091 267,091 0 0 0
C410877.589000 Dial-A-Ride Vehicle Replacement 25,000 50,000 50,000 0 0
C410100.589000 Radio Tower Equipment 80,000 80,000 80,000 80,000 80,000
C417061.589000 Expo Light Rail 550,000 0 0 0 0
IS410006.589000 Telecommunication Services 51,250 52,531 53,844 54,921 56,020
20,888,339 27,954,035 11,408,969 11,316,251 11,598,690
273

FY2013-14 through FY2017-18 Capital Improvement Program
BUDGET
CIP Project # Project Title FY2013-14
Budget
GAS TAX (43)
BUDGET PLAN
FY2014-15 FY2015-16 FY2016-17 FY2017-18
M430152.589000 Annual Paving Project 350,000 0 0 0 0
350,000 0 0 0 0
PARKS AND RECREATION (53)
C536030.589000 Marine Park Playground Retaining Wall 0 50,000 0 0 0
C530266.589000 Palisades Park Play Area 0 80,000 0 0 0
0 130,000 0 0 0
VEHICLE REPLACEMENT (54)
C540167.589200 Annual Vehicle Replacement Program 2,497,434 8,074,528 3,211,413 3,604,324 4,089,711
C540167.589100 Annual Vehicle Replacement Program - New 0 5,202 0 0 0
IS540003.589000 Telecommunications Services 5,429 5,565 5,704 5,818 5,935
IS540006.589000 Computer Equipment Replacement Program 9,640 10,128 10,331 10,537 10,537
2,512,503 8,095,423 3,227,448 3,620,679 4,106,183
COMPUTER EQUIPMENT REPLACEMENT (55)
M55000613.589000 Telecommunication Services 519,697 532,688 546,006 556,926 568,064
C55000313.589000 Computer Equipment Replacement Program 1,462,177 1,462,177 1,497,213 1,527,157 1,557,700
1,981,874 1,994,865 2,043,219 2,084,083 2,125,764
SELF INSURANCE FUND (56)
C564084.589000 Earthquake Facility Exposure Assessment 250,000 0 0 0 0
250,000 0 0 0 0
WORKERS' COMPENSATION (59)
IS590167.589000 Fleet Vehicle Replacement Program 1,910 1,910 1,910 1,910 1,910
IS590006.589000 Telecommunications Services 6,417 6,577 5,741 6,876 7,014
IS590003.589000 Computer Equipment Replacement Program 20,030 21,044 21,465 21,894 21,894
28,357 29,531 29,116 30,680 30,818
TOTAL ALL FUNDS $ 91,358,485 $ 97,967,453 $ 85,517,364 $ 66,739,469 $ 99,851,789
274

Appendix
FY 2013-15 Proposed Biennial Budget

Budget Planning 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.
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 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, the
Government Outreach system, through the various forums presented by City boards, commissions and
community groups, and at the annual community meeting series Santa Monica Talks in the Fall. Additional
opportunity for public comments occurs in June with the formal public hearing on the proposed budget.
275

276

Budget Calendar & Budget Cycle
November — December 2012 Biennial budget community outreach
January 2013 Five-year financial forecast
FY 2012-13 Mid-year budget review
Public comment and discussion on community issues and resident
feedback for FY 2013-15
February — April 2013 Allocate funding and develop Proposed Budget
May 2013 Proposed Budget presentation
June 2013 Public hearing and budget adoption
July 1, 2013 Start of new Fiscal Year 2013-14
August — September 2013 Close of Fiscal Year 2012-13 & year-end audit
January 2014 Five-year financial forecast
FY 2013-14 mid-cycle budget review
June 2014 FY 2014-15 budget review and budget adjustments
July 1, 2014 Start of new Fiscal Year 2014-15
August — September 2014 Close of Fiscal Year 2013-14 & year-end audit
November — December 2014 Biennial budget community outreach
January 2015 Five-year financial forecast
February — April 2015 Allocate funding and develop Proposed Budget
May 2015 Proposed Budget presentation
June 2015 Public hearing and FY 2015-17 budget adoption
July 1, 2015 Start of new Fiscal Year 2015-16
FY 2014-15 mid-cycle budget review
Public comment and discussion on emerging themes for
FY 2015-17
August — September 2015 Close of Fiscal Year 2014-15 & year-end audit
277

Budget Calendar & Budget Cycle
278

Fiscal Policies
The City’s fiscal policies 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.
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.
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 semi-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 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.
279

Fiscal Policies
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.
The City may choose to issue securities that pay a rate of interest that varies according to a
pre-determined formula or results from a periodic remarketing of the securities. Such issuance must be
consistent with applicable law and covenants of pre-existing bonds, as well as the City's
creditworthiness objectives. The City will budget for interest expense based on an evaluation of
current market rates with an allowance for potential increases in rates, and will monitor and adjust the
budget if needed.
Fund Policies
The City will maintain at the end of each fiscal year a General Fund Operating Contingency at a level
that is equal to at least 15% of the following year’s General Fund annual operating and capital
expenditure budget and subsidies to other funds as originally adopted by Council. Council approval
will be required before expending funds from the Operating Contingency.
In addition to the General Fund Contingency, the City’s goal is to maintain an Economic Uncertainty
balance operating with the level to be established as needed.
The City will maintain a balance in the General Fund for earned vacation benefits of General Fund
employees. Compensated absences for all General Fund employees are recorded in the respective
funds.
The City will maintain a capital/maintenance fund balance to be determined as part of the annual
budget adoption. The capital/maintenance balance 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 balance is intended to be used for major capital repair
where facility failure, unexpected hazards, or destruction of City property has occurred and where
repair or replacement is not planned within the established capital, operations, or other replacement
funds.
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.
280

Fiscal Policies
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.
Fund Balance Classifications
The City’s fund balance is made of the following components:
Non-spendable fund balance typically includes inventories, prepaid items and other items, that by
definition cannot be appropriated.
The restricted fund balance category includes amounts that can be used only for the specific
purposes stipulated by constitution, external resource providers, or through enabling legislations.
The committed fund balance classification includes amounts that can be used only for the specific
purposes determined by a formal action of the City Council. The City Council has authority to
establish, modify, or rescind a fund balance commitment.
Amounts in the assigned fund balance classification are intended to be used by the City for specific
purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or
designee has the authority to establish, modify or rescind a fund balance assignment.
Unassigned fund balance is the residual classification for the City’s funds and includes all spendable
amounts not contained in the other classifications.
The City considers restricted or unrestricted amounts to have been spent when an expenditure is incurred for
purposes for which both restricted and unrestricted fund balance is available.
The City’s committed, assigned, or unassigned amounts are considered to have been spent when an
expenditure is incurred for purposes for which amounts in any of those unrestricted fund balance classification
could be used.
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.
281

282

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 obligations, inventories, and prepaid items. Year-end
encumbrances are included in the fiscal year’s expenditures (actual, budgetary basis), as they represent
financial resources committed for goods or services to be delivered in the near future (usually within one or
two months). However, many multi-year capital projects are budgeted on a full cost basis. Year-end
remaining capital budgets for active projects are continued to the next fiscal year until the completion of the
project.
Proprietary funds, including enterprise and internal service funds, are budgeted on an accrual basis similar to
private-sector businesses, with a focus on total economic resources. Revenues are recognized when they are
earned, while expenses are recognized when the liability is incurred. Year-end encumbrances are excluded
from the fiscal year’s expenses, for the transactions have not yet occurred. However, non-cash items, such as
investment adjustments to market value, depreciation, amortization and bad debt expense are not
budgeted. Just as with the governmental funds, multi-year capital projects are often budgeted on a full cost
basis and the year-end active project budgets are continued to the next year until the completion of the
project.
Summary
Basis of Accounting
General Fund
Special Revenue Funds
Capital Project Funds
Modified Accrual
Enterprise and
Internal Service Funds
Accrual
Exceptions: ● Multi-year capital project
budgets are generally
budgeted on a full cost basis
● Multi-year capital project
budgets are generally
budgeted on a full cost basis
● Non-cash items, such as
investment adjustments to
market value, are not
budgeted
● Non-cash items, such as
investment adjustments to
market value, depreciation,
amortization, bad debt
expense, are not budgeted
283

Financial Framework for Budgeting
Budgetary Control
According to the City Charter, 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 body for the Santa Monica Redevelopment Successor
Agency, the Housing Authority, and the Parking Authority, which adopt budgets for the Redevelopment
Successor Agency, the Housing Authority, and the Parking Authority Funds.
To adopt the budget requires a majority Council vote (4 of 7 Council members).
The City Council approves any revisions that increase the total budgeted expenditures or revenues of any
department and fund, and any changes to staffing levels, including budgeted permanent and as-needed
full-time equivalent positions. The City Manager is authorized by the City Council to allocate the budget to
more detailed levels of control for administrative purposes. This includes changes between major object or
program categories (i.e., Salaries & Wages, Supplies & Expenses including Capital Outlay, or Capital
Improvements) within a department.
Changes to the budget due to emergency work, additional project costs exceeding the budget authority, or
receipt of a grant, take place throughout the year through semi-monhly Council meetings. Citywide
comprehensive budget review takes place twice a year.
To change the budget after it is adopted requires a supermajority Council vote (5 of 7 Council members).
Indirect Cost Allocation for General Fund Services
Proprietary and special revenue fund programs, which are financed by service user fees or grant funding,
have been assessed administrative costs to reflect the true costs of doing business through the City’s indirect
cost allocation plan. This plan provides a reimbursement to the General Fund for central services costs such
as custodial services, data processing, financial services, facilities maintenance, legal services, and
administrative time, which is directly applicable to enterprise and special revenue fund operations. The
FY 2013-15 reimbursements are based on an allocation plan developed during FY 2012-13, reflecting actual
support service costs for FY 2012-13, increased by 2% in FY 2013-14 and another 2.5% in FY 2014-15.
284

Financial Framework for Budgeting
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
percent 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 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, 2012
Total Gross Assessed Value $ 25,943,196,739
Debt limit: 10% of total assessed value (1) 2,594,319,674
Amount of debt applicable to debt limit:
Total bonded debt $ 98,955,000
Less:
Assets in debt service funds available
for payment bonds 7,150,832
Total amount of debt applicable to debt limit 91,804,168
Legal debt margin (2) $ 2,502,515,506
(1)
(2)
Section 607 of the City Charter limits the bonded indebtedness of the City to 10% of the total
assessed v aluation of taxable properties within the City, exclusiv e of any indebtedness incurred
for the purpose of constructing water supply, sewer or storm drain systems
As of June 30, 2012, the City's applicable outstanding debt was $2.5 billion under the legal debt
limit. Howev er, 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 av ailable rev enue.
Source: County of Los Angeles and City of Santa Monica Finance Department
285

Financial Framework for Budgeting
City of Santa Monica, California
Summary of Long-Term Indebtedness
June 30, 2012
Date of Issue
Original Issue
Final Maturity
Date
Interest Rates
Balance
June 30, 2012
Bonds subject to Debt Limit:
Revenue bonds:
Parking Authority 2002 May 1, 2002 10,480,000 July 1, 2016 3.50 - 4.50% $ 4,985,000
Public Finance Authority 2009 Dec 16, 2009 9,155,000 July 1, 2021 2.00 - 5.00% 7,940,000
Public Finance Authority 2011B Nov 16, 2011 8,625,000 Dec 1, 2020 2.00 - 4.00% 8,100,000
Parking Authority 2004 Nov 30, 2004 38,930,000 July 1, 2033 3.35 - 5.00% 34,540,000
Public Finance Authority 2011A Nov 16, 2011 32,065,000 July 1, 2031 4.00 - 5.00% 32,065,000
Subtotal - Revenue bonds, governmental activities
87,630,000
General obligation bonds:
Main Library Improvements 2012 May 30, 2012 11,325,000 July 1, 2022 0.20 - 4.00% 11,325,000
Subtotal - General obligation bonds, governmental activities
11,325,000
Subtotal - Bonds Subject to Debt Limit:
98,955,000
Other Debt:
Loans:
State Department of Housing & Dec 22, 1988 200,000 Dec 22, 2013 0.00% 200,000
Community Development Loans Dec 29, 1989 200,000 Dec 29, 2019 0.00% 200,000
Subtotal - Loans, governmental activities
400,000
Tax allocation bonds:
Ocean Park Redevelopment 2002 May 1, 2002 19,315,000 July 1, 2018 3.75 - 5.00% 10,115,000
Earthquake Recovery Project 2006 April 1, 2006 64,720,000 July 1, 2029 4.00 - 5.50% 53,950,000
Earthquake Recovery Project 2011 June 7, 2011 41,050,000 July 1, 2042 5.00 - 5.88% 41,050,000
Subtotal - Tax allocation bonds, private purpose trust fund*
105,115,000
Revenue bonds:
Hyperion Project Revenue 2012 May 30, 2012 8,955,000 Jan 1, 2022 2.00 - 4.00% 8,955,000
Hyperion Project Revenue 2005
Subtotal - Revenue bonds
Oct 1, 2005 20,305,000 Jan 1, 2018 3.00 - 5.00% 11,295,000
20,250,000
Loans:
Wells Fargo Term Loan Mar 11, 2011 60,000,000 Mar 11, 2018 70% LIBOR Plus 1.50% 55,714,286
4th and Arizona Nov 1, 2010 42,500,000 Jan 1, 2042 6.818% 41,068,020
Bank of America Term Loan May 1, 2008 50,000,000 July 15, 2028 2.036% 50,000,000
Subtotal - Loans, priv ate purpose trust fund*
146,782,306
State Water Res Control Bd loan Jan 29, 1999 5,000,000 July 1, 2019 2.60% 263,305
Subtotal - Other Debts:
Total
$
272,810,611
371,765,611
Management believes it is in compliance with all debt covenants.
* Due to the dissolution of Redev elopment on February 1, 2012, the Redev elopmet Successor Agency appears on the Financial
Statements as a priv ate purpose trust fund, as opposed to a gov ernmental fund.
286

City of Santa Monica, California
Debt Service Schedule
Fund Bond Descriptions Principal Interest Total Principal Interest Total
General
General
General
General
General
General
Successor
Agency
Successor
Agency
Successor
Agency
Successor
Agency
Successor
Agency
Successor
Agency
Library General Obligation Refunding
Bonds Series 2012 $ 1,210,000 $ 324,980 $ 1,534,980 $ 1,165,000 $ 321,350 $ 1,486,350
Public Financing Authority Lease Revenue
Bonds Series 2011 Parking Structure 6
1,220,000 1,450,930 2,670,930 1,265,000 1,402,130 2,667,130
Public Financing Authority Lease Revenue
Bonds Series 2011 Public Saftey Facility
Public Financing Authority Lease Revenue
Bonds Series 2009 Public Saftey Facility
Public Financing Authority Lease Revenue
Series 2004 Civic Center Parking Structure
800,000 264,950 1,064,950 825,000 236,450 1,061,450
715,000 252,200 967,200 735,000 230,750 965,750
1,065,000 1,485,454 2,550,454 1,105,000 1,446,582 2,551,582
Parking Authority Lease Revenue
Refundung Series 2002 995,000 138,116 1,133,116 1,040,000 94,584 1,134,584
$ 6,005,000 $ 3,916,630 $ 9,921,630 $ 6,135,000 $ 3,731,846 $ 9,866,846
Earthquake Redevelopment Tax
Allocation Bonds Series 2011 - $2,262,412 $2,262,412 - $2,261,412 $2,261,412
Earthquake Redevelopment Tax
Allocation Refunding Bonds Series 2006 2,225,000 2,222,692 4,447,692 2,320,000 2,133,692 4,453,692
Ocean Park Redevelopment Tax
Allocation Refunding Bonds Series 2002 1,370,000 376,380 1,746,380 1,435,000 309,250 1,744,250
Bank of America Term Loan 2008
3,030,302 953,818 3,984,120 3,030,302 891,265 3,921,567
Wells Fargo Bank Loan 2011
8,571,428 823,884 9,395,312 8,571,428 572,813 9,144,241
Promisory Notes Payable 2010
- 3,300,000 3,300,000 260,846.00 3,039,154 3,300,000
Wastewater Hyperion Revenue Refunding Bonds 2012
Wastewater Hyperion Revenue Refunding Bonds 2005
Stormwater
Total - General Fund
Total - Successory Agency Funds
Total - Wastewater Fund
State Water Resources Control Board
Loan
Total - Stormwater Fund
FY2013-14
FY2014-15
$ 15,196,730 $ 9,939,186 $ 25,135,916 $ 15,617,576 $ 9,207,586 $ 24,825,162
- $ 266,550 $ 266,550
- $ 266,550 $ 266,550
$ 1,785,000 $ 334,412 $ 2,119,412 $ 1,845,000 $ 270,887 $ 2,115,887
$ 1,785,000 $ 600,962 $ 2,385,962 $ 1,845,000 $ 537,437 $ 2,382,437
$ 270,151 $ 53,173 $ 323,324 $ 277,175 $ 46,149 $ 323,324
$ 270,151 $ 53,173 $ 323,324 $ 277,175 $ 46,149 $ 323,324
287
Financial Framework for Budgeting

Financial Framework for Budgeting
Revenue Bonds
The City issues revenue bonds where income derived from the acquired or constructed asset is pledged to
pay debt service.
Public Financing Authority – The Public Financing Authority issued two series of bonds, refunding series 2009
and refunding series 2011 to construct a public safety facility and related improvements and equipment, and
a new series in 2011to provide funds for construction of a public parking garage or other eligible public
improvements.
Wastewater – The City issued refunding series 2012 and 2005 bonds to fund a capital payment required under
an amalgamated wastewater agreement.
Parking Authority – The Parking Authority refunded bonds in 2002 which were originally issued to construct the
3rd Street Promenade. Additionally the Authority issued series 2004 bonds for construction of a parking
structure.
Tax Allocation Bonds
The City issues tax allocation bonds where specific property tax increment revenues are pledged to pay debt
service.
Ocean Park Project Area – The Redevelopment Agency issued refunding and new money bonds in 2002 to
purchase and develop property in the Ocean Park Project Area.
Earthquake Redevelopment Project Area – The Agency issued refunding bonds in 2006 to purchase and
develop property in the Earthquake Project Area and new money bonds in 2011 to develop property in the
Earthquake Project Area.
General Obligation Bonds
The City issues general obligation bonds where specific property tax revenues are pledged to pay debt
service.
Library Bonds – The City refunded bonds in 2012 which were originally issued to construct a new main library.
Loans and Notes
The Agency converted a $50 million line of credit agreement into a term loan, to be repaid with tax
increment, to develop low and moderate income housing, and entered into a $60 million term loan, to be
repaid with tax increment, to develop property in the Earthquake Project Area.
The City entered into $42.5 million of Promissory Notes with a group of investors for the acquisition of property.
288

Financial Framework for Budgeting
Bond Ratings
The City has issued various bonds,
primarily to support construction of
City capital projects. To the right is a
summary of the ratings on the City’s
debt.
The City’s long term financial strength
is reflected in these ratings. In
June 2012, one of the agencies rating
Santa Monica’s bonds, Moody’s,
d o w n g r a d e d a l l C a l i f o r n i a
Redevelopment Tax Allocation Bonds
to Ba1, which included RDA Bond
Series 2011 and 2006. In
Description
S&P Rating Fitch Moody’s
General Obligation Bonds
AAA AAA AAA
Lease Revenue Bonds
Public Safety Facility
AA+ AA+ Aa2
Civic Center Parking
AA+ AA+ Aa2
Parking Authority
AA+ AA+ Aa2
Redevelopment Tax Allocation Bonds
Earthquake Project Area
AA AA- Ba2
Ocean Park Project Area A+ A Ba2
Wastewater Enterprise Revenue Bonds AAA AAA
December 2012, Moody’s downgraded Santa Monica’s lease revenue bonds from Aa1 to Aa2 to reflect the
perception of a weaker security pledge for lease-backed obligations as opposed to the security of a
general obligation pledge.
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 FY 2013-14
FY 2012-13 GANN Appropriations Limit
Adjustment Factors
Allowable FY 2012-13 Adjustment
Non Residential Assessed Valuation change
City Population Change
FY 2013-14 GANN Appropriations Limit
$
1.2865
X 1.0086 = X
$
1,187,650,733
1.2976
1,541,052,717
289

290

Youth Budget
Santa Monica Youth: A Substantial Investment
The City of Santa Monica makes a
substantial investment in our youth, from
FY 2013-14 Youth Budget by Program Type
(in millions)
cradle to career. In FY 2013-14,
$1.3
approximately $40.5 million will be spent
$1.7 3%
on programs that support the health and
4%
wellbeing of children from birth to age 24,
SMMUSD Partnership
$3.9
Employment & Skills
with an additional $750,000 set aside as
10%
Development
financial assistance for program
$15.0
Culture & Recreation
participants from low income households.
37%
Programs are provided directly by the City
$10.0
Mental Health, Safety &
and through innovative partnerships with
25%
Support Services
the Santa Monica-Malibu Unified School
Early Childhood
District and nonprofit organizations. This
investment is funded by the City’s General
Fund ($36.8 million), program-generated
user fees ($2.5 million), and other sources
like local grants, public/private partnerships,
$8.7
21%
Development
Policy, Administration &
Information
and Development Agreements ($1.2 million). We make this investment each year because supporting
the healthy development of our youth benefits the entire community. By equipping young people with the
tools needed to thrive, we are shaping future generations of engaged citizens that will contribute to
Santa Monica’s economic vitality and strengthen our sense of community.
Youth Wellbeing: A Common Agenda
We know Santa Monica to be a relatively safe community full of opportunity. However, through Santa
Monica’s first Youth Wellbeing Report Card (2012/2013), we found some surprising areas of concern. For
example, two thirds of young children are not adequately prepared for Kindergarten and a third of teens
report symptoms of depression.
We take the wellbeing of our youth seriously. Our
Cradle to Career Initiative is a collective impact
approach to creating a community where every child
has opportunity to thrive. The City, School District,
Santa Monica College, and nonprofit partners have
been working together to identify action steps that
address key areas of concern among our youth,
including early childhood development, emotional
health and social connections, and college and
career readiness.
Moving forward, the financial investment we make in
our youth will be directly aligned with the goals
identified through the Cradle to Career Initiative, paving the way for greater transparency and accountability
on our progress. For more information on the Youth Wellbeing Report Card, the Cradle to Career Initiative,
and a detailed breakdown of youth budget expenditures, please visit www.santamonicayouth.net.
291

292

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 (GHG) 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.
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.
293

Glossary of Budget Terms
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.
Budget Calendar
The schedule of key dates or milestones which a government follows in preparation and adoption of a
budget.
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.
294

Glossary of Budget Terms
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.
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.
295

Glossary of Budget Terms
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.
Certified Unified Program Agency (CUPA)
Senate Bill 1082, passed in 1993, created the Unified Hazardous Waste and Hazardous Materials Management
Regulatory Program (Unified Program), which requires the administrative consolidation of six hazardous
materials and waste programs under one agency, a Certified Unified Program Agency (CUPA).
Department
An operational and budgetary unit designated by the City Council to define and organize City operations, or
a group of related operations within a functional area.
Debt
An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of
governments include bonds, time warrants, and notes.
Debt Financing
Issuance of bonds and other debt instruments to finance municipal improvements and services.
Debt Service
Debt service refers to the interest and principal payments on bond issues and Certificate of Participation, and
includes the issuance costs related to bond funding.
Deficit
The excess of an entity’s liabilities over its assets, or the excess of expenditures or expenses over revenue during
a single accounting period.
Depreciation
(1) Expiration in the service life of capital outlay assets attributable to wear and tear, deterioration, action of
the physical elements, inadequacy or obsolescence. (2) The portion of the cost of a capital asset that is
charged as an expense during a particular period.
296

Glossary of Budget Terms
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
Two expense object categories: Salaries and Wages; and Supplies and Expenses.
Fee
The payment for direct receipt of a public service by the party who benefits from the service.
Fiduciary Fund
A fund type to report assets held in a trustee or agency capacity for others and which therefore cannot be
used to support the government’s own programs. The fiduciary fund category includes pension, trust funds,
investment trust funds, private-purpose trust funds, and agency funds.
Fiscal Year
A twelve-month accounting period of time to which the budget applies; for Santa Monica, it is July 1 through
June 30.
Fringe Benefits
Benefits including employee retirement, social security, health, dental, vision, life insurance, workers’
compensation, uniforms, and deferred compensation plans.
FTE
Full Time Equivalent Employee (FTE) Hours per year = 1.0 Full-Time Equivalent position.
297

Glossary of Budget Terms
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.
Goal
Goals are general statements of desired results and serve as points of reference to guide actions, decisions,
and resource allocation.
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.
298

Glossary of Budget Terms
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 encumbrances.
299

Glossary of Budget Terms
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 R
Measure R increases the sales tax rate by half a percent point in Los Angeles County for 30 years to provide
funding for new transportation projects and programs and accelerate the ones already in the works. Aimed
to bring traffic relief and transportation upgrades throughout the County, the ballot measure was approved
by voters in November 2006 and went into effect July 1, 2009.
Measure V
The Clean Beaches and Ocean Parcel Tax was approved by Santa Monica voters in November 2006. The tax
raises revenue to be used solely for the purpose of implementing the City’s Watershed Management Plan for
the health, safety, and general welfare of the residents.
Measure Y
Measure Y is a one‐half percent transaction and use tax approved by voters in November 2010 which is
projected to generate approximately $12 million in new revenue annually for the City.
Measure YY
Measure YY was an advisory measure on the use of revenues from the transaction and use tax proposed
under Measure Y. Measure YY specifies that if a local transaction and use tax was enacted in the City of
Santa Monica, half of its revenue should be used to support school, educational and afterschool programs,
and half of its revenue should be used to fund general City services.
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.
300

Glossary of Budget Terms
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. It describes a specific, verifiable, and measurable actions, steps, or process undertaken in the service of
a goal.
Operating Budget
A financial, programmatic and organizational plan for furthering the goals of the City Council through the
departments of the City, which does not include one-time capital improvements projects.
Ordinance
A formal legislative enactment by the City Council. It has the full force and effect of law within the City
boundaries unless it is in conflict with any higher form of law such as a State statute or constitutional provision.
An ordinance has higher legal standing than a resolution.
Patient Protection and Affordable Care Act
Patient Protection and Affordable Care Act is a United States federal statute signed into law by President
Barack Obama on March 23, 2010 that is aimed at increasing the rate of health insurance coverage for
Americans and reducing the overall costs of health care.
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 Coun-cil 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.
301

Glossary of Budget Terms
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.
Return on Investment
Requests for additional resources previously classified as enhancements are now categorized as Return on
Investments. Requests will only be considered when the investment increases revenue, decreases operating
expenses, or creates operating efficiency.
Revenue
Sources of income used to finance City governmental services.
Salaries and Wages
A budget category which generally accounts for full-time, part-time, and temporary employees’ salaries,
overtime costs and fringe benefits for a particular division or program.
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.
Service Benchmark
A short list of indicators (outputs, outcomes, trends over time) for the departmental or interdepartmental
efforts important to Council and the community to communicate the City’s strategic and day-to-day work.
Special Revenue Funds
A Special Revenue Fund is separately administered because restrictions have been placed on how revenues
may be spent by the City Council, the State of California or the Federal government. Two examples are the
State of California Gas Tax Fund and Federal government Community Development Block Grant funds.
Supplies and Expenses
A budget category which accounts for all non-personnel expenses. Examples include office supplies, utility
costs, legal advertising, equipment maintenance, small tool purchases, building/structure maintenance and
contractual services.
302

Glossary of Budget Terms
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.
303

304

Acronyms
AB
ARRA
ATMS
AVR
CAC
CAFR
CalPERS
CAM
CDBG
CIP
CLETS
CNG
COG
COLA
COPS
CPI
CREST
CUPA
DUI
EIR
ERAF
FEMA
FTE
FY
GAP
GAAP
GASB
GDP
GIS
GPS
HHW
HLP
HMG
HMRRP
HUD
Assembly Bill
American Recovery and Reinvestment Act
Advanced Traffic Management System
Average Vehicle Ridership
California Arts Council
Comprehensive Annual Financial Report
California Public Employee’s Retirement System
Common Area Maintenance
Community Development Block Grant
Capital Improvement Program
California Law Enforcement Telecommunications System
Compressed Natural Gas
Council of Governments
Cost of Living Adjustment
Citizens’ Option for Public Safety
Consumer Price Index
Childcare Recreation Enrichment Sports Together
Certified Unified Program Agency
Driving Under the Influence
Environmental Impact Report
Educational Revenue Augmentation Fund
Federal Emergency Management Agency
Full Time Equivalent
Fiscal Year
Grant Acceleration Program
Generally Accepted Accounting Principles
Governmental Accounting Standards Board
Gross Domestic Product
Geographical Information Systems
Global Positioning System
Household Hazardous Waste Facility
Homeless Liaison Program
Hazardous Mitigation Grants
Haz-Mat Response and Reporting Program
Department of Housing and Urban Development
305

Acronyms
HOME
KEC
LACMTA
LAEDC
LED
LEED
LLEBG
LNG
MOE
MOU
MTA
MTBE
MUNI
MWD
OB
OTS
PAL
PCH
PEG
PERS
PNA
PPACA
PPRP
PROP A & PROP C
PTA
PYFC
RDA
ROI
RR&R
Federal Home Investment Partnership Program
Ken Edwards Center
Los Angeles County Metropolitan Transportation Authority
Los Angeles County Economic Development Corporation
Light Emitting Diodes
Leadership in Energy and Environmental Design
Local Law Enforcement Block Grants Program
Liquefied Natural Gas
Maintenance of Effort
Memorandum of Understanding
Metropolitan Transportation Authority
Methyl Tertiary-Butyl Ether
Municipal
Metropolitan Water District
Operating Budget
California Office of Traffic Safety
Police Activities League
Pacific Coast Highway
Public, Educational, and Government
Public Employee Retirement System
Pico Neighborhood Association
Patient Protection and Affordable Care Act is a United States federal statute
signed into law by President Barack Obama on March 23, 2010 that is aimed at
increasing the rate of health insurance coverage for Americans and reducing
the overall costs of health care.
Premium Promenade Restroom Project, which provides attendants for the
women’s restroom in Parking Structure 4 and for the men’s restroom in Parking
Structure 3 on the 3rd Street Promenade
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
Parent Teachers Association
Pico Youth Family Center
Redevelopment Agency
Return on Investment
Resource Recovery and Recycling Fund
306

Acronyms
SA
SB
SCAQMD
SMPOA
SMMUSD
SMURRF
TEA
TDA
TDM
TMP
TORCA
TOT
TV
UCLA
VoIP
VLF
WiFi
BBB
CAO
CCS
CMO
Council
FD
Finance
HED
HR
ISD
Library
PCD
PD
PW
RES (Clerk)
Successor Agency
Senate Bill
South Coast Air Quality Management District
Santa Monica Police Officer’s Association
Santa Monica-Malibu Unified School District
Santa Monica Urban Runoff Recycling Facility
Transportation Equity Act
Transportation Development Act
Traffic Demand Management
Transportation Management Program
Tenant Ownership Rights Charter Amendment
Transient Occupancy Tax
Television
University of California at Los Angeles
Voice over Internet Protocol
Vehicle License Fee
Wireless Fidelity communication technology
Big Blue Bus
City Attorney’s Office
Community and Cultural Services
City Manager’s Office
City Council
Fire Department
Finance Department
Housing & Economic Development
Human Resources
Information Systems Department
Library
Planning & Community Development
Police Department
Public Works
Records & Elections Services (City Clerk)
Department Acronyms
307

308

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 biennial budget for the
biennium beginning July 1, 2011. In order to receive this award, a government unit must publish a budget
document that meets program criteria as a policy document, as an operations guide, as a financial plan, and
as a communications device.
This award is valid for a period of two years only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for the biennium beginning
July 1, 2013.
309

310

Printed on Recycled Materials

ATTACHMENT B
CITY DEPARTMENTS’ SIGNIFICANT
EXPENDITURE REDUCTIONS AND COST RECOVERY PROPOSALS
City Attorney
• Reduce budget to reflect lower attorney salaries for newly-hired junior attorney positions
• Replace vacant 1.0 FTE Legal Secretary II with 0.5 FTE Staff Assistant – CAO to more efficiently align
staffing with Department needs
City Council
• Reduce contingency funding to better reflect historical spending
City Manager’s Office
• Reduce budget from efficiencies in professional services and office space rental
• Close Household Hazardous Waste (HHW) facility and operate curbside home collection program
after 9/7/13
Community and Cultural Services Department
• Hold Santa Monica Festival every 2 years instead of annually
• Maintain Human Services and Cultural/Arts Grants Programs at current funding levels
• Realign staffing at Swim Center to account for seasonal needs
• Market the Civic Auditorium as a venue for filming opportunities as an interim revenue-generating
use
• Increase user fees for recreation programs and permit services based on updated cost recovery
factors
• Implement a new regulatory and permit program for recreational trainers in parks and the Santa
Monica State Beach, which will generate new revenues
Finance
• Enhance revenue collection through proactive business license and parking facilities tax compliance
and discovery efforts
• Extend parking meter enforcement hours in highly-used areas and install an additional 350 parking
meters throughout the City as a return on investment
• Adjust Preferential Parking Fees to a level comparable to neighboring cities (Decision Package)
Fire
• Reduce overtime as a result of fewer vacancies and realigning of schedules and duties
• Reassign staff to assist in the development of the changing EMS service delivery model
• Implement new and adjusted fees as part of the comprehensive fee study
• Reduce the reserve engine fleet from 5 to 4 to achieve savings in reduced maintenance and
equipment costs
• Reduce take home fleet from 16 to 3 vehicles and achieve savings in fuel costs in the short term
Housing and Economic Development
• Reduce prevailing wage monitoring contracts for affordable housing construction based on adjusted
need
1

ATTACHMENT B
Human Resources
• Downgrade vacant 2.0 FTE positions and reduce overtime and temporary staffing to more efficiently
align staffing with department needs
Information Systems
• Reduce funding for computer maintenance and replacement through operational efficiencies
• Generate new revenue through expansion of the CityNet program to new businesses
• Auction decommissioned computer equipment through online auction hours (Decision Package)
Library
• Implement a more efficient operating plan for the Pico Branch Library
• Increase cost recovery by charging non-residents $25 annually for access to Library materials and
services and decrease materials budget based on change in library card holders (Decision Package)
• Increase cost recovery revenue by non-library card holders for use of the Internet (Decision
Package)
Planning and Community Development
• Eliminate vacant 1.0 FTE position in the City Planning Division
• Increase revenue assumptions related to the Bike Center
• Increase cost recovery for Code Compliance, Building and Safety and City Planning services based on
the fee study
Police
• Implement efficiencies in Canine, Mounted, SWAT and Air Support areas that will not impact
services and can be supplemented through inter-agency relationships
• Eliminate vacant 4.0 FTE positions and reduce overtime in areas that will not impact services
• Increase cost recovery through new fees: annual fee for burglar alarms and charges for second false
alarms
• New fees for burglar alarm permits for residences and businesses
Public Works
• Implement efficiencies in maintenance operations that will have no service impact. Efficiencies
include elimination of vacant 2.0 FTE positions
• Implement staffing efficiencies that will result in the conversion of vacant 2.0 FTE positions to
as-needed. Service levels will not be impacted
• Increase cost recovery for offsite street improvement, public right-of-way encroachment fees and
leasing of City-owned property for wireless facilities
• Streamline in-house construction management, inspection and administrative costs for capital
improvement projects
• Streamline fleet maintenance services
Records and Election Services
• Increase cost recovery by reinstating a subscription fee for City Council agendas via mail (Decision
Package)
• Increase cost recovery for election services through candidate filing fees (Decision Package)
• Provide fee-supported United States Passport and passport photo processing services
• Implement efficiencies in copier leases and printing processes
2

DECISION PACKAGE
ATTACHMENT C
Project Name: Adjust Preferential Parking Permit Rates
Department:
Finance
Recommended Action: Adjust preferential parking rates for the first time since 1984 to reflect
comparable market rates and discourage use of multiple permits
Annual Financial Impact: $600,000 in new revenue beginning in FY 2014-15
Project Description:
Residential preferential parking is used by neighborhoods and the City as a tool to manage the City’s
parking resources and to increase the available spaces in residential areas. The current $15 per permit
rate has not changed in the last 29 years. The current average permit price in the Westside Cities (Los
Angeles, Beverly Hills, West Hollywood) is $30 per permit. West Hollywood has an increasing rate that
begins at $19 for the first permit, increasing to $63 for the fourth residential permit.
The proposed change, including the tiered approach noted below, would assist the City in better
managing parking and encouraging less use of on-street parking. The proposed rates would average
$30 per permit for most customers who have two resident and two visitor permits as follows:
Resident Permit Current Proposed
First Two $15 $25
Third $15 $35
Fourth or More $15 $45
Permits Valid for 6 months or less
First Two $7.50 $15
Third $7.50 $25
Fourth or More $7.50 $35
First Replacement with Police Report Free Free
Second or more replacement with Police Report Free 50% of permit rate
Hang Tag Free $5
Visitor Permit Current Proposed
Limit 2 $15 $30
Day Guest self-print at home Free Free
Day Guest Pick Up in City Office Free $2
No new costs are associated with this proposal. The estimated annual revenue is based on an average
of $30 per permit.
1

ATTACHMENT C
If approved, staff would conduct a community outreach process to inform residential preferential
parking customers of the proposed changes. Staff proposes the change occur January 1, 2014 and would
require a Municipal Code change and Council adoption of a revised parking rate resolution.
Alternatives
Council could consider various alternatives:
1) Adjust the permit rate to $26.26, an amount equal to CPI adjustments since 1984, and approve
an annual adjustment beginning in FY 2013-14 to reflect the change in the CPI.
2) Adjust the permit rate to $30 for all permits, regardless of number per customer, to reflect the
regional average.
2

DECISION PACKAGE
ATTACHMENT C
Project Name Auctioning Decommissioned Computer Equipment
Department:
Information Systems
Recommended Action: Auction decommissioned computer equipment using online auction services
Annual Financial Impact: $60,000 in new revenue
Project Description:
The Information Systems Department (ISD) administers the Computer Equipment Replacement Program
(CERP) to ensure the timely refresh of the City’s computer equipment, including desktop computers,
laptops, printers and servers. The timely replacement of computer equipment is critical to ensuring City
technology remains reliable, secure, and compliant with business applications and security protocols.
Based on best practices and the City’s own experience maintaining aging equipment, CERP replaces all
City desktop computers on a four year cycle and printers on a five year cycle.
The Council approved the donation of decommissioned computer equipment on March 3, 1998. The
decommissioned equipment is currently donated to local non-profits and the school district through the
Human Services Division. Traditionally, the school district is the largest recipient of this equipment.
Staff has spoken with the school district and they do not rely on these computers to ensure their
technology remains up to date. The school district recently received bond money and has set up a
program similar to the City’s Computer Equipment Replacement Program.
While aging equipment proposes security and other risks to the City, it retains some value. Therefore,
ISD proposes auctioning this decommissioned equipment.
No new costs would be associated with this proposal. The estimated annual revenue is based on selling
each decommissioned computer at an average price of $150. Each year, approximately 400 computers
and 100 printers are replaced throughout the City. (400*$150=$60,000).
If approved, ISD would work with the Human Services Division to transition from donating to auctioning
decommissioned computer equipment. The current proposal provides for a three year transition period
whereby one-third of equipment would be auctioned in FY 2013-14, two-thirds auctioned in FY 2014-15
and 100% of it auctioned in FY 2015-16. After FY 2015-16 all computer equipment replaced each year
would be auctioned to generate revenues for the City’s general fund.
3

DECISION PACKAGE
ATTACHMENT C
Project Name: Charge Non-Santa Monica Residents for Library Cards
Department:
Library
Recommended Action: Charge non-Santa Monica residents $25 per year for a Library card to access
materials and services
Annual Financial Impact: $375,000 in new revenue
Project Description:
Staff proposes charging non-Santa Monica residents $25 annually for a Santa Monica Library Card.
Possession of a Library card is necessary to check out materials, place a hold on items, use the public
Internet stations, check out study rooms, and access the Library’s subscription databases. Currently,
Library cards are provided to any resident of California free of charge. Half of the Library’s 100,000
borrowers live outside the City of Santa Monica. Staff projects 15% of the 50,000 non-resident
borrowers will purchase a card to continue to enjoy Santa Monica Public Library’s collections and
services. Other municipal library systems charge non-residents a fee to access their systems.
The proposed annual rate of $25 is comparable to other cities as well as the private sector. For
example, Santa Clara County charges $80 annually and sold 3,800 non-resident cards in FY 2011-12.
Huntington Beach charges $25 and sold 1,600 cards in FY 2011-12. A Barnes & Noble discount card,
which provides the user with a discount on new books, can be purchased annually for $25.
Non-resident card holders would receive the same access to Library materials and services as residents.
Many non-resident patrons will not wish to pay for Library service. They will probably return to the
Library jurisdictions in which they live for free Library service. With fewer non-resident borrowers, the
overall number of visitor and items borrowed may decrease, putting less demand on Library collections,
facilities, services and programs.
Alternatives to this proposal include continuing to provide non-residents with free access to Library
materials and services, or charging non-residents a fee lower or higher than $25 annually. The adoption
of an alternative would impact the amount of estimated new revenue.
No new costs are associated with this proposal. The estimated annual revenue is based on an annual
charge of $25 per card to 15,000 non-residents. (25*15,000=375,000)
If approved, charges for non-resident Library cards would become effective as of July 1, 2013. Staff
would notify current card-holders of the change through multiple communication channels, including
the Library’s website, Facebook page, e-mail, and posters in the Main and branch Libraries. All nonresident
cards would expire within twelve months of July 1, 2013 and be eligible for renewal throughout
the year based on issue date. Santa Monica residents’ cards would be renewed every two years.
Residency would be based on the address listed on current government-issued identification.
4

DECISION PACKAGE
ATTACHMENT C
Project Name: Charge for Library Internet Time
Department:
Library
Recommended Action: Charge $2 for an Internet session for anyone without a Santa Monica Library
card
Annual Financial Impact: $60,000 in new revenue
Project Description:
Currently, Internet-only cards are issued free of charge to visitors and those without a Santa Monica
Library card. We recommend discontinuing this practice and propose charging $2 per Internet session.
An Internet session allows for two hours daily maximum of Internet time per day. The Library hosted
284,000 Internet sessions in FY 2011-12. It is estimated that 11%, or 30,000, of these sessions would be
purchased. Library card holders would also be allowed to purchase additional Internet time. Charging
for Internet time is common in other parts of the U.S. Santa Clara County Library charges $4 for a twohour
Internet session. San Leandro and Huntington Beach require possession of a Library card to use the
Internet. Santa Ana charges $20 for a one-day Internet card with access to reference services.
FedEx/Kinkos charges $0.30 per minute or $18 per hour for computer time.
The proposed Internet session rate is comparable to other cities and considerably less than that charged
by the private sector. Those who do not have Santa Monica Library cards and do not wish to pay will
probably use private businesses or other Library jurisdictions for Internet access. The demand for
Internet sessions will decrease as some of our current Internet users live outside Santa Monica and will
not want to pay. This will increase capacity for Santa Monica Library card-holders. The Library may be
able to lengthen the daily maximum of Internet time available to Library card-holders and those paying
for Internet time.
Alternatives to this proposal include continuing to provide free Internet-only cards to visitors and nonresidents
or charging those without Library cards a session fee that is higher or lower. The adoption of
an alternative would impact the amount of estimated new revenue.
The Library expects to incur some costs for adding cash registers and payment equipment to the Main
Library’s second floor to service the Computer Commons. The Library will absorb those costs within its
current budget. If approximately 11% of the 274,000 sessions (30,000) were to pay $2, the Library
would collect $60,000. (2*30,000=60,000)
If approved, charges for Internet time would become effective by December 2013. It will take staff
some time to arrange for the purchase of cash registers and credit-card payment systems or
development of a Library debit card. Staff would notify patrons of the change through multiple
communication channels including the Library’s website, Facebook page, e-mail, and posters in the Main
and branch Libraries.
5

DECISION PACKAGE
ATTACHMENT C
Project Name: City Council Agenda Mailing Subscription
Department:
Records & Election Services (City Clerk)
Recommended Action: To reinstate a subscription fee to subscribe to City Council agendas via United
States Postal Service (USPS)
Annual Financial Impact: $660 in new revenue
Project Description:
Staff proposes to reinstate an annual subscription fee of $11 for subscribers of hard‐copy City Council
agendas, as provided for by California Government Code section 54954.1. i This proposal was included in
the Fee Study conducted by the Finance Department.
The City Clerk's Office charged a fee for subscriptions to City Council Agendas until 2003, when the City
Council removed this fee for the purpose of transparency. With the communities increasing access to
computers and the internet over the past decade, staff believes that the receipt of hard‐copy agendas is
now a voluntary, individual benefit, and therefore subject to cost recovery. The proposed fee will recover
the increasing cost for postage, which is currently at $0.46, and will be subject to change with the rate
set by the USPS. With 60 current subscribers and a minimum of 24 meetings per year, $660 in metered
postage would be recovered annually. While the fee may divert some subscribers to a free email
subscription or cause some to discontinue service, the reduction in revenue would be nominal in the
overall scope of the budget.
Other municipalities charge subscribers a fee for agenda subscriptions. For example, the City of Rohnert
Park charges $40 a year, and Eureka and Yorba Linda charge $24 a year for this service. The City of
Berkeley will charge postage and a 10 cent copy fee when requests are received for agendas. The
proposed annual fee of $11 would be significantly lower than other cities, as staff proposes to be
reimbursed for postage and will continue to subsidize the cost of printing materials and labor.
Alternatives to this proposal include continuing to provide subscribers with free subscriptions or
charging subscribers a fee lower or higher than $0.46 per agenda. The adoption of an alternative would
impact the amount of recovered cost.
If approved, charges for City Council agendas would become effective as of January 1, 2014. Staff would
notify subscribers of the change through multiple communication channels, including the City’s website
and City Council Agenda mailing List. The service would require subscribers to renew their subscription
in writing annually. Any requests for mailed copies of agendas shall be valid for the calendar year in
which it is filed and must be renewed following January 1 of each year.
6

DECISION PACKAGE
ATTACHMENT C
Project Name: Election Filing and Translation Fees
Department:
Records & Election Services (City Clerk)
Recommended Action: Charge potential candidates a $25 filing fee for processing Nomination Papers.
Charge qualified candidates a flat fee of $175 translation fee for Candidate Statements to be included in
the Voter Information Pamphlet.
Annual Financial Impact: $4,400 per election year (every two years) in new revenue
Project Description:
Staff proposes charging candidates $25 for processing Nomination Papers and $175 for the Spanish
translation of Candidate Statements in the City’s Voter Information Pamphlet. The filling fee is provided
for by California Election Code 10228 ii and the translation fee by California Election Code 13307,
Section 3(c) iii . The $175 translation fee would be subject to change based on the rate established by the
City’s election consultant, Martin & Chapman Company, and may increase by the 2014 election.
Currently, processing Nomination Papers and translating Candidate Statements into Spanish are
provided free of charge and the new fees will recover some costs for election-related services. An
average of 22 candidates ran for City Council, Rent Control Board, School Board and College Board over
the last 10 years or five elections. Making this personal investment would communicate a candidate’s
commitment to the election process and discourage its misuse. However, it may also discourage lowincome
candidates from participating in the election process and is one reason that prior City Councils
have postponed implementation of these fees.
Other municipalities charge various combinations of these fees. For example, the City of San Jose
charges the $25 filing fee per candidate and Manhattan Beach charges a printing and handling fee of
$500 because the city is only required to provide election information in one language. The City of
Monterey Park charges a printing and translation fee of $2,500 and information is translated into three
languages. The City of Norwalk charges a printing, translation and handling fee of $2,700, City of
Downey charges between $600 - $2,200 depending on the district race, City of Thousand Oaks charges
$1,000 and City of Inglewood charges $700 - $1,000 depending on the district. The proposed filing fee is
the same as cities that charge this fee because it is set by state law. The translation fee will be
comparable to other California cities that obtain translation services and will be less than cities who
obtain services through County Registrar-Recorder’s Office which also charge for printing and mailing.
Alternatives to this proposal include continuing to provide free processing of Nomination Papers and
translation of Candidate Statements, charging one of the two fees, or charging one or both fees and
setting the translation fee lower or higher than the $175. The code also provides for reimbursement of
printing and mailing voter pamphlets. However, staff does not wish to propose this at this time. The
adoption of an alternative would impact the amount of estimated revenue.
There are no new costs associated with this proposal unless the Registrar-Recorder/County Clerk’s
Office or Election Consultant increases their fees or impose new fees. The estimated biennial revenue is
based on a biennial charge of $25 per set of Nomination Papers and $175 per statement to
22 candidates. (22($25+$175)=$4,400)
7

ATTACHMENT C
If approved, charges for filing and translation fees would become effective as of July 1, 2013. Staff
would notify the public of the new fees through multiple communication channels including the City
Clerk’s website and mailing lists of established campaign committees, CityTV of Santa Monica, SeaScape,
public notice boards at City Hall, the Police Department and Santa Monica Main Library and the Santa
Monica Daily Press.
i
54954.1 – Any person may request that a copy of the agenda, or a copy of all the documents constituting the
agenda packet, of any meeting of a legislative body be mailed to that person. If requested, the agenda and
documents in the agenda packet shall be made available in appropriate alternative formats to persons with a
disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and the
federal rules and regulations adopted in implementation thereof. Upon receipt of the written request, the
legislative body or its designee shall cause the requested materials to be mailed at the time the agenda is posted
pursuant to Section 54954.2 and 54956 or upon distribution to all, or a majority of all, of the members of a
legislative body, whichever occurs first. Any request for mailed copies of agendas or agenda packets shall be valid
for the calendar year in which it is filed, and must be renewed following January 1 of each year. The legislative
body may establish a fee for mailing the agenda or agenda packet, which fee shall not exceed the cost of providing
the service. Failure of the requesting person to receive the agenda or agenda packet pursuant to this section shall
not constitute grounds for invalidation of the actions of the legislative body taken at the meeting for which the
agenda or agenda packet was not received.
ii
10228 – A filing fee proportionate to the costs of processing a candidate's nomination papers or a candidate's
supplemental nomination papers filed pursuant to subdivision (b) of Section 10221 as determined by the city
council and set by ordinance, but not exceeding twenty-five dollars ($25), may be imposed, to be paid upon the
filing of the nomination papers.
iii 13307, Section 3(c) – The local agency may estimate the total cost of printing, handling, translating, and mailing
the candidate's statements filed pursuant to this section, including costs incurred as a result of complying with the
federal Voting Rights Act of 1965, as amended. The local agency may require each candidate filing a statement to
pay in advance to the local agency his or her estimated pro rata share as a condition of having his or her statement
included in the voter's pamphlet. In the event the estimated payment is required, the receipt for the payment shall
include a written notice that the estimate is just an approximation of the actual cost that varies from one election
to another election and may be significantly more or less than the estimate, depending on the actual number of
candidates filing statements. Accordingly, the local agency is not bound by the estimate and may, on a pro rata
basis, bill the candidate for additional actual expense or refund any excess paid depending on the final actual cost.
In the event of underpayment, the local agency may require the candidate to pay the balance of the cost incurred.
In the event of overpayment, the local agency which, or the elections official who, collected the estimated cost
shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the
election.
8

Citywide Fee Study Summary
ATTACHMENT D1
Background
• Cities may charge fees to recover costs for services that benefit individual community
members, freeing up tax dollars to be used for general services that provide benefits to the
entire community.
• Per Council direction, Santa Monica conducts a comprehensive user fee/cost of services study
periodically to ensure that the City continues to recover the appropriate level of costs from
providing these services. In interim years, fees are revised by a cost of living factor. The most
recent study was completed in April 2013.
• The fee study has looked at fees as well as several penalty charges related to the General,
Special Revenue Source, Beach, Water, RRR, Wastewater, Airport and BBB funds.
• It is the City’s policy to achieve full cost recovery on these services, with some exceptions for
areas that provide a significant community benefit, primarily Community and Cultural Services
and Animal Control.
• Rates for penalties are not based on cost recovery, but are set to deter unlawful conduct. Staff
will return at the time of budget adoption with an ordinance to amend the Municipal Code to
add a false alarm penalty for the second Police Department response within one year.
• The report identifies over seventy current fees as providing amounts substantially in excess of
full cost recovery. These fees were appropriate when adopted, but are no longer supportable
because of efficiencies and new processes that have reduced cost. Due to these changed
circumstances, reductions in these fees to 100% recovery of current costs is recommended.
• The Community & Cultural Services Department achieves an overall recovery rate of 26%, as its
fees are based on a pricing policy that reflects Council priorities for community recreation and
social services benefits. Animal Control recovers about 30%, as cities traditionally subsidize
these services to encourage licensing and spaying/neutering. Finally, several building permit
fees for small residential projects are recommended for 50% cost recovery, so as not to place
undue burden on individuals. Charges for copying of public records and police reports are also
not cost covering as they are limited by State law.
Study Summary
• Approximately 700 fees were studied.
• 27 new fees and 1 new penalty charge are proposed, 16 are in the General Fund
• Reduction of 71 fees
• Elimination of 6 fees (some due to consolidation)
• Overall cost recovery 53%
1

Revenue Impact
The study estimated $2.1 million in additional revenue, $1.9 million from user fees and $0.2 million
from a new penalty for second Police Department Response to false alarms within a year. $1.7 million
of the new revenue is from General Fund sources. New fees comprised $343,000 of the new revenue
($291,500 in the General Fund) and new penalties accounted for $175,000. Adjustments to existing
fees comprised the remaining amounts.
Finance recommends budget changes of $1.45 million, $1.1 million in the General Fund. Among the
reasons for the lower recommendation are the uncertain impact of new fees, a prudent view of
increases to existing fees, and the fact that some fees will not be implemented on July 1 due to legal
and timing issues. A comparison of fee study and staff recommendations is shown follows:
Estimated Fee Study Impact
A B C D (D-A)
Dept Additional
Adjusted Fee Budget Proposed per Recommended Difference from
General Fund Study Amounts Proposal Finance Budget Change Study
Planning 48,290 48,000 - 48,000 (290)
Building & Safety 584,150 350,000 - 350,000 (234,150)
TMP 132,124 - 100,000 100,000 (32,124)
Code Compliance 95,653 81,000 - 81,000 (14,653)
Public Works (Gen Fund) 52,009 - 50,000 50,000 (2,009)
Police* 59,069 302,400 (243,331) 59,069 -
Fire 296,124 100,000 - 100,000 (196,124)
CCS 195,447 130,000 - 130,000 (65,447)
Clerk 22,534 22,560 (60) 22,500 (34)
Total General Fund 1,485,401 1,033,960 (93,391) 940,569 (544,832)
Special Revenue Source Fund 36,167 - 116,494 116,494 80,327
Beach House 9,348 - 8,540 8,540 (808)
Water Fund 122,525 - 54,000 54,000 (68,525)
RRR 54,446 - 54,446 54,446 (0)
Wastewater 127,809 - 64,000 64,000 (63,809)
Airport 31,835 - 32,000 32,000 165
BBB 547 - - - (547)
Total User Fees 1,868,076 1,033,960 236,089 1,270,049 (598,027)
Police Penalties 175,246 175,246 - 175,246 -
Total Revenues 2,043,322 1,209,206 236,089 1,445,295 (598,027)
2

Significant Fee Adjustments
Forty fees required an adjustment of over 100%. The primary reasons for these significant changes
are:
• The comprehensive nature of the study. A number of fees not picked up in the prior study
and/or any previous studies were included.
• An enhanced effort was made to ensure that the cost of each service included direct labor,
direct overhead, and indirect overhead, resulting in fully burdened cost calculations.
• New statutory requirements require increased regulation, and therefore increased costs.
• Ensuring that the costs of services including the efforts of more than one department are
completely and accurately accounted for.
Twenty-one of the forty fees showing a 100% plus increase are charges to reimburse the City for
required off-site improvements performed by City staff at the request of developers. These fees were
not included in the prior fee study. Developers have been completing these improvements
themselves.
That attached summary provides more detail on fees increasing 100% or more that affect a significant
number of customers.
3

Fees with Increases Over 100%
Fee Description Fee Rate %
Increase
Planning
Business License Planning Review- Home
Occupation
Est.
Volume
Comments
$127 258% 300 Fee was previously subsidized a number of years ago to
incentivize small home-based businesses. Due to technology
advances, there have been changes in the nature of homebased
business, so staff believes this incentive is not longer
necessary and the proposed fee is a reasonable amount.
Comparable City Information
Culver City, $97; Hermosa Beach, based on
type of business, Range $200-500; Manhattan
Beach, $108.12 Base fee (based on gross
receipts)
Transportation Management
Over the Counter Plan - Additional Reviews $187 129% 10 Previous studies did not capture full cost Not available
Standard Plan Check - Parking and On-site
Construction Design: 3-20 spaces
$1,484 113% 31 Previous studies did not capture full cost Beverly Hills, $130 - $393 (based on project
value); West Hollywood, $3,787-$5,050
Temporary No Parking Sign Issuance $60 202% 934 Not included in prior studies Manhattan Beach - $155; Beverly Hills, $6.58
(plus lost parking revenue); City of Pasadena,
$46.90
Oversized Load - One Way $45 182% 522 Previous studies did not capture full cost Not available
Block Parties $277 1285% 15 Not included in prior studies Not available
Sign Removal $56 124% 250 Previous studies did not capture full cost Not available
Code Enforcement
Tenant Protection During Construction $237 121% 10 Not included in prior studies Not available
Public Works
Offsite Improvements Var Var Var Developers have choice of paying City to do required Not available
improvements or do it themselves
Airport Event Permit (2,500 sf $0.0516 /sf 180% 150 Previous studies did not capture full cost Beverly Hills - Based on Valuation; Culver City -
16% of building permit; Redondo Beach $177
per hour
Underground Tank Permit (Base & 1st Tank) $1,832 114% 33 Previous studies did not capture full cost Not available
Underground Tank Permit (ea add'l Tank) $366 242% 52 Previous studies did not capture full cost City of Pasadena, $294
4

Revenue From New Fees/Penalties
Staff is proposing 27 new fees and one new penalty as a result of this study. New fees are identified as
new community needs arise and require additional services, or when staff identifies an individualized
service being performed for no charge. Of the $0.5 million in revenue projected to be generated from new
fees and penalties, the major portion comes from the following three fees:
• False Alarm Response – Second Response in a Year: The City currently assesses a penalty charge
for third and subsequent Police Department responses to false alarms at one address in a year.
Assessing a fine for the second response would result in charges for over 1,000 responses a year,
resulting in approximately $175,000 in new annual revenues.
• Fire Department Final Inspection of Construction Projects: The Fire Department has been
performing this service at no cost. It is estimated that inspection of about 365 projects per year
would generate about $159,000 annually from the new fee.
Staff will return to Council with any ordinances and resolutions required to authorize new fees.
Below is a complete summary of proposed new fees/penalties.
5

FY 2012/13 Fee Study
Listing of New Fees/Penalties
General Fund
Fee Department or Division Description Fee Amount Volume Primary Impact Comparable City Information
Business License - Limited Review City Planning New subcategory for planning review of business license $ 109 100 Reduction for Small Businesses Not available
applications requiring only cursory review.
Commercial/Industrial- shell only and attached parking: Building and Safety
New building permit category related required time to inspect
$5.79/sf Unknown Developers
Not available
Additional 10,000 SF
large warehouse sites.
Parking Evaluations Transportation Management Parking Evaluations 235 115 Developers/Property Owners Not available
Signing and Striping Modifications Transportation Management Signing and Striping Modifications 235 25 Developers/Property Owners Not available
Parking Lot Restriping Fee Transportation Management Parking Lot Restriping Fee 350 10 Developers/Property Owners Not available
Bike Racks Transportation Management Bike Racks 253 5 Developers-Will be waived for Not available
small businesses
Residential Building Report-Code Compliance Review Code Compliance Verify if violations on property have been abated prior to
237 50 Sellers of property Not available
property sale
Vacant Property Program Code Compliance Investigation of properties with expired building permits 257 10 Developers Not available
Utility Excav Permit: Renewal for Expired Permit Public Works Processing renewal for a 180 day period actual cost Unknown Utility companies Not available
False Alarm Response - 2nd in 12 months Police Fine for excessive false alarms 164.86 1,063 Residents and businesses Beverly Hills, $252; Manhattan Beach, $190;
City of Los Angeles, $151 (With Permit), $251
(Without Permit), Culver City, $120
Miscellaneous Plan Review Fire Review of plans not falling into other specific categories 386.99 5 Developers City of Anaheim, $220
Solar Panel Plan Review Fire Review of plans for compliance with City guidelines 404.79 10 Various Not available
Final Building Inspection Fire For Final Inspection of construction projects before issuance of
436.67 365 Developers Not available
Certificate of Occupancy
Underground Tank Permit - Exempt Fire 366.31 10 City of Pasadena, $294
Passport Execution Fee Records/City Clerk 25.00 600 Individuals Beverly Hills, $25
Passports Photos Records/City Clerk 11.57 550 Individuals Beverly Hills, $12; Riverside, $9; Long Beach,
$15; Monrovia, $15
Water Fund
Same Day Emergency Turn-Off (regular hours) Utilities Response to call for emergency water shut off-business hours 51.09 Unknown Individuals/Businesses Not available
Same Day Emer Turn-Off (after hours, holidays) Utilities Response to call for emergency water shut off-after bus. hours 306.57 Unknown Individuals/Businesses Not available
Fire Svc Install: 8" and 12" Utilities Install new fire line service 9,941.74 Unknown Developers/Construction City of Beverly Hills, $6,158.50 for 8" (in the
City), for 8" $10,208.89 (outside City). Fire
Service Installation Deposit for 8" $7,848.97
(in and outside of the City).
City of Beverly Hills, $7,226.30 for 10" (in the
City), for 10" $14,347.43 (outside of the City).
Fire Service Installation Deposit for 10"
$9,418.77 (in and outside of the City).
Fire Hydrant Relocation - new tap & killout Utilities Relocate existing hydrant 11,794.72 Unknown Developers/Construction City of Beverly Hills, Fire Hydrant Installation
Deposit of $4,709.38. Actual costs billed to
customers.
Fire Hydrant Installation Utilities Install a new fire hydrant 12,164.99 Unknown Developers/Construction City of Beverly Hills, Fire Hydrant Installation
Deposit of $4,709.38. Actual costs billed to
customers.
Wtr Svc Install: 3/4" to 1" Partial Upgrade Utilities Upgrade meter 670.56 Unknown Developers/Construction City of Beverly Hills, Service Installation
Deposit of $2,763.32. Actual costs billed to
customers.
RRR Fund
Curby Rental RRR Rental of recycling robot for special events $124.50/hour 10 Various Not available
Container Rental for C&D Program RRR Bin rental for construction and demolition waste $182 plus disposal 10 Various Not available
Wastewater Fund
Industr Waste Discharge Variance Request Utilities Review of plans to see if variance is appropriate 54.32 75 Developer Not available
Industr WW Permit: Class 6 Utilities New permit class for significant industrial users $ 3,610.43 1 Businesses City of Burbank, $6,478; City of Los Angeles,
$3,294
Industr WW Permit: Class 99 Utilities New permit class for low risk discharge business $ 94.16 20 Businesses Not available
BBB
Moving of Bus Stops for Events/Filming BBB Recover costs for requested move of bus stops for filming or
special events
6
$ 547 Unknown Various Culver City, $600

ATTACHMENT D2
Cost of Services Study Findings
May, 2013
2001 P Street, Suite 200
Sacramento, CA 95811
p: (916) 443-3411
www.mgtamer.com

Table of Contents
Section
I
II
Page
Executive Summary
Introduction .................................................................................................................... 1
Study Scope & Objectives ........................................................................................... 1
Study Findings ................................................................................................................. 2
New Fees ......................................................................................................................... 4
Methodology .................................................................................................................. 6
Economic & Policy Considerations ............................................................................ 9
User Fee Summaries by Department
Planning & Community Development ...................................................................... 10
Public Works .................................................................................................................... 23
Police ................................................................................................................................ 31
Fire..................................................................................................................................... 35
Community & Cultural Services .................................................................................. 42
Clerk - Records ............................................................................................................... 52
Big Blue Bus ..................................................................................................................... 54
III Comparison Survey 56

Section I
Executive Summary

EXECUTIVE SUMMARY
Introduction
MGT of America (MGT) is pleased to present the City of Santa Monica with this summary of findings for the comprehensive citywide user
fee/cost of services study.
Santa Monica has a long history of reviewing its fees and charges and first underwent a detailed cost of services study in the late 1980’s.
City policy is to accurately reporting the true cost of providing various fee-related services, and set fees at a level to recover appropriate
levels of cost. Since that initial study, the City has regularly undergone similar studies in order to maintain the accuracy in reporting the
costs to provide fee-related services, and establishing fees based on cost. The most recent City-wide study was completed in 2010. In
September 2012, the City contracted with MGT to perform this cost analysis using the adopted 2012-2013 fiscal year budget, staffing and
operational information.
This report is the culmination of the past six months of work between MGT and city management and staff. MGT would like to take this
opportunity to acknowledge all city personnel who participated on this project for their efforts and coordination. Their responsiveness
and continued interest in the outcome of this study contributed greatly to its success.
Study Scope and Objectives
The study included a review of fee-for service activities within the following departments/divisions:
Planning and Community Development
Public Works
Police
Fire
Community and Cultural Services
Finance
Clerk – Records
Additionally, MGT developed a cost analysis for a single new fee proposed by the City’s Big Blue Bus operations – a fee to be charged for
moving a bus stop. Water, sewer, and solid waste rates, airport fees, business license taxes, franchise fees, and parking fees were not
included in the scope of services of this study.
Page 1

The study was performed under the general direction of the Finance Department with the participation of representatives from each
department. The primary goals of the study were to:
Define what it costs the City to provide various fee-related services.
Determine whether there are any opportunities to implement new fees, based on existing cost recovery policies.
Identify service areas where the City might adjust fees based on the full cost of services and other economic or policy
considerations.
Develop revenue projections based on recommended increases (or decreases) to fees.
Provide comparative data for what neighboring cities are charging for similar services.
The information summarized in this report addresses each of these issues and provides the City with the tools necessary to make informed
decisions about any proposed fee adjustments and the resulting impact on general fund revenues. Penalties charged by the City, unlike
user fees, are not based on a cost recovery formula but are rather set to deter unlawful conduct. The items listed in the study do include
several penalties to provide a more comprehensive view of rates charged by departments, however, no changes in these penalty rates
from current levels are recommended. One new penalty for Police Department response to a second false alarm within a year is
proposed.
It is also important to note that the User Fee Study Summary Sheets in the report identify over seventy current fees as providing
amounts substantially in excess of full cost recovery. These fees were appropriate when adopted, but are no longer supportable
because of efficiencies and new processes that have reduced cost. Due to these changed circumstances, reductions in these fees
to 100% recovery of current costs is recommended.
Study Findings
The study's primary objective is to provide the City's decision-makers with basic data needed for setting fees. This report details the full
cost of services, and presents proposed fees and projected revenues based on recommended user fee cost recovery levels.
Recommendations were based upon careful consideration of the results of the cost analysis, historical cost recovery levels, and
market comparisons. The exhibit on the following page displays the costs and revenues of each department/division into the following
categories:
Page 2

Column A, User Fee Costs – This study evaluated over $234 million of costs to provide various services. Of that total, $31 million (or
13.3%) is related to user fee services. It is this $31 million that is the focus of this study and represents the total potential for user feerelated
revenues for the City.
Column B, Current Revenues – Based on current fee levels, the City generates fee related revenues of $14.6 million and is experiencing
an overall 47% cost recovery level. Within each department, current cost recovery levels range from 87% for Fire to 24% for
Community and Cultural Services. The detail of individual fees may be found in subsequent sections of this report.
Column C, General Fund Subsidy – Current fee levels recover 47% of full cost, leaving 53% or $16.2 million to be funded by other
funding sources. Some of this $16.3 million will be recovered through implementation of the study’s recommendations.
Column D, Recommended Recovery – It is estimated that adoption of the recommended cost recovery policy would increase fee
revenue to $16.4 million. This would bring the overall cost recovery level up to 53%.
Column E, Increased Revenue – $1.9 million in potential new revenue could be generated. This would represent a 12.9% increase over
the revenue currently being collected for these activities by the City on an annualized basis.
City of Santa Monica
User Fee Cost & Revenue Analysis
FY 2012/2013
CURRENT
RECOMMENDED
User Fee Department
(A) Costs, User
Fee Services
(B) Current
Revenue
(C) Current
Subsidy
(D) Cost Recovery
Policy
(E) Increased
Revenue
Planning & Community Dev el $ 7,288,182 $ 6,105,936 84% $ 1,182,246 16% $ 7,002,320 96% $ 896,384
Public Works $ 1,964,869 $ 1,572,005 80% $ 392,864 20% $ 1,960,629 100% $ 388,623
Police $ 1,441,913 $ 641,850 45% $ 800,063 55% $ 700,919 49% $
59,069
Fire $ 2,158,525 $ 1,862,400 86% $ 296,124 14% $ 2,158,525 100% $ 296,124
Community & Cultural Svcs $ 17,889,279 $ 4,380,583 24% $ 13,508,696 76% $ 4,585,377 26% $ 204,794
Clerk - Records $ 25,755 $ 1,736 7% $ 24,019 93% $ 24,271 94% $
22,534
Big Blue Bus $ 547 $ - 0% $ 547 100% $ 547 100% $
547
Totals: $ 30,769,070 $ 14,564,510 47% $ 16,204,559 53% $ 16,432,587 53% $ 1,868,077
Page 3

The table below breaks down the totals by funding source.
CURRENT
RECOMMENDED
Funding Source
(B) Costs, User
Fee Services
(C) Current
Revenue
(D) Current
Subsidy
(E) Cost Recovery
Policy
(F) Increased
Revenue
General Fund $ 27,740,438 $ 12,640,493 46% $ 15,099,945 54% $ 14,125,894 51% $ 1,485,401
Fund 04 Special Revenue Source $ 446,154 $ 409,988 92% $ 36,167 8% $ 446,154 100% $
36,167
Fund 25 Water $ 636,153 $ 513,629 81% $ 122,525 19% $ 636,153 100% $ 122,525
Fund 27 Solid Waste Mgt $ 508,551 $ 454,105 89% $ 54,446 11% $ 508,551 100% $
54,446
Fund 31 Wastewater $ 488,798 $ 360,988 74% $ 127,809 26% $ 488,798 100% $ 127,809
Fund 33 Airport $ 43,450 $ 11,616 27% $ 31,835 73% $ 43,450 100% $
31,835
Fund 24 Beach House $ 904,978 $ 173,692 19% $ 731,286 81% $ 183,039 20% $
9,348
Fund 41 Big Blue Bus $ 547 $ - 0% $ 547 100% $ 547 100% $
547
Totals: $ 30,769,070 $ 14,564,510 47% $ 16,204,559 53% $ 16,432,587 53% $ 1,868,077
New Fees
As part of this study, several departments are proposing new fees for consideration. Further discussion about these proposed new fees
(as well as current fees targeted for deletion or modification) will be discussed in later sections of this report, but below is a list of new fee
proposals:
PCD - Planning:
Business License – Limited Review (proposed fee of $109)
PCD – Building & Safety:
Building Permit: Commercial/Industrial Shell Only – over 10,000 square feet (proposed fee is $0.5799 per square foot over 10,000)
Page 4

PCD - Transportation:
Parking Evaluations (proposed fee is hourly, at $235/hour)
Signing & Striping Modifications (proposed fee is hourly at $235/hour)
Parking Lot Restriping (proposed fee is hourly at $350/hour)
Bike Racks Permit (proposed fee is $253).
PCD - Code Compliance:
Residential Building Report - Code Compliance Review(proposed fee is $237)
Vacant Property Program (proposed fee is $237)
Public Works – Water Resources:
Water Service Installation: ¾” to 1” Partial Upgrade (proposed fee is $670.56)
Fire Service Installation: 8” - 12” (proposed fee is $13,049.72)
Fire Hydrant Relocation: new tap and kill out (proposed fee is $11,794.72)
Fire Hydrant Installation (proposed fee is $12,164.99)
Emergency Water Turn-Off/On: regular hours (proposed fee is $51.09)
Emergency Water Turn-Off/On: after hours & holidays (proposed fee is $306.57)
Public Works – Wastewater Pre-Treatment Program:
Industrial Wastewater Discharge Variance Request (proposed fee is $54.32)
Industrial Wastewater Permit Class 6 (proposed fee is $3,610.43)
Industrial Wastewater Permit Class 99 (proposed fee is $94.16)
Public Works – Civil Engineering:
Utility Excavation Permit: renewal for expired permit (proposed fee is $29.92)
Public Works – Resource Recovery & Recycling:
Container Rental for C&D Program (proposed fee is $182.37 plus disposal charge)
Curby Rental (proposed fee is hourly at $124.50/hour)
Page 5

Fire:
Miscellaneous Plan Review (proposed fee is $386.99)
Solar Panel Plan Review (proposed fee is $404.79)
Final Building Inspection (proposed fee is $436.67)
Underground Tank Permit (Exempt) (proposed fee is $366.31)
City Clerk - Records:
Passport Execution Fee: (proposed fee is $25)
Passport Photos (proposed fee is $12)
Big Blue Bus:
Moving Bus Stop (proposed fee is $547)
Penalties
Penalties are not set based on cost recovery but rather set at a level to deter unlawful conduct. The study recommends the following new penalty in the
Police Department.
False Alarm Response – 2 nd in calendar year (penalty is $164.86)
Staff will return to Council with any required ordinances and resolutions to authorize this new penalty.
Methodology
A cost of service study is comprised of two basic elements:
Hourly rates of staff providing the service.
Time spent to provide the service
The product of the hourly rate calculation times the time spent yields the cost of providing the service.
Page 6

Hourly Rates
The hourly rate methodology used in this study builds indirect costs into city staff hourly salary and benefit rates to arrive at fully burdened
hourly rates. Fully burdened hourly rates are a mechanism used to calculate the total cost of providing services. Total cost is generally
recognized as the sum of the direct cost together with a proportionate share of allowable indirect costs. The proper identification of all
costs (including labor, operating expense, department administration and citywide support) as “direct” or “indirect” is crucial to the
determination of the total cost of providing services.
Direct costs are typically defined as those that can be identified specifically to a particular function or activity, including labor, and
possibly materials or supplies. Indirect costs are those that support more than one program area and are not easily identifiable to specific
activities. Examples of indirect costs are: departmental administrative and support staff, training and education time, public counter and
telephone time, some service and supply costs, and citywide overhead costs from outside of the department as identified in the City’s
cost allocation plan.
MGT’s hourly rate calculation methodology includes the following:
Personnel Services Analysis – each staff classification within the department or division is analyzed in the study. The first burden factor is
comprised of compensated absences such as vacation/holidays/sick leave days taken in a year’s time. Staff classifications are then
categorized as either direct (operational) or indirect (administrative or supervisory) labor. In some cases a classification will have both
direct and indirect duties. The total indirect portion of staff cost is incorporated into hourly overhead rates.
Indirect Cost Rate – a ratio of indirect cost to direct labor (salaries plus benefits) is established. There are three elements of indirect cost
incorporated, including:
Indirect Labor – includes compensated absences, administrative and supervisory staff costs.
Other Operating Expenses – most services and supplies are included as a second layer of indirect cost. There are some service
and supply expenses classified as “allowable direct”; these expenditures are not part of the indirect cost rate but will be included
as directly supporting specific program areas.
External Indirect Allocations – this represents citywide overhead (from the City’s cost allocation plan).
Page 7

Fully Burdened Hourly Rates – incorporates all the elements that comprise the hourly rates used in this cost analysis.
Each direct or operational staff classification is listed, together with the average annual salary.
The hourly salary rate is calculated by the taking annual salary and dividing by 2,080 available productive hours in a year.
The benefit rate reflects the average benefit rate multiplied against the salary rate.
The overhead rate is derived by multiplying the internal and external indirect cost rates against the salary plus benefit rates.
The total combines the salary, benefits and overhead rates. This is the fully burdened rate for each staff classification.
MGT prepared indirect overhead rates and corresponding hourly rate calculations using FY 2012/2013 budgeted expenditures.
Time Spent
The first step in the process was to identify staff time spent directly on each of the user fee activities. Each staff person involved in the user
fee services identified time spent to complete each task associated with all user fee services. Annual volume statistics were also
gathered in order to develop total annual workload information. This information is provided in detailed user fee workbooks which will be
provided to the City upon completion of the study.
Fee Calculations and Revenue Projections
Given this information, MGT was able to calculate the cost of providing each service, both on a per-unit and total annual basis (per-unit
cost multiplied by annual volume equals total annual cost). As mentioned above, costs were calculated by multiplying per-unit time
estimates by the hourly labor rates; additional operating expenses directly associated with certain services were also added in. Finally, if
other departments or divisions provided support into certain user fee activities, this time was accounted for and added into the analysis
as a crossover support activity. Full costs are then compared to current fees/revenues collected, and subsidies (or over-recoveries) are
identified. User fee summaries by department may be seen in Section II of this report.
Page 8

Economic & Policy Considerations
Calculating the true cost of providing city services is a critical step in the process of establishing user fees and corresponding cost
recovery levels. Although it is an important factor, other factors must also be given consideration. City decision-makers must also
consider the effects that establishing fees for services will have on the individuals purchasing those services, as well as the community as a
whole.
The following economic and policy issues help illustrate these considerations.
It may be a desired policy to establish fees at a level that permits lower income groups to use services that they might not
otherwise be able to afford.
A consideration of community-wide benefit versus individual benefit might be of concern for certain services.
In conjunction with the second point above, the issue of who is the service recipient versus the service driver should also be
considered. For example, code enforcement activities benefit the community as a whole, but the service is driven by the
individual or business owner that violates city code.
Elasticity of demand is a factor in pricing certain city services; increasing the price of some services results in a reduction of
demand for those services, and vice versa.
Public sector agencies have a monopoly on providing certain services within its boundaries, such as development-related
services. However, other services, such as recreation classes, may be provided by neighboring communities or the private sector,
and therefore demand for these services can be highly dependent on what else may be available at lower prices.
One additional tool that many agencies use when considering how to establish fees for services is a comparison of what other agencies
are charging for similar services. As part of this study, MGT collected fee schedules from surrounding area cities and extracted a sampling
of fees to compare with fees charged by the City of Santa Monica. The results of the comparison survey may be found in Section III at
the end of this report.
Page 9

Section II
User Fee Summaries by Department

Planning & Community Development
Planning
Building
Transportation
Code Compliance

Planning and Community Development
The user fee/cost analysis for this department mirrors the structure of City’s fee schedule and was developed separately for each division:
Planning
Building and Safety
Code Compliance
Transportation (a partial combination of two divisions: 1) Strategic & Transportation Planning and 2) Transportation Engineering &
Management).
Fees are charged in a variety of ways including:
Flat (or fixed) fees – the fee is always the same, regardless of size or complexity.
Per square (or linear) foot – the fee is calculated based on size.
Hourly (or time-and-materials) – city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost – this fee is charged to recover consultant costs.
Percentage of permit – the fee is calculated as a percentage of the original permit fee.
Penalties – these fees need not be limited to cost, and are designed to discourage (or encourage) certain behaviors.
Planning
This year’s cost analysis limited the planning fees reviewed to only those that are unaffected by the ongoing Zoning Ordinance Update,
as this is anticipated to change permit types and processing requirements. Once this update has been completed, the City will
undertake a comprehensive review of all planning application and environmental fees.
Planning application and environmental fees benefit individuals and the development community and are therefore eligible for cost
recovery. The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing feefor-service
activities.
Current fees recover 87% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $48,000 in new revenue per year.
One new fee proposal is included in this analysis:
Business License – Limited Review (proposed fee of $109). This is a new sub-category of the business license review fee. It has
been created to recognize that some business licenses require only a cursory review by the Planning Department.
Page 10

Building and Safety
Building permit and plan check fees benefit individuals and the development community and are therefore eligible for cost recovery.
The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing fee-for-service
activities.
Current fees recover 86% of total cost. Single trade residential permit fees are set at 50% of cost; all others are recommended at 100%
cost recovery. Assuming no loss in demand, fee adjustments will generate an additional $584,000 in new revenue per year and will
recover 96% of total user fee costs.
One new fee proposal is included in this analysis:
Building Permit: Commercial/Industrial Shell Only – over 10,000 square feet (proposed fee is $0.5799 per square foot over 10,000).
This new fee is intended for very large warehouses to be charged for the additional time required to inspect square footage over
10,000 feet.
Transportation
Transportation studies, plan checks, temporary no parking signs, traffic control plans and other services benefit businesses, the public and
the development community and are therefore eligible for cost recovery. The City’s policy is to generally - but with some exceptions - set
fees to recover 100% of all costs associated with providing fee-for-service activities.
Current fees recover 80% of total cost; recommended fees are set at 96% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $168,000 in new revenue per year ($132,000 in General Fund).
Two existing fees are marked for deletion from the City’s fee schedule:
Traffic Studies – simple
Traffic Studies – complex
Tasks involved in these two activities are now much broader than the current fee originally considered. Transportation staff
determined that these activities should be supported by other transportation activities and as such these costs have been
incorporated into the Standard Plan Check fees.
Page 11

Several new fee proposals are included in this analysis:
Parking Evaluations (proposed fee is hourly, at $235/hour)
Signing & Striping Modifications (proposed fee is hourly at $235/hour)
Parking Lot Restriping (proposed fee is hourly at $350/hour)
Bike Racks Permit (proposed fee is $253, but department staff proposing that this fee be waived in most instances)
Code Compliance
Code enforcement fees benefit businesses, the development community, and the citizens of Santa Monica and are therefore eligible for
cost recovery. The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing
fee-for-service activities.
Current fees recover 22% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $96,000 in new revenue per year.
Two new fee proposals are included in this analysis:
Residential Building Report (proposed fee is $237) – to recover code enforcement officer investigative time
Vacant Property Program – Monitoring and inspection of vacant properties (proposed fee is $237). Staff will return to Council at a
later time for approval to implement this program and any requires authorizing ordinances and resolutions.
Several fees no longer charged are proposed for deletion.
Page 12

City of Santa Monica
Planning/Development Review
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
1 Business License Planning Review Flat 900 $302 88% $344 $309,912 $271,926 $37,986 100% $344 $309,912 $37,986
2
Business License Planning Review: Home
Occupation Flat 300 $35 28% $127 $38,102 $10,641 $27,461 100% $127 $38,102 $27,461
3 Deed Restriction Flat 25 $402 83% $483 $12,070 $10,062 $2,008 100% $483 $12,070 $2,008
4 Occupancy Permit Flat 6 $1,932 100% $1,931 $11,587 $11,591 -$4 100% $1,931 $11,587 -$4
5 Projects in Coastal Zone (Approval in Concept) Flat 8 $294 95% $311 $2,485 $2,349 $136 100% $311 $2,485 $136
6 Business License - Limited Review new - Flat 100 $302 277% $109 $10,916 $30,214 -$19,298 100% $109 $10,916 -$19,298
Total User Fees $385,074 $336,783 $48,290 $385,074 $48,290
% of Full Cost 87% 13% 100% 14%
Page 13

City of Santa Monica
Building
2012/2013
Service Name
1 ARCHITECTURAL AND STRUCTURAL PLAN REVIEW
2 Preliminary Review:
Fee
Description
Annual
Volum
e
Current Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual Revenue
3 First Two Hours Flat 2 $463.14 97% $475 $951 $926 $25 100% $475 $951 $25
4 Each Additional Hour hourly 16 $151.07 64% $238 $3,803 $2,417 $1,386 100% $238 $3,803 $1,386
5 Over The Counter PC
6 Standard-up to two reviews Flat 682 $347.35 78% $446 $304,156 $236,893 $67,263 100% $446 $304,156 $67,263
7 Excessive- each review after two Flat 71 $151.07 89% $170 $12,066 $10,726 $1,340 100% $170 $12,066 $1,340
8 Formal Plan Review: New Buildings and Related Accessory
9
One and Two Family Dwellings - main & accessory
buildings (3,500 sf) Flat + sf 38 $3,697.23 85% $4,373 $166,157 $140,495 $25,662 100% $4,373 $166,157 $25,662
10 Apartments, Condominiums and Hotels and attached p
11 Commercial/Industrial- complete building and attached
Increased
Revenue
Flat + sf 10 $8,458.23 88% $9,605 $96,050 $84,582 $11,468 100% $9,605 $96,050 $11,468
12 1st 10,000 square feet Flat + sf 9 $11,021.23 83% $13,298 $119,686 $99,191 $20,495 100% $13,298 $119,686 $20,495
13 Additional 10,000 square feet per sf 2 $3,019.00 79% $3,800 $7,599 $6,038 $1,561 100% $3,800 $7,599 $1,561
14 Commercial/Industrial- shell only and attached parking
15 1st 10,000 square feet Flat + sf $7,215.23 83% $8,682 100% $8,682
16 Additional 10,000 square feet per sf $4,208 100% $4,208
17 Commercial Garage Structures- stand alone structures Flat + sf 2 $7,215.23 83% $8,682 $17,363 $14,430 $2,933 100% $8,682 $17,363 $2,933
18 Excessive- hourly charge after 3 reviews hourly 1 $211.72 89% $238 $238 $212 $26 100% $238 $238 $26
19 4 Stories or more add'l 5% 105 100%
20 Formal Plan Review: Additions and Alterations:
Residential Remodel and Additions- main &
21 accessory bldgs (1,000 sq ft) Flat + sf 122 $1,551.23 91% $1,703 $207,802 $189,250 $18,552 100% $1,703 $207,802 $18,552
22 Tenant Improvements:
23 0 - 10,000 square feet Flat + sf 189 $4,950.23 84% $5,912 $1,117,275 $935,593 $181,682 100% $5,912 $1,117,275 $181,682
24 Additional 10,000 square feet per sf 27 $3,775.00 81% $4,670 $126,087 $101,925 $24,162 100% $4,670 $126,087 $24,162
25 Interior Demolition:
Current
Recommendations
Per Unit Annual Per Unit Annual
Recommende
d Subsidy
Page 14

City of Santa Monica
Building
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual Revenue
26 0 - 10,000 square feet Flat + sf 3 $1,176.23 91% $1,295 $3,884 $3,529 $355 100% $1,295 $3,884 $355
27 Additional 10,000 square feet per sf 2 $604.00 76% $792 $1,583 $1,208 $375 100% $792 $1,583 $375
28 MECHANICAL PLAN REVIEW
29 Preliminary Review Flat 1 $366.10 88% $417 $417 $366 $51 100% $417 $417 $51
30 Over The Counter PC:
31 Standard-up to two reviews Flat 64 $245.90 59% $417 $26,664 $15,738 $10,926 100% $417 $26,664 $10,926
32 Excessive- each review after two Flat 11 $125.71 55% $228 $2,508 $1,383 $1,125 100% $228 $2,508 $1,125
33 Formal Plan Review:
34 Standard-up to two reviews Flat 195 $486.29 67% $727 $141,796 $94,827 $46,970 100% $727 $141,796 $46,970
35 Excessive- hourly charge after 3 reviews Flat 32 $245.90 118% $208 $6,666 $7,869 -$1,203 100% $208 $6,666 -$1,203
36 ELECTRICAL PLAN REVIEW
37 Preliminary Review Flat 1 $366.10 88% $417 $417 $366 $51 100% $417 $417 $51
38 Over The Counter PC:
39 Standard-up to two reviews Flat 92 $245.90 59% $417 $38,329 $22,623 $15,706 100% $417 $38,329 $15,706
40 Excessive- each review after two Flat 16 $125.71 69% $182 $2,909 $2,011 $897 100% $182 $2,909 $897
41 Formal Plan Review:
42 Standard-up to two reviews Flat 276 $486.29 67% $727 $200,696 $134,216 $66,480 100% $727 $200,696 $66,480
43 Excessive- hourly charge after 3 reviews Flat 34 $245.90 118% $208 $7,083 $8,361 -$1,278 100% $208 $7,083 -$1,278
44 PLUMBING PLAN REVIEW
45 Preliminary Review Flat $366.10 88% $417 100% $417
46 Over The Counter PC:
47 Standard-up to two reviews Flat 45 $245.90 59% $417 $18,748 $11,066 $7,682 100% $417 $18,748 $7,682
48 Excessive- each review after two Flat 3 $125.71 69% $182 $545 $377 $168 100% $182 $545 $168
49 Formal Plan Review:
50 Standard-up to two reviews Flat 174 $486.29 67% $727 $126,526 $84,614 $41,911 100% $727 $126,526 $41,911
Increased
Revenue
Recommende
d Subsidy
Page 15

City of Santa Monica
Building
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Annual Revenue
51 Excessive- hourly charge after 3 reviews hourly 30 $245.90 118% $208 $6,249 $7,377 -$1,128 100% $208 $6,249 -$1,128
52 MISCELLANEOUS PLAN CHECK FEES
53 Deferred Submittals Flat 14 $814.90 86% $951 $13,312 $11,409 $1,903 100% $951 $13,312 $1,903
54 Excessive Plan Check- each review after three Flat $151.07 64% $238 100% $238
55 Demolition Flat 75 $120.20 76% $159 $11,934 $9,015 $2,919 100% $159 $11,934 $2,919
56 Formal Plan Review- means and methods plan Flat $814.90 281% $290 100% $290
57 Excessive Plan Check- each review after three Flat 29 $245.90 110% $224 $6,498 $7,131 -$633 100% $224 $6,498 -$633
58 Planning Applications- with or without preliminary review Flat 1 $120.20 57% $212 $212 $120 $92 100% $212 $212 $92
59 Minimum Plan Review Fee- all formal plan check categories Flat 1 $723.38 88% $819 $819 $723 $96 100% $819 $819 $96
60 Plan Check Not Otherwise Classified: each hour or fraction hourly 273 $151.07 82% $185 $50,416 $41,242 $9,174 100% $185 $50,416 $9,174
61
62 COMBINATION BUILDING PERMITS
63 One and Two Family Dwellings - (3,500 sf) Flat + sf 27 $4,425.20 100% $4,406 $118,955 $119,480 -$526 100% $4,406 $118,955 -$526
64 Apartments, Condominiums and Hotels and attached parkin Flat + sf 17 $10,220.20 99% $10,358 $176,082 $173,743 $2,339 100% $10,358 $176,082 $2,339
65 Commercial/Industrial- complete building and attached park
66 1st 10,000 square feet Flat + sf 15 $12,420.20 103% $12,045 $180,675 $186,303 -$5,628 100% $12,045 $180,675 -$5,628
67 Additional 10,000 square feet per sf 2 $6,063.00 104% $5,839 $11,679 $12,126 -$447 100% $5,839 $11,679 -$447
68 Commercial/Industrial- shell only and attached parking:
69 1st 10,000 square feet Flat + sf $7,836.20 99% $7,903 100% $7,903
70 Additional 10,000 square feet new per sf $5,799 100% $5,799
71 Commercial Garage Structures- stand alone structures (10, Flat + sf 3 $7,836.20 99% $7,903 $23,710 $23,509 $201 100% $7,903 $23,710 $201
72 Residential Remodel and Additions- main & accessory bldg Flat + sf 152 $1,310.20 94% $1,390 $211,223 $199,150 $12,073 100% $1,390 $211,223 $12,073
73 Tenant Improvements:
74 0 - 10,000 square feet Flat + sf 205 $3,610.20 97% $3,720 $762,591 $740,091 $22,500 100% $3,720 $762,591 $22,500
75 Additional 10,000 square feet per sf 21 $2,756.00 99% $2,782 $58,420 $57,876 $544 100% $2,782 $58,420 $544
Increased
Revenue
Recommende
d Subsidy
Page 16

City of Santa Monica
Building
2012/2013
76 Interior Demolition
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Annual Revenue
77 0 - 10,000 square feet Flat + sf 4 $726.20 78% $934 $3,737 $2,905 $832 100% $934 $3,737 $832
78 Additional 10,000 square feet per sf 4 $460.00 89% $519 $2,075 $1,840 $235 100% $519 $2,075 $235
79 4 Stories or more add'l 5% 48 100%
80 SINGLE TRADE PERMITS
Increased
Revenue
Recommende
d Subsidy
81 Residential - 3 inspections max Flat 1,469 $198.49 59% $339 $497,969 $291,582 $206,387 50% $169 $248,984 -$42,598 $248,984
82 Additional Inspections- each Flat 65 $60.65 47% $130 $8,452 $3,942 $4,510 50% $65 $4,226 $284 $4,226
83 All others (Commercial, Demolition, etc)- 3 inspections max Flat 511 $395.87 117% $339 $173,221 $202,290 -$29,068 100% $339 $173,221 -$29,068
84 Additional Inspections- each Flat 1 $122.40 94% $130 $130 $122 $8 100% $130 $130 $8
85 AFTER HOURS PERMITS
86 Review of Application Flat 104 $453.21 84% $541 $56,259 $47,134 $9,126 100% $541 $56,259 $9,126
87 Inspections- per hour (2 hour minimum) hourly 21 $184.15 83% $223 $4,673 $3,867 $806 100% $223 $4,673 $806
88 MISCELLANEOUS INSPECTIONS
89 Inspections Not Otherwise Classified - each hour or fraction Flat 11 $184.15 70% $261 $2,875 $2,026 $849 100% $261 $2,875 $849
90 Reinspection Fee:
91 Combination Building Permit Flat 1 $184.15 88% $210 $210 $184 $25 100% $210 $210 $25
92 Single trade Permit- Residential Flat $60.65 47% $130 50% $65
93 Single trade Permit- All Others Flat 7 $122.41 94% $130 $910 $857 $53 100% $130 $910 $53
94 Minimum Inspection Fee - all permits except Single Tra Flat 1 $487.40 99% $494 $494 $487 $7 100% $494 $494 $7
95
96 MISCELLANEOUS FEES
97 Temporary Certificate of Occupancy Flat 41 $395.87 88% $448 $18,368 $16,231 $2,138 100% $448 $18,368 $2,138
98 Change of Record on a Permit::
99 Single Trade Permit (Residential only) Flat 2 $15.44 44% $35 $71 $31 $40 50% $18 $35 $4 $35
100 All Other Permit Types Flat 2 $29.77 84% $35 $71 $60 $11 100% $35 $71 $11
Page 17

City of Santa Monica
Building
2012/2013
101 Engineering Report Review:
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Annual Revenue
102 Seismic Retrofit Report Review Flat 2 $120.20 40% $302 $604 $240 $364 100% $302 $604 $364
103 Alternate Methods of Construction:
104 Premanufactured Products Flat 4 $875.55 87% $1,002 $4,006 $3,502 $504 100% $1,002 $4,006 $504
105 Field Constructed Flat 3 $1,629.80 96% $1,694 $5,083 $4,889 $194 100% $1,694 $5,083 $194
106 Energy Compliance- Title 24, Part 6 C.E.C. Flat 388 $302.14 87% $347 $134,564 $117,230 $17,334 100% $347 $134,564 $17,334
107 Geotechnical Reports:
108 Addendum to Original Soils Report Flat 10 $856.25 97% $884 $8,841 $8,563 $278 100% $884 $8,841 $278
109 As Built Compaction Reports Flat $1,314.43 93% $1,413 100% $1,413
110 Fault Trench Flat $4,100.97 103% $3,987 100% $3,987
111 Building/Shoring Plan Review Flat $916.35 95% $965 100% $965
112 Commercial/Mixed Use/ Apts (over 4 stories including s
Increased
Revenue
Flat 6 $2,057.56 83% $2,481 $14,885 $12,345 $2,540 100% $2,481 $14,885 $2,540
113 Standard Reviews and All Others not listed above Flat 105 $1,712.50 90% $1,910 $200,551 $179,813 $20,738 100% $1,910 $200,551 $20,738
114 Sound Attenuation Flat 7 $302.14 92% $330 $2,310 $2,115 $195 100% $330 $2,310 $195
115 Extension Fees:
116 To Start Construction Flat $271.27 82% $329 100% $329
117 To Resume or Complete Construction Flat $304.35 85% $358 100% $358
118 To Start Construction- Single Trade Residential Flat $135.63 41% $329 50% $165
119 To Resume or Complete Construction- Single Trade Re Flat $152.17 42% $358 50% $179
120 License Fees:
121 Special Inspector License - Qualification Review Flat 78 $304.35 89% $343 $26,743 $23,739 $3,004 100% $343 $26,743 $3,004
122 Fabricator License - Qualification Review Flat 1 $304.35 89% $343 $343 $304 $39 100% $343 $343 $39
123 Miscellaneous Reviews:
124 Building and Safety Appeal Flat 1 $1,629.80 85% $1,921 $1,921 $1,630 $291 100% $1,921 $1,921 $291
125 Accessibility Hardship Exemption Flat 10 $271.27 90% $300 $2,998 $2,713 $286 100% $300 $2,998 $286
Recommende
d Subsidy
Page 18

City of Santa Monica
Building
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
126 Review and Approval of Testing Lab Flat $487.40 107% $454 100% $454
127 Modification of Technical Code:
Recommendations
Annual Revenue
128 No Administrative hearing- Staff Approval- each m Flat 10 $875.55 87% $1,002 $10,016 $8,756 $1,260 100% $1,002 $10,016 $1,260
129 Administrative hearing- Building Officer- project ba Flat 2 $1,629.80 90% $1,818 $3,636 $3,260 $377 100% $1,818 $3,636 $377
130 Record Fees
131 Residential Building Record Flat 834 $241.49 96% $252 $209,790 $201,403 $8,387 100% $252 $209,790 $8,387
132 Approved Plans and Permits
133 Duplication actual cost 100%
134 Application Processing Flat 1 $106.08 89% $119 $119 $106 $13 100% $119 $119 $13
135 Maintenance of Permit and Plan Documents 13% of pmt 3,738 100%
136 Renewal Fees
137 Expired Plan Check - Formal
138 Plan Check Extension and Renewal Application P
Increased
Revenue
Flat 10 $814.90 236% $345 $3,452 $8,149 -$4,697 100% $345 $3,452 -$4,697
139 Any Others Flat $814.90 79% $1,029 100% $1,029
140 Excessive Plan Check (Per Hour) Flat 1 $151.07 64% $238 $238 $151 $87 100% $238 $238 $87
141 Permit Renewals
142 No Inspection 100% of pmt 100%
143 Rough Inspection 50% of pmt 100%
144 Final Inspection 20% of pmt 100%
145 Replacement Card
146 Replacement I Single Trade Flat 2 $15.44 87% $18 $35 $31 $4 100% $18 $35 $4
147 Replacement I All Others Flat 1 $29.77 168% $18 $18 $30 -$12 100% $18 $18 -$12
Recommende
d Subsidy
Total User Fees $5,790,449 $4,953,053 $837,396 $5,537,203 $584,150 $253,246
% of Full Cost 86% 14% 96% 12% 4%
Fee #70 is a proposed new fee. Department staff recommend implementing this fee on a per square foot basis. The per square foot fee is calculated by dividing the total cost above, by 10,000 sf = $0.5799
Fee #134 is currently charged at full cost recovery using a Permit Specialist hourly rate. Department staff recommend that this fee be changed to a flat fee charge.
Page 19

City of Santa Monica
Transportation Planning and Engineering
2012/2013
Service Name
1 Traffic Studies:
Fee
Description
Annual
Volum
e
Current Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual Revenue
2 Simple (no TDFM run) delete 2 $205 n/a $410 0% delete -$410
3 Complex (TDFM run) delete 5 $247 n/a $1,235 0% delete -$1,235
4 Traffic/Parking Hourly Rate hourly 6 $288 138% $209 $1,255 $1,727 -$472 100% $209 $1,255 -$472
5 Traffic Study Review – Non CEQA hourly 10 $522 254% $205 $2,053 $5,220 -$3,167 100% $205 $2,053 -$3,167
6 Traffic Control Plan Review- Base Fee
7 First two reviews, per page Flat 260 $294 130% $226 $58,797 $76,318 -$17,521 100% $226 $58,797 -$17,521
8 Third and subsequent reviews, per page Flat 60 $197 69% $287 $17,222 $11,843 $5,379 100% $287 $17,222 $5,379
9 Over the Counter Plan Check:
10 Standard (2 reviews maximum) Flat 14 $218 75% $290 $4,056 $3,057 $999 100% $290 $4,056 $999
11 Each additional review Flat 10 $82 44% $187 $1,865 $816 $1,049 100% $187 $1,865 $1,049
12
Standard Plan Check - Parking and Onsite
Construction Design:
13 0-2 Parking Spaces Flat 96 $452 99% $456 $43,823 $43,403 $420 100% $456 $43,823 $420
14 3-20 Parking Spaces Flat 31 $698 47% $1,484 $46,017 $21,638 $24,379 100% $1,484 $46,017 $24,379
15 21-40 Parking Spaces Flat 19 $1,067 81% $1,325 $25,170 $20,281 $4,889 100% $1,325 $25,170 $4,889
16 41-100 Parking Spaces Flat 40 $1,396 90% $1,557 $62,297 $55,841 $6,456 100% $1,557 $62,297 $6,456
17 Each additioinal 100 Parking Spaces Flat 6 $369 102% $363 $2,177 $2,216 -$40 100% $363 $2,177 -$40
18 Miscellaneous-each hour/fraction thereof:
19 Plan Checks - Not Otherwise Classified hourly 1 $218 113% $193 $193 $218 -$25 100% $193 $193 -$25
20 Plan Revisions hourly 10 $218 115% $190 $1,900 $2,183 -$284 100% $190 $1,900 -$284
21 Permit Renewals hourly 1 $218 115% $190 $190 $218 -$28 100% $190 $190 -$28
22 Excess Plan Checks - 3rd+ resubmittal hourly 1 $218 113% $193 $193 $218 -$25 100% $193 $193 -$25
23 Employee Annual Transportation Fee:
Current
Recommendations
Per Unit Annual Per Unit Annual
Increased
Revenue
Recommende
d Subsidy
24
Employers with 10-49 employees filing a
Workplace Transportation Plan per empl 8,689 $16 98% $17 $144,926 $142,065 $2,861 100% $16.68 $144,926 $2,861
Page 20

City of Santa Monica
Transportation Planning and Engineering
2012/2013
25
26
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual Revenue
Employers with 50+ employees filing either
an Employee Trip Reduction Plan or
Mobile Source Emissions Reduction Credit per empl 21,907 $12 89% $14 $301,229 $267,923 $33,306 100% $13.75 $301,229 $33,306
Administrative Costs-each hour/fraction
thereof:
27 Senior Transportation Planner hourly 4 $165 75% $221 $883 $662 $221 100% $221 $883 $221
28 Transportation Planning Associate hourly 4 $164 88% $187 $746 $657 $89 100% $187 $746 $89
29 Transportation Management Coordinator hourly 4 $161 86% $188 $753 $644 $109 100% $188 $753 $109
30
Site Inspections - verify existing conditions
- each full cost 4 $187 $746 $746 100% $187 $746 $746
31 Parking Evaluations new - hrly 115 $235 $27,000 $27,000 100% $235 $27,000 $27,000
32 Signing and Striping Modifications new - hrly 25 $235 $5,869 $5,869 100% $235 $5,869 $5,869
33 Parking Lot Restriping Fee new - hrly 10 $350 $3,499 $3,499 100% $350 $3,499 $3,499
34 Temporary No Parking Sign Issuance plus addl 934 $20 33% $60 $56,441 $18,680 $37,761 100% $60 $56,441 $37,761
35 House Moving Flat 1 $16 3% $483 $483 $16 $467 100% $483 $483 $467
36 Oversized Load - One Way Flat 522 $16 35% $45 $23,559 $8,352 $15,207 100% $45 $23,559 $15,207
37 Oversized Load - Two Way Flat 853 $32 71% $45 $38,498 $27,296 $11,202 100% $45 $38,498 $11,202
45 Valet Permit - Annual Varies 30 $2,179 105% $2,070 $62,102 $65,370 -$3,268 100% $2,070 $62,102 -$3,268
Increased
Revenue
Recommende
d Subsidy
46 Valet Permit - One Day Flat 25 $150 10% $1,455 $36,366 $3,750 $32,616 10% $150 $3,750 $32,616
47 Bike Racks new - flat 5 $253 $1,266 $1,266 100% $253 $1,266 $1,266
48 Block Parties Flat 15 $20 7% $277 $4,155 $300 $3,855 100% $277 $4,155 $3,855
49 Sign Removal Flat 250 $25 45% $56 $13,987 $6,250 $7,737 100% $56 $13,987 $7,737
Total User Fees $989,715 $788,808 $202,552 $957,099 $168,291 $32,616
% of Full Cost 80% 20% 97% 21% 3%
Fees #2 and #3 Traffic Studies are recommended to be deleted. 50% of their cost is incorporated into Fees #14-#17 as an overhead.
Fee #5 is currently charged as the greater of 11% of the traffic study fee, or $522. Department staff recommend this fee now be charged on an hourly or actual cost basis.
Fee #25 - discounts are given if employer meets AVR target. Actual annual volume has been reduced so that annual revenue figures are correct.
Page 21

City of Santa Monica
Code Compliance
2012/2013
Service Name
Fee Related
Fee
Description
Annual
Current
Current Fee
Volume
Recovery %
Full Cost
Current
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy
Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommended
Subsidy
3 Initial Inspection Fee Flat $715 inactive 100%
4 Non Compliance: each add'l insp. Fee per insp $429 inactive 100%
5 Noise Ordinance- After Hours Permit Fee Flat 50 $546 68% $803 $40,153 $27,292 $12,861 100% $803 $40,153 $12,861
15 Residential Bldg Rept - Code Compl Review Fee new - Flat 50 $237 $11,827 $11,827 100% $237 $11,827 $11,827
16 Vacant Property Program Fee new - Flat 300 $237 $70,964 $70,964 100% $237 $70,964 $70,964
Total User Fees $122,945 $27,292 $95,653 $122,945 $95,653
% of Full Cost 22% 78% 100% 350%
Page 22

Public Works
Administration
Civil Engineering
Water Resources
Wastewater Pre-Treatment Program
Street and Fleet Services
Resource Recovery & Recycling
Airport

Public Works
The user fee/cost analysis for this department mirrors the structure of City’s fee schedule and was developed as a whole for the
department. Divisions that are included in the cost analysis include:
Administrative Services
Civil Engineering
Street & Fleet Services
Airport (limited to four permit fees)
Resource Recovery & Recycling
Wastewater
Water
Fees are charged in a variety of ways including:
Flat (or fixed) fees – the fee is always the same, regardless of size or complexity.
Per square (or linear) foot – the fee is calculated based on size.
Hourly (or time-and-materials) – city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost – this fee is charged to recover consultant costs.
Per work activity – these fees are for blanket utility permits.
Per (utility) account
Per connection or installation – the fee is calculated based on project scope
Penalties – these fees need not be limited to cost, and are designed to discourage (or encourage) certain behaviors.
Public Works inspections, permits and plan check services benefit individuals and the development community and are therefore eligible
for cost recovery. The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with
providing fee-for-service activities.
Current fees recover 80% of total cost; recommended fees are set at 100% of cost. Assuming no loss in demand, fee adjustments will
generate an additional $388,000 in new revenue per year. $52,000 of this will be in the General Fund.
One existing fee is marked for deletion from the City’s fee schedule:
Over the Street Banner Hanging – This service is not provided to the general public, but instead will be recovered from other city
departments through an internal work order.
Page 23

Several new fee proposals are included in this analysis. The chart below, prepared by Public Works staff, summarizes these new fee
proposals:
Division New Service Name Proposed Fee Description
Civil Engineering Utility Excavation Permit: renewal for expired permit $29.92
Processing renewal of utility excavation permit for a
period of 180 days.
Water Service Installation: ¾” to 1” Partial Upgrade $670.56
Upgrade existing ¾” meter to new 1” meter with
existing 1” service line.
Fire Service Installation: 8” - 12” $13,049.72 Install new fire line service.
Water
Fire Hydrant Relocation: new tap and kill out $11,794.72 Relocate existing fire hydrant.
Fire Hydrant Installation $12,164.99 Install a new fire hydrant.
Emergency Water Turn-Off/On: regular hours $51.09
Emergency Turn-Off/On: after hours & holidays $306.57
Request to turn-off water service same day during
regular business hours.
Request to turn-off water service same day during
after-hours and holidays.
Wastewater
Industrial Wastewater Discharge Variance Request $54.32
Industrial Wastewater Permit Class 6 $3,610.43
Review of plans to determine if variance from
existing grease interceptor rules is warranted based
on site conditions.
Permit class for significant industrial user as defined
by volume of daily discharge and/or chemical
strength of discharge.
Industrial Wastewater Permit Class 99 $94.16 New permit class for low risk discharge businesses.
RRR
Container Rental for C&D Program
Curby Rental
$182.37 plus
disposal chg
$124.50 per hr
Rental of bin for construction and demolition waste.
Rental of outreach/recycling robot for private
events. Cost includes handler.
Page 24

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
1) 1 Over-the-Street Banners Flat 5 $89.83 11% $848.07 $4,240 $449 $3,791 -- delete --
-$449 $4,240
2 Newsrack Permit: Annual Renewal 1st rack Flat 20 $88.77 85% $104.56 $2,091 $1,775 $316 100% $104.56 $2,091 $316
3 Newsrack Permit: Annual Renewal ea add'l Flat 525 $45.44 56% $81.56 $42,819 $23,856 $18,963 100% $81.56 $42,819 $18,963
4 Newsrack Permit: New Install 1st rack Flat 1 $163.80 78% $209.11 $209 $164 $45 100% $209.11 $209 $45
5 Newsrack Permit: New Install ea add'l Flat 1 $89.83 55% $163.12 $163 $90 $73 100% $163.12 $163 $73
6 Newsrack Permit: Impound Fee Flat 1 $150.06 72% $209.11 $209 $150 $59 100% $209.11 $209 $59
7 Use of Publ Prop: New Permit w/Trans Rev Flat 150 $159.57 90% $176.90 $26,536 $23,936 $2,600 100% $176.90 $26,536 $2,600
9 Use of Publ Prop: New Permit w/o Trans Rev Flat 130 $133.15 132% $100.90 $13,118 $17,310 -$4,192 100% $100.90 $13,118 -$4,192
10 Use of Publ Prop: Permit Renewal w/o Trans Rev Flat 120 $113.08 112% $100.90 $12,109 $13,570 -$1,461 100% $100.90 $12,109 -$1,461
13 Crane Permit Flat 220 $128.93 73% $176.90 $38,919 $28,365 $10,554 100% $176.90 $38,919 $10,554
14 Offsite Improvement Plan Check hourly 1 $229.32 94% $243.24 $243 $229 $14 100% $243.24 $243 $14
21 Str Impr Insp: Resi Driveway Flat 15 $116.25 65% $177.63 $2,664 $1,744 $921 100% $177.63 $2,664 $921
22 Str Impr Insp: Resi Sidew, Curb, Gutter, Alley Flat 20 $386.78 77% $503.87 $10,077 $7,736 $2,342 100% $503.87 $10,077 $2,342
23 Str Impr Insp: Comm Proj 0-499 lineal foot Flat 15 $152.18 45% $340.75 $5,111 $2,283 $2,829 100% $340.75 $5,111 $2,829
24 Str Impr Insp: Comm Proj 500-999 lineal foot Flat 2 $270.54 54% $503.87 $1,008 $541 $467 100% $503.87 $1,008 $467
25 Str Impr Insp: Comm Proj 1,000+ lineal foot Flat 9 $381.50 57% $666.99 $6,003 $3,434 $2,569 100% $666.99 $6,003 $2,569
26 Str Impr Insp: Reinspections hourly 1 $89.83 55% $163.12 $163 $90 $73 100% $163.12 $163 $73
27 Outdoor Dining Inspection Flat 5 $444.90 165% $269.92 $1,350 $2,225 -$875 100% $269.92 $1,350 -$875
28 Utility Excavation Permit: up to 24 feet Flat 27 $703.82 79% $889.39 $24,014 $19,003 $5,011 100% $889.39 $24,014 $5,011
29 Utility Excavation Permit: 25 feet & over actual cost 68 100%
30 Wireless Facility Permit time & mat'l 1 100%
31 Blanket Util Permit: Publ Prop Use up to 320 sq ft per wk act 160 $93.00 78% $119.06 $19,050 $14,880 $4,170 100% $119.06 $19,050 $4,170
32 Blanket Util Permit: Minor Excav up to 24 lin ft per wk act 140 $208.19 104% $200.62 $28,087 $29,147 -$1,059 100% $200.62 $28,087 -$1,059
33 Certificate of Compliance Flat 1 $1,375.93 94% $1,459.42 $1,459 $1,376 $83 100% $1,459.42 $1,459 $83
34 Final / Tentative Map Flat 1 $1,605.25 86% $1,865.78 $1,866 $1,605 $261 100% $1,865.78 $1,866 $261
35 Lot Line Adjustment Flat 1 $1,375.93 94% $1,459.42 $1,459 $1,376 $83 100% $1,459.42 $1,459 $83
Page 25

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
37 Final Map Revision Flat 1 $1,146.61 94% $1,216.18 $1,216 $1,147 $70 100% $1,216.18 $1,216 $70
38 Tentative Map Revision Flat 1 $458.64 94% $486.47 $486 $459 $28 100% $486.47 $486 $28
41 Encroachment - Private Constr in Public Way Flat 1 $315.98 130% $243.24 $243 $316 -$73 100% $243.24 $243 -$73
42 Excavation & Shoring Flat 1 $588.63 242% $243.24 $243 $589 -$345 100% $243.24 $243 -$345
43 Hydrology time & mat'l 1 $243.24 $243 $243 100% $243.24 $243 $243
44 Industrial Waste Discharge Flat 1 $441.73 81% $547.28 $547 $442 $106 100% $547.28 $547 $106
45 Site Drainage - Changing Existing Pattern Flat 1 $196.56 162% $121.62 $122 $197 -$75 100% $121.62 $122 -$75
49 Urban Runoff Mitigation Plan Flat 1 $935.25 181% $516.47 $516 $935 -$419 100% $516.47 $516 -$419
50 Utilities - New Water Svc or Sewer Install Flat 1 $461.81 190% $243.24 $243 $462 -$219 100% $243.24 $243 -$219
51 Tiebacks Flat 1 $1,226.93 168% $729.71 $730 $1,227 -$497 100% $729.71 $730 -$497
52 Soldier Beam Flat 1 $1,226.92 168% $729.71 $730 $1,227 -$497 100% $729.71 $730 -$497
54 Misc Rev: Flood Hazard Letter Flat 1 $196.56 162% $121.62 $122 $197 -$75 100% $121.62 $122 -$75
55 Permit Renewal Flat 1 $196.56 95% $207.16 $207 $197 $11 100% $207.16 $207 $11
56 Plan Checks - Not Otherwise Classified Flat 1 $196.56 81% $243.24 $243 $197 $47 100% $243.24 $243 $47
57 Plan Revisions Flat 1 $196.56 81% $243.24 $243 $197 $47 100% $243.24 $243 $47
58 Review of Legal Easements hourly 1 $229.32 122% $188.37 $188 $229 -$41 100% $188.37 $188 -$41
59 Right of Way Research / Inquiries - each hr hourly 1 $254.68 135% $188.37 $188 $255 -$66 100% $188.37 $188 -$66
61 Street Vacation hourly 1 $229.32 94% $243.24 $243 $229 $14 100% $243.24 $243 $14
62 Minimum Review Fee hourly 1 $196.56 104% $188.37 $188 $197 -$8 100% $188.37 $188 -$8
63 Temp No Pkg: ea "No Parking" sign Flat 1000 $5.00 86% $5.84 $5,836 $5,000 $836 100% $5.84 $5,836 $836
66 Wtr Svc Install: 3/4" to 1" Partial Upgrade new - Flat 1 $670.56 $671 $671 100% $670.56 $671 $671
67 Wtr Svc Install: 3/4" Meter Flat 10 $3,094.25 93% $3,315.27 $33,153 $30,943 $2,210 100% $3,315.27 $33,153 $2,210
68 Wtr Svc Install: 1" Meter Flat 74 $3,094.25 91% $3,401.95 $251,744 $228,975 $22,770 100% $3,401.95 $251,744 $22,770
69 Wtr Svc Install: 1-1/2" Meter Flat 15 $4,090.80 95% $4,290.23 $64,353 $61,362 $2,991 100% $4,290.23 $64,353 $2,991
70 Wtr Svc Install: 2" Meter Flat 3 $4,321.17 95% $4,556.01 $13,668 $12,964 $705 100% $4,556.01 $13,668 $705
Page 26

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
71 Wtr Svc Install: 3" Meter Flat 3 $9,552.23 75% $12,725.35 $38,176 $28,657 $9,519 100% $12,725.35 $38,176 $9,519
72 Wtr Svc Install: 4" Meter Flat 1 $10,992.63 82% $13,484.95 $13,485 $10,993 $2,492 100% $13,484.95 $13,485 $2,492
73 Wtr Svc Install: 6" Meter Flat 1 $17,766.59 112% $15,890.93 $15,891 $17,767 -$1,876 100% $15,890.93 $15,891 -$1,876
74 Wtr Svc Install: 8" Meter Flat 1 $19,461.66 80% $24,342.38 $24,342 $19,462 $4,881 100% $24,342.38 $24,342 $4,881
75 Wtr Svc Install: 10"+ Meter actual cost 1 100%
76 Fire Svc Install: 2" Flat 3 $3,799.12 89% $4,263.73 $12,791 $11,397 $1,394 100% $4,263.73 $12,791 $1,394
77 Fire Svc Install: 3" - 6" Flat 12 $5,811.23 68% $8,577.10 $102,925 $69,735 $33,190 100% $8,577.10 $102,925 $33,190
78 Fire Svc Install: 8" - 12" new - Flat 1 $13,049.72 $13,050 $13,050 100% $13,049.72 $13,050 $13,050
79 Fire Hydrant Relocation - new tap & killout new - Flat 1 $11,794.72 $11,795 $11,795 100% $11,794.72 $11,795 $11,795
80 Fire Hydrant Installation new - Flat 1 $12,164.99 $12,165 $12,165 100% $12,164.99 $12,165 $12,165
81 Fire Hydrant Flow Test Flat 30 $666.83 78% $851.64 $25,549 $20,005 $5,544 100% $851.64 $25,549 $5,544
82 Damaged Water Meter Repair actual cost 1 100%
85 Water Meter Downsize actual cost 1 100%
87 Water Inspection Not Identified Elsewhere Flat 1 $126.81 46% $274.86 $275 $127 $148 100% $274.86 $275 $148
88 Temp Water Service (per meter) Flat 1 $209.24 137% $153.28 $153 $209 -$56 100% $153.28 $153 -$56
89 Moved Meter (per meter) Flat 1 $64.46 84% $76.64 $77 $64 $12 100% $76.64 $77 $12
90 Water Meter Test: 3/4" - 2" Meter Flat 1 $173.31 85% $204.38 $204 $173 $31 100% $204.38 $204 $31
91 Water Meter Test: 3" and Over Flat 1 $693.25 57% $1,226.27 $1,226 $693 $533 100% $1,226.27 $1,226 $533
92 Delinquent Water Bills Tags Flat 1 $23.25 46% $51.09 $51 $23 $28 100% $51.09 $51 $28
93 Reestablish Delinquent Account (per acct) Flat 1 $81.37 159% $51.09 $51 $81 -$30 100% $51.09 $51 -$30
94 Sewer Saddle Connection Flat 60 $890.87 81% $1,100.28 $66,017 $53,452 $12,565 100% $1,100.28 $66,017 $12,565
95 Sewer Cap: At Time of Saddle Install Flat 20 $420.60 78% $536.35 $10,727 $8,412 $2,315 100% $536.35 $10,727 $2,315
96 Sewer Cap: After Saddle Install Flat 5 $609.76 93% $658.41 $3,292 $3,049 $243 100% $658.41 $3,292 $243
97 Sewer Lateral Inspection Flat 90 $370.93 64% $576.54 $51,889 $33,384 $18,505 100% $576.54 $51,889 $18,505
98 Storm Drain Connect of Existing Box per connect 1 $229.32 45% $504.67 $505 $229 $275 100% $504.67 $505 $275
99 Storm Drain Pipe Installation per install 1 $370.93 73% $504.67 $505 $371 $134 100% $504.67 $505 $134
100 Storm Drain Saddle Installation Flat 1 $890.87 73% $1,221.68 $1,222 $891 $331 100% $1,221.68 $1,222 $331
Page 27

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
101 Storm Dye Test (per test) Flat 1 $352.96 87% $406.66 $407 $353 $54 100% $406.66 $407 $54
102 Emergency Sewage Spill Response actual cost 1 100%
103 Sewer Reinspection Flat 1 $140.55 58% $243.82 $244 $141 $103 100% $243.82 $244 $103
104 Same Day Emergency Turn-Off (regular hours) new - Flat 1 $51.09 $51 $51 100% $51.09 $51 $51
105 Same Day Emer Turn-Off (after hours, holidays) new - Flat 1 $306.57 $307 $307 100% $306.57 $307 $307
107 Industr Waste Discharge Variance Request new - Flat 75 $54.32 $4,074 $4,074 100% $54.32 $4,074 $4,074
108 Industr WW Permit: Class 1 Flat 335 $117.00 73% $160.08 $53,625 $39,195 $14,430 100% $160.08 $53,625 $14,430
109 Industr WW Permit: Class 2 Flat 290 $430.00 73% $585.15 $169,693 $124,700 $44,993 100% $585.15 $169,693 $44,993
110 Industr WW Permit: Class 3 Flat 91 $646.00 73% $879.74 $80,056 $58,786 $21,270 100% $879.74 $80,056 $21,270
111 Industr WW Permit: Class 4 Flat 1 $939.00 73% $1,277.91 $1,278 $939 $339 100% $1,277.91 $1,278 $339
112 Industr WW Permit: Class 5 Flat 23 $1,409.00 87% $1,614.20 $37,127 $32,407 $4,720 100% $1,614.20 $37,127 $4,720
113 Industr WW Permit: Class 6 new - Flat 1 $3,610.43 $3,610 $3,610 100% $3,610.43 $3,610 $3,610
114 Industr WW Permit: Class 99 new - Flat 20 $94.16 $1,883 $1,883 100% $94.16 $1,883 $1,883
115 Constr & Demo Waste Mgt Plan Flat 455 $460.76 88% $521.94 $237,483 $209,646 $27,837 100% $521.94 $237,483 $27,837
116 Solid Waste Encl Plan Check: Simple Flat 68 $276.88 167% $166.04 $11,208 $18,689 -$7,482 100% $166.04 $11,208 -$7,482
117 Solid Waste Encl Plan Check: Complex Flat 158 $507.25 84% $600.84 $94,632 $79,892 $14,740 100% $600.84 $94,632 $14,740
118 Private Refuse Hauler Permit Flat 57 $499.86 98% $508.74 $28,998 $28,492 $506 100% $508.74 $28,998 $506
119 Container Rental for C&D Program new - plus disp 10 $182.37 $1,824 $1,824 100% $182.37 $1,824 $1,824
120 Container Rental (Rent-A-Bin) plus disp chg 75 $132.10 99% $133.60 $10,020 $9,908 $112 100% $133.60 $10,020 $112
121 Bulky Item Collection plus disp chg 800 $57.07 100% $56.94 $45,550 $45,656 -$106 100% $56.94 $45,550 -$106
122 Sale of Composting Bins plus bin cost 180 $10.57 98% $10.82 $1,947 $1,903 $45 100% $10.82 $1,947 $45
123 Residential Clean-A-Can Program (one time) Flat 60 $20.00 97% $20.72 $1,243 $1,200 $43 100% $20.72 $1,243 $43
124 Kitchen Food Scrap Pail Sales plus pail 150 $1.50 52% $2.88 $433 $225 $208 100% $2.88 $433 $208
125 Pressure Washing Services hourly 200 $90.25 73% $124.03 $24,807 $18,050 $6,757 100% $124.03 $24,807 $6,757
126 Event Rental / Party Truck hourly 10 $62.50 72% $86.73 $867 $625 $242 100% $86.73 $867 $242
127 Curby Rental new - hourly 10 $124.50 $1,245 $1,245 100% $124.50 $1,245 $1,245
128 Additional Pick-Up Service: Bin Flat 250 $50.00 92% $54.21 $13,554 $12,500 $1,054 100% $54.21 $13,554 $1,054
Page 28

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
129 Additional Pick-Up Service: Cart Flat 30 $30.00 83% $36.14 $1,084 $900 $184 100% $36.14 $1,084 $184
130 Sidewalk Removal, Hauling, Repl (up to 4" thick) Flat per sf 14 $13.10 42% $31.51 $441 $183 $258 100% $31.51 $441 $258
131 Driveway Removal, Hauling, Repl (depth to 6") Flat per sf 5 $25.22 39% $64.73 $324 $126 $198 100% $64.73 $324 $198
132 Removal, Hauling, Repl: Curb Only Flat per lf 1 $37.03 35% $106.14 $106 $37 $69 100% $106.14 $106 $69
133 Removal, Hauling, Repl: Curb & Gutter Flat per lf 1 $47.97 42% $115.39 $115 $48 $67 100% $115.39 $115 $67
134 Removal, Hauling, Repl: Gutter Only Flat per lf 1 $23.99 41% $58.20 $58 $24 $34 100% $58.20 $58 $34
135 Removal, Hauling, Repl: Concr Alleys (up to 6") Flat per sf 1 $31.44 38% $83.44 $83 $31 $52 100% $83.44 $83 $52
136 Ashphalt Removal, Hauling, Repl (up to 4") Flat per sf 1 $9.13 43% $21.36 $21 $9 $12 100% $21.36 $21 $12
137 Ashphalt Removal, Hauling, Repl (over 4") Flat per sf 8 $10.16 45% $22.36 $179 $81 $98 100% $22.36 $179 $98
138 Ashphalt Cement Overlay (1/2" to 1-1/2" thick) Flat per sf 1 $6.45 42% $15.21 $15 $6 $9 100% $15.21 $15 $9
139 Ashphalt Cement Overlay (1-1/2" - 4" thick) Flat per sf 1 $8.45 44% $19.10 $19 $8 $11 100% $19.10 $19 $11
140 Pkwy Removal & Hauling; 15 linear feet Flat 1 $146.02 33% $444.54 $445 $146 $299 100% $444.54 $445 $299
141 Pkwy Removal & Hauling; ea add'l linear foot Flat 1 $10.23 38% $26.65 $27 $10 $16 100% $26.65 $27 $16
142 Removal & Hauling of Abandoned Driveway Flat per sf 1 $26.50 59% $44.79 $45 $27 $18 100% $44.79 $45 $18
143 Misc Saw Cuts: 121 linear feet Flat 1 $93.74 29% $320.57 $321 $94 $227 100% $320.57 $321 $227
144 Misc Saw Cuts: ea add'l linear foot Flat 1 $0.77 45% $1.72 $2 $1 $1 100% $1.72 $2 $1
145 Tie-Ins Into Exist Asph/Concr: 11 linear feet Flat 4 $64.33 31% $209.79 $839 $257 $582 100% $209.79 $839 $582
146 Tie-Ins Into Exist Asph/Concr: ea add'l linear ft Flat 16 $5.92 44% $13.44 $215 $95 $120 100% $13.44 $215 $120
147 Misc Concrete / Ashalt Work: 8 sq ft Flat 1 $102.69 33% $315.58 $316 $103 $213 100% $315.58 $316 $213
148 Misc Concrete / Ashalt Work: ea add'l sq ft Flat 1 $13.27 40% $32.90 $33 $13 $20 100% $32.90 $33 $20
152 Bicycle Rack Installation Flat - ea 1 $156.91 38% $411.64 $412 $157 $255 100% $411.64 $412 $255
153 Bicycle Rack Bolt Down Only Flat - ea 1 $63.94 25% $256.76 $257 $64 $193 100% $256.76 $257 $193
154 Message Board (per board) Flat - ea 2 $128.73 31% $421.81 $844 $257 $586 100% $421.81 $844 $586
155 Film Permit: Airport - public airside Flat 1 $102.60 19% $537.54 $538 $103 $435 100% $537.54 $538 $435
156 Film Permit: Airport - public landside Flat 1 $256.50 48% $537.54 $538 $257 $281 100% $537.54 $538 $281
157 Film Permit: Airport - public leasehold property Flat 1 $256.50 55% $470.57 $471 $257 $214 100% $470.57 $471 $214
158 Film Permit: Airport Other (compl/lg productions) actual cost 1 100%
Page 29

City of Santa Monica
Public Works - MASTER FEE LIST
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
190 Container Rental (Events) plus disp chg 200 $132.10 78% $168.28 $33,657 $26,420 $7,237 100% $168.28 $33,657 $7,237
191 Airport Event Permit (

Police
Animal Control
Police Services

Police
The user fee/cost analysis for this department combines three of the City’s fee schedules into one whole:
Animal Control
Police Permits
Police Records
Most fees are charged on a flat (or fixed) fee basis – the fee is the same, regardless of size or complexity. There are two fees, animal
impounds and false alarm responses, where the fee escalates with additional occurrences. This department’s fee schedule also lists
hourly billing rates by classification and hourly equipment rates for use with special event and film permits.
Animal control and police records and permit services benefit those individuals or businesses specifically requesting or utilizing the services
and are therefore eligible for cost recovery. Animal control services also provide a benefit to the community at large. The City’s policy is
to generally - but with some exceptions - set fees to recover 100% of all costs associated with providing fee-for-service activities. Animal
control services would be one of the exceptions to the policy of 100% cost recovery, leaving a portion of the costs to be subsidized by the
general fund.
Current fees recover 45% of total cost. Department staff recommends a 10% adjustment to all animal control fees. All police records and
permit fees have recommended fees set at 100% of cost – with the following exceptions:
Tobacco Retail – this permit fee is to remain unchanged at $145
Police Reports and Traffic Reports – these fees remain at $0.80 per page
Photos – these fees remain unchanged at $76 plus outside lab costs
False Alarm responses – these penalties remain unchanged at $164.86 for the 3 rd response in a calendar year and $247.28 for the
4 th and subsequent responses in a single calendar year.
Assuming no loss in demand, fee adjustments will generate an additional $59,000 in new revenue per year, recovering 49% of total cost.
One new penalty proposals are included in this analysis:
False Alarm Response – 2 nd in calendar year (proposed penalty is $164.86)
As noted earlier in this report, Staff will return to Council with any required ordinances and resolutions to authorize this new penalty.
Page 31

City of Santa Monica
Police Department
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Recovery %
Full Cost
Current
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy
Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recomm
Subsidy
1 Adoptions - basic fee, dog/puppy/cat/kitten Flat 310 $41.20 20% $206.82 $64,114 $12,772 $51,342 22% $45.32 $14,049 $1,277 $50,065
2 Adoptions - vaccine Flat 350 $15.40 15% $99.67 $34,884 $5,390 $29,494 17% $16.94 $5,929 $539 $28,955
3 Adoptions - spay/neuter surgery Flat 240 $70.00 38% $183.15 $43,956 $16,800 $27,156 42% $77.00 $18,480 $1,680 $25,476
4 Adoptions - basic fee, rabbit Flat 10 $15.40 7% $206.82 $2,068 $154 $1,914 8% $16.94 $169 $15 $1,899
5 Adoptions - basic fee, small animal Flat 22 $15.40 7% $206.82 $4,550 $339 $4,211 8% $16.94 $373 $34 $4,177
6 Adoptions - basic fee, large animal Flat $41.20 20% $206.82 22% $45.32
7 Adoptions - home again microchip Flat 145 $15.00 32% $46.22 $6,702 $2,175 $4,527 36% $16.50 $2,393 $218 $4,310
8 Adoptions - rabies vaccinations Flat 120 $10.00 10% $95.67 $11,480 $1,200 $10,280 11% $11.00 $1,320 $120 $10,160
9 Annual dog license - spayed/neutered Flat 5300 $31.90 46% $69.73 $369,558 $169,070 $200,488 50% $35.09 $185,977 $16,907 $183,581
10 Annual dog license - unspayed/unneutered Flat 150 $63.80 91% $69.73 $10,459 $9,570 $889 101% $70.18 $10,527 $957 -$68
11 Annual dog license - duplicate (replacement) Flat 120 $4.10 29% $13.95 $1,673 $492 $1,181 32% $4.51 $541 $49 $1,132
12 Non resident permit tag - airport park Flat 1045 $16.40 24% $69.73 $72,866 $17,138 $55,728 26% $18.04 $18,852 $1,714 $54,014
13 Impound - dog Flat 100 $41.20 3% $1,627.42 $162,742 $4,120 $158,622 3% $45.32 $4,532 $412 $158,210
14 Impound - cat Flat 50 $15.40 1% $1,627.42 $81,371 $770 $80,601 1% $16.94 $847 $77 $80,524
15 Impound - state fine for unaltered dog/cat Pass Thru $40.00 $40.00
16 Owner surrrender - dog licensed Flat 15 $31.90 27% $116.09 $1,741 $479 $1,263 30% $35.09 $526 $48 $1,215
17 Owner surrrender - dog unlicensed/altered Flat 15 $63.80 55% $116.09 $1,741 $957 $784 60% $70.18 $1,053 $96 $689
18 Owner surrrender - dog unlicensed/unaltered Flat 3 $97.80 84% $116.09 $348 $293 $55 93% $107.58 $323 $29 $26
19 Owner surrrender - cat Flat 40 $31.90 27% $116.09 $4,643 $1,276 $3,367 30% $35.09 $1,404 $128 $3,240
20 Boarding - dog, cat, other Per day 300 $10.30 3% $374.67 $112,401 $3,090 $109,311 3% $11.33 $3,399 $309 $109,002
21 Trap rental - 10 days + deposit 3 $16.40 29% $56.58 $170 $49 $121 32% $18.04 $54 $5 $116
22 Annual Police Permit* Flat 425 $91.94 94% $97.96 $41,633 $39,075 $2,558 100% $97.96 $41,633 $2,558
Page 32

City of Santa Monica
Police Department
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Per Unit Annual Per Unit Annual
Recovery %
Full Cost
Current
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy
Level
Recommendations
Annual
Revenue
Increased
Revenue
Recomm
Subsidy
23 Massage Establishment Permit Flat 12 $91.94 74% $124.52 $1,494 $1,103 $391 100% $124.52 $1,494 $391
24 Massage Technician Permit Flat 15 $91.94 94% $97.96 $1,469 $1,379 $90 100% $97.96 $1,469 $90
25 Second Hand Dealer Permit - New Flat 4 $362.48 95% $380.76 $1,523 $1,450 $73 100% $380.76 $1,523 $73
26 Second Hand Dealer Permit- Renewal Flat 36 $208.18 66% $313.84 $11,298 $7,494 $3,804 100% $313.84 $11,298 $3,804
27 Tobacco Retail Flat 110 $145.00 57% $254.99 $28,049 $15,950 $12,099 100% $254.99 $28,049 $12,099
28 Pawnbroker Permit- New Flat 1 $362.48 95% $380.76 $381 $362 $18 100% $380.76 $381 $18
29 Pawnbroker Permit - Renewal Flat 3 $208.18 85% $246.13 $738 $625 $114 100% $246.13 $738 $114
32 Records - other reports, thefts Per page 2000 $0.80 11% $7.02 $14,048 $1,600 $12,448 11% $0.80 $1,600 $12,448
33 Records - traffic accident reports Per page 1900 $0.80 11% $7.02 $13,345 $1,520 $11,825 11% $0.80 $1,520 $11,825
34 Photos - color or black & white + lab fees 200 $76.00 112% $67.56 $13,512 $15,200 -$1,688 100% $67.56 $13,512 -$1,688
35 Audiotape copy Flat 14 $38.00 90% $42.14 $590 $532 $58 100% $42.14 $590 $58
36 Videotape copy Flat 1 $81.30 95% $85.41 $85 $81 $4 100% $85.41 $85 $4
37 Crime analysis/research - one search of database Flat 1 $96.10 80% $119.56 $120 $96 $23 100% $119.56 $120 $23
38 Crime analysis/research - multiple searches of databas Flat 1 $143.70 80% $179.33 $179 $144 $36 100% $179.33 $179 $36
39 Fingerprinting - public + DOJ/FBI fee 1550 $31.60 92% $34.23 $53,051 $48,980 $4,071 100% $34.23 $53,051 $4,071
40 Vehicle impound & release Flat 1000 $123.60 98% $126.75 $126,751 $123,600 $3,151 100% $126.75 $126,751 $3,151
41 30 day vehicle impound Flat 141 $809.40 94% $861.14 $121,421 $114,125 $7,295 100% $861.14 $121,421 $7,295
42 Boot removal + boot usage 1 $140.40 100% $139.93 $140 $140 $0 100% $139.93 $140 $0
44 DUI response - accident/injury Flat 7 $3,179.80 90% $3,516.66 $24,617 $22,259 $2,358 100% $3,516.66 $24,617 $2,358
45 Firearms storage and release - per weapon Flat $129.90 92% $141.00 100% $141.00
46 Local records check Flat $19.00 90% $21.07 100% $21.07
47 VIN verification Flat $59.10 92% $63.96 100% $63.96
Page 33

City of Santa Monica
Police Department
2012/2013
Service Name
Fee
Description
Annual
Current
Current Fee
Volume
Per Unit Annual Per Unit Annual
Recovery %
Full Cost
Current
Annual Cost
Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @ Policy
Level
Recommendations
Annual
Revenue
Increased
Revenue
Recomm
Subsidy
48 Vehicle inspection Flat $23.10 54% $42.71 100% $42.71
49 False alarm Penalty 900 $164.86 $164.86
50 ACO's Field Services overhead 1
51 False alarm - 2nd response in calendar year new penalty 1063 $164.86
#22) This services includes the following permits:
Ambulance Companies Auction House Dancing Academy Peddler
Alcohol Dispensing License Auto Parks (Parking) Dancing/Entertainment in bar Physical Training or Fitness
Amusement & Entertainment Enterprises: Auto Wrecking Drive-In Restaurants Pool Hall
Arcade Bathhouse or Treatment Figure Studio Shooting Gallery
Rides Billiard Firearms Soliciting Business
Non Permanent Rides Boxing Fortune Teller Soliciting Interstate
Shows Carnival Health Club Telemarketing- Retail
Skills Games Carnival Merchandise Herb Doctor Telemarketing - Service
Non-Permanent Skills Games Circus Intinerant Vendor Tow Truck Owner
Auctioneer Dance Hall Parade Valet Parking
False alarm fees are currently charged at $164.86 for the 3rd response within a calendar year, and $247.28 for the 4th and subsequent responses within a year. Staff recommends no change to these two penalties.
Staff is recommending a new penalty for second response within a year. Implementing ordinances and companion resolution will be presented to Council with the budget.
Total User Fees $1,441,913 $641,850 $800,063 $700,919 $59,069 $740,994
% of Full Cost 45% 55% 49% 9% 51%
Page 34

Fire

Fire
The user fee/cost analysis for this department follows the basic structure of City’s fee schedule and was developed as a whole for the
department. All divisions within the department are included in the cost analysis.
Fees are charged in a variety of ways including:
Flat (or fixed) fees – the fee is always the same, regardless of size or complexity.
Per square foot or per device – the fee is calculated based on size.
Hourly (or time-and-materials) – city staff track time and materials expenses and fees are calculated to recover actual costs.
Actual cost – this fee is charged to recover consultant costs.
Penalties – these fees need not be limited to cost, and are designed to discourage (or encourage) certain behaviors.
Fire prevention and other miscellaneous fire services benefit those individuals or businesses specifically requesting or utilizing the services
and are therefore eligible for cost recovery. The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all
costs associated with providing fee-for-service activities.
Current fees recover 86% of total cost; recommended fees are set at 100% of cost, with one exception. False alarm responses are to
remain unchanged and recover more than 100% of cost, allowing for a penalty component. Assuming no loss in demand, fee
adjustments will generate an additional $296,000 in new revenue per year.
Department staff has made several proposed modifications to the City’s current fee schedule. Most changes are simple name changes
that will better reflect the service provided. The user fee summary pages incorporated into this report reflect these name changes. The
basic method of charging the fee (e.g. on a flat fee or plus a per square footage calculation) remains unchanged.
Some fees are slated for deletion as no longer being relevant:
Preliminary Review
Over the Counter Plan Check
Plan Checks Not Otherwise Classified
Plan Revisions and Deferred Submittals
Excessive Plan Checks
various annual inspections (some no longer performed, others may be redundant since they are covered under other inspection
types)
Page 35

Four new fee proposals are included in this analysis:
Miscellaneous Plan Review (proposed fee is $386.99) - This incorporates plans that do not fall into other specific categories like fire
sprinkler, fire alarms, etc. These might include clean agent systems or other types of plans not normally reviewed.
Solar Panel Plan Review (proposed fee is $404.79) - These plans are reviewed for compliance with city guidelines for solar panel
installation. The department has not historically charged fees for these plan reviews.
Final Building Inspection (proposed fee is $436.67) – This fee would recover the cost for a new construction inspector performing a
final building inspection. This inspection is required in order for the business/building to open.
Underground Tank Permit (Exempt) (proposed fee is $366.31)
Page 36

City of Santa Monica
Fire Department
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
3 Standard/Complex Pln Chk new bldg: 1st 2,500 sf Flat 50 $379.38 74% $515.98 $25,799 $18,969 $6,830 100% $515.98 $25,799 $6,830
4 Standard/Complex Pln Chk new bldg: >2,500 sf per sq ft 375000 $0.0184 36% $0.0516 $19,349 $6,900 $12,449 100% $0.0516 $19,349 $12,449
5 Commercial Tenant Improvement, 1st 2,500 sf Flat 50 $137.38 53% $257.99 $12,900 $6,869 $6,031 100% $257.99 $12,900 $6,031
6 Commercial Tenant Improvement, > 2,500 sf per sq ft 42500 $0.0184 71% $0.0258 $1,096 $782 $314 100% $0.0258 $1,096 $314
9 Misc plan review new fee 5 $386.9885 $1,935 $1,935 100% $386.9885 $1,935 $1,935
10 Solar panel plan review new fee 10 $404.7907 $4,048 $4,048 100% $404.7907 $4,048 $4,048
11 Final building inspection new fee 365 $436.6723 $159,385 $159,385 100% $436.6723 $159,385 $159,385
12 Fire Spr - NFPA 13 Sys: 1-10 heads Flat 50 $331.82 76% $436.67 $21,834 $16,591 $5,243 100% $436.67 $21,834 $5,243
13 Fire Spr - NFPA 13 Sys: 10+ heads per head 1000 $4.36 109% $3.99 $3,989 $4,360 -$371 100% $3.99 $3,989 -$371
14 Fire Spr - NFPA 13D Sys: up to 10k sq ft Flat 65 $383.61 77% $496.51 $32,273 $24,935 $7,339 100% $496.51 $32,273 $7,339
15 Fire Spr - NFPA 13D Sys: >10k sq ft Flat 4 $520.99 85% $616.19 $2,465 $2,084 $381 100% $616.19 $2,465 $381
16 Fire Spr - resi, private hydrant sys Flat 1 $359.45 82% $436.67 $437 $359 $77 100% $436.67 $437 $77
17 Fire Spr - resi, fire pump installation Flat 1 $1,467.86 97% $1,513.77 $1,514 $1,468 $46 100% $1,513.77 $1,514 $46
18 Fire Spr - resi, spec hi pile stor & Spr sys comb Deposit/Actua $1,000.00 66% $1,513.77 100% $1,513.77
20 Tents & Canopies 401-2000 sq ft Flat 48 $203.96 116% $176.27 $8,461 $9,790 -$1,329 100% $176.27 $8,461 -$1,329
21 Tents & Canopies 2,001-5,000 sq ft Flat 35 $407.92 160% $255.50 $8,942 $14,277 -$5,335 100% $255.50 $8,942 -$5,335
22 Tents & Canopies > 5,000 sq ft per sq ft 875000 $0.093 139% $0.0669 $58,578 $81,375 -$22,797 100% $0.0669 $58,578 -$22,797
24 Fire alarms, new system, 1st 24 devices Flat 30 $1,159.29 121% $957.42 $28,723 $34,779 -$6,056 100% $957.42 $28,723 -$6,056
25 Fire alarms, new system, ea add'l device Per device $13.52 170% $7.97 100% $7.97
26 Fire alarms, TI's, 1st 24 devices Flat 72 $590.74 106% $556.35 $40,057 $42,533 -$2,476 100% $556.35 $40,057 -$2,476
27 Fire alarms, TI's, ea add'l device Per device $10.57 177% $5.98 100% $5.98
28 Medical/Lab gas type 1 Flat 1 $590.74 69% $856.28 $856 $591 $266 100% $856.28 $856 $266
29 Medical/Lab gas type 2&3 Flat 1 $590.74 43% $1,372.26 $1,372 $591 $782 100% $1,372.26 $1,372 $782
30 Spec fire ext sys - clean agent Flat 1 $875.02 110% $795.70 $796 $875 -$79 100% $795.70 $796 -$79
31 Spec fire ext sys - (eg kitchen hoods) Flat 39 $685.85 123% $556.35 $21,698 $26,748 -$5,051 100% $556.35 $21,698 -$5,051
32 Stor tank above ground - install Flat 7 $747.14 81% $920.78 $6,445 $5,230 $1,215 100% $920.78 $6,445 $1,215
33 Stor tank above ground - removal Flat 1 $591.80 81% $727.28 $727 $592 $135 100% $727.28 $727 $135
Page 37

City of Santa Monica
Fire Department
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
34 Stor tank above ground - modify Flat 1 $436.45 82% $533.79 $534 $436 $97 100% $533.79 $534 $97
35 Stor tank undergr install - base fee Flat 1 $1,944.48 87% $2,229.46 $2,229 $1,944 $285 100% $2,229.46 $2,229 $285
36 Stor tank undergr install - ea add'l tank Flat 1 $429.06 88% $488.42 $488 $429 $59 100% $488.42 $488 $59
37 Stor tank undergr install - ea add'l pln chk or insp Flat 1 $214.53 88% $244.21 $244 $215 $30 100% $244.21 $244 $30
38 Stor tank undergr removal - base fee Flat 1 $1,623.22 87% $1,863.14 $1,863 $1,623 $240 100% $1,863.14 $1,863 $240
39 Stor tank undergr removal - ea add'l tank Flat 1 $321.26 88% $366.31 $366 $321 $45 100% $366.31 $366 $45
40 Stor tank undergr removal - ea add'l pln chk or insp Flat 1 $214.53 88% $244.21 $244 $215 $30 100% $244.21 $244 $30
41 Stor tank undergr modify -simple Per tank 5 $344.51 90% $384.11 $1,921 $1,723 $198 100% $384.11 $1,921 $198
42 Stor tank undergr modify - complex Per tank 1 $1,308.30 88% $1,483.05 $1,483 $1,308 $175 100% $1,483.05 $1,483 $175
43 Stor tank undergr - clean up hourly 10 $106.74 87% $122.10 $1,221 $1,067 $154 100% $122.10 $1,221 $154
45 Reinsp, Sr Fire Inspector Flat $172.36 67% $257.16 100% $257.16
46 Reinsp, Environmental Comp Spec Flat $214.53 153% $139.91 100% $139.91
47 Annual - aircraft refueling facility Flat 1 $249.40 97% $257.16 $257 $249 $8 100% $257.16 $257 $8
48 Annual - aircraft repair hangar Flat 1 $401.58 156% $257.16 $257 $402 -$144 100% $257.16 $257 -$144
49 Annual - ambulatory convalescent care Flat 1 $401.58 104% $387.81 $388 $402 -$14 100% $387.81 $388 -$14
50 Annual - appr production facilities Flat 2 $401.58 156% $257.16 $514 $803 -$289 100% $257.16 $514 -$289
51 Annual - candles open flame - annual Flat 42 $131.04 83% $157.43 $6,612 $5,504 $1,108 100% $157.43 $6,612 $1,108
52 Annual - candles open flame - spec event Flat 52 $45.44 85% $53.41 $2,777 $2,363 $414 100% $53.41 $2,777 $414
53 Annual - carnivals or fairs Flat 1 $194.44 76% $257.16 $257 $194 $63 100% $257.16 $257 $63
54 Annual - christmas tree lots Flat 2 $280.05 109% $257.16 $514 $560 -$46 100% $257.16 $514 -$46
55 Annual - combustible dust products Flat 1 $280.05 109% $257.16 $257 $280 -$23 100% $257.16 $257 -$23
56 Annual - combustible fibers Flat 1 $280.05 109% $257.16 $257 $280 -$23 100% $257.16 $257 -$23
57 Annual - combustible materials Flat 1 $194.44 76% $257.16 $257 $194 $63 100% $257.16 $257 $63
58 Annual - convalescent hospital Flat 30 $537.90 94% $572.82 $17,185 $16,137 $1,048 100% $572.82 $17,185 $1,048
59 Annual - daycare 50 occupants Flat 2 $280.05 95% $295.31 $591 $560 $31 100% $295.31 $591 $31
61 Annual - explosives Flat 1 $540.02 210% $257.16 $257 $540 -$283 100% $257.16 $257 -$283
Page 38

City of Santa Monica
Fire Department
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
64 Annual - high piled combustible stor Flat 1 $280.05 109% $257.16 $257 $280 -$23 100% $257.16 $257 -$23
65 Annual - high rise fire insp, 55-75ft Flat 34 $881.35 60% $1,471.73 $50,039 $29,966 $20,073 100% $1,471.73 $50,039 $20,073
66 Annual - high rise fire insp, >75ft Flat 34 $1,224.80 63% $1,950.44 $66,315 $41,643 $24,672 100% $1,950.44 $66,315 $24,672
67 Annual comm insp - ind ste/unit insp, 0-2,000 s.f Flat 2957 $73.00 82% $89.47 $264,561 $215,861 $48,700 100% $89.47 $264,561 $48,700
68 Annual comm insp - ind ste/unit insp, 2,001-5,000 s.f Flat 690 $146.00 125% $116.40 $80,317 $100,740 -$20,423 100% $116.40 $80,317 -$20,423
69 Annual comm insp - ind ste/unit insp, 5,001-10,000 s.f Flat 248 $219.00 153% $143.33 $35,547 $54,312 -$18,765 100% $143.33 $35,547 -$18,765
70 Annual comm insp - ind ste/unit insp, > 10,000 s.f Flat 276 $365.00 185% $197.20 $54,427 $100,740 -$46,313 100% $197.20 $54,427 -$46,313
71 Annual comm insp - common area insp, base 1st story (inc singl Flat 86 $146.00 233% $62.54 $5,378 $12,556 -$7,178 100% $62.54 $5,378 -$7,178
72 Annual comm insp - common area insp, 0-2,000 s.f Flat 58 $36.50 58% $62.54 $3,627 $2,117 $1,510 100% $62.54 $3,627 $1,510
73 Annual comm insp - common area insp, 2,001-5,000 s.f Flat 16 $73.00 102% $71.51 $1,144 $1,168 -$24 100% $71.51 $1,144 -$24
74 Annual comm insp - common area insp, 5,001-10,000 s.f Flat 16 $109.50 136% $80.49 $1,288 $1,752 -$464 100% $80.49 $1,288 -$464
75 Annual comm insp - common area insp, > 10,000 s.f Flat 28 $146.00 163% $89.47 $2,505 $4,088 -$1,583 100% $89.47 $2,505 -$1,583
76 Annual - hospital Flat 3 $710.15 94% $757.82 $2,273 $2,130 $143 100% $757.82 $2,273 $143
77 Annual - hot work open flame Flat 22 $280.05 109% $257.16 $5,657 $6,161 -$504 100% $257.16 $5,657 -$504
78 Annual - industrial ovens Flat 1 $280.05 109% $257.16 $257 $280 -$23 100% $257.16 $257 -$23
79 Annual - laboratory Flat 1 $280.05 109% $257.16 $257 $280 -$23 100% $257.16 $257 -$23
80 Annual - LPG annual Flat 12 $237.78 92% $257.16 $3,086 $2,853 $233 100% $257.16 $3,086 $233
81 Annual - LPG spec event Flat 77 $108.85 62% $176.27 $13,572 $8,381 $5,191 100% $176.27 $13,572 $5,191
85 Annual - preschool Flat 23 $194.44 96% $202.81 $4,665 $4,472 $192 100% $202.81 $4,665 $192
86 Annual - public school New 8 $572.82 $4,583 $4,583 100% $572.82 $4,583 $4,583
87 Annual - private school Flat 11 $401.58 70% $572.82 $6,301 $4,417 $1,884 100% $572.82 $6,301 $1,884
88 Annual - public assembly, < 300 occupants Flat 86 $280.05 95% $295.31 $25,397 $24,084 $1,312 100% $295.31 $25,397 $1,312
89 Annual - public assembly, 300+ occupants Flat 23 $401.58 104% $387.81 $8,920 $9,236 -$317 100% $387.81 $8,920 -$317
92 Annual - repair garage Flat 3 $194.44 71% $275.79 $827 $583 $244 100% $275.79 $827 $244
93 Annual - resi care Flat 35 $280.05 72% $387.81 $13,573 $9,802 $3,772 100% $387.81 $13,573 $3,772
94 Annual - spraying/dipping Flat 15 $194.44 76% $257.16 $3,857 $2,917 $941 100% $257.16 $3,857 $941
95 Annual - vehicle in building Flat 4 $515.71 293% $176.27 $705 $2,063 -$1,358 100% $176.27 $705 -$1,358
Page 39

City of Santa Monica
Fire Department
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
96 Annual - multi fam resi insp 3-15 units Flat 3003 $122.59 87% $140.75 $422,661 $368,138 $54,523 100% $140.75 $422,661 $54,523
97 Annual - multi fam resi insp 16-49 units Flat 357 $253.63 131% $193.32 $69,014 $90,546 -$21,532 100% $193.32 $69,014 -$21,532
98 Annual - multi fam resi insp 50-99 units Flat 17 $354.02 144% $245.89 $4,180 $6,018 -$1,838 100% $245.89 $4,180 -$1,838
99 Annual - multi fam resi insp 100 units or more Flat 6 $417.43 119% $351.03 $2,106 $2,505 -$398 100% $351.03 $2,106 -$398
100 Annual - other insp not listed, annual Flat 1 $172.26 67% $257.16 $257 $172 $85 100% $257.16 $257 $85
101 Annual - other insp not listed, spec event Flat 1 $172.26 67% $257.16 $257 $172 $85 100% $257.16 $257 $85
102 CRTK Haz mat'ls insp - category 1 Flat 62 $155.34 60% $257.99 $15,996 $9,631 $6,364 100% $257.99 $15,996 $6,364
103 CRTK Haz mat'ls insp - category 2 Flat 76 $310.69 60% $515.98 $39,215 $23,612 $15,602 100% $515.98 $39,215 $15,602
104 CRTK Haz mat'ls insp - category 3 Flat 79 $621.39 69% $902.97 $71,335 $49,090 $22,245 100% $902.97 $71,335 $22,245
105 CRTK Haz mat'ls insp - category 4 Flat 20 $828.51 64% $1,289.96 $25,799 $16,570 $9,229 100% $1,289.96 $25,799 $9,229
106 Studio & theater - pyrotechnic SFX Flat 3 $414.26 48% $855.54 $2,567 $1,243 $1,324 100% $855.54 $2,567 $1,324
108 CUPA - per fac, CalARP Rev - level 1 Flat $1,319.93 171% $773.98 100% $773.98
109 CUPA - per fac, CalARP Rev - level 2 Flat $1,734.18 134% $1,289.96 100% $1,289.96
110 CUPA - per fac, CalARP Rev - level 3 Flat $2,769.83 107% $2,579.92 100% $2,579.92
111 CUPA - per fac, CalARP Review - add'l rev &insp Actual $257.99
112 Misc - add'l site insp per add'l floor, suite or area Flat 25 $194.44 76% $257.16 $6,429 $4,861 $1,568 100% $257.16 $6,429 $1,568
113 Misc - alternate methods applications Flat 15 $828.51 79% $1,049.77 $15,747 $12,428 $3,319 100% $1,049.77 $15,747 $3,319
114 Misc - compliance reinsp, resub or retesting Flat 20 $194.44 76% $257.16 $5,143 $3,889 $1,254 100% $257.16 $5,143 $1,254
116 Misc - false alarm, 3rd & add'l in a calendar year Citation 20 $526.28 $526.28
117 Misc - insp services Flat 10 $194.44 76% $257.16 $2,572 $1,944 $627 100% $257.16 $2,572 $627
118 Misc - off-hour insp / exped plan review Flat $686.00 97% $710.11 100% $710.11
120 Misc - spec insp or review Flat 291 $172.24 67% $257.16 $74,833 $50,122 $24,711 100% $257.16 $74,833 $24,711
121 Misc - uniform fire code permits, others Flat $172.24 67% $257.16 100% $257.16
125 Skilled nursing fac patient assessment & care Flat $516.31 61% $843.50 100% $843.50
126 Haz mat'ls vehicle accident discharge Flat $516.31 61% $843.50 100% $843.50
127 CUPA Admin Fee Flat 284 $698.00 141% $495.31 $140,667 $198,232 -$57,565 100% $495.31 $140,667 -$57,565
128 Aboveground Tank (AST < 10K gallon) Flat 20 $311.00 60% $515.98 $10,320 $6,220 $4,100 100% $515.98 $10,320 $4,100
Page 40

City of Santa Monica
Fire Department
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
129 Aboveground Tank (AST > 10K gallon) Flat 1 $621.00 60% $1,031.97 $1,032 $621 $411 100% $1,031.97 $1,032 $411
130 Underground Tank Permit (Base & 1st Tank) Flat 33 $857.00 47% $1,831.56 $60,441 $28,281 $32,160 100% $1,831.56 $60,441 $32,160
131 Underground Tank Permit (ea add'l Tank) Flat 52 $107.00 29% $366.31 $19,048 $5,564 $13,484 100% $366.31 $19,048 $13,484
132 Underground Tank Permit (Exempt) New - Flat 10 $366.31 $3,663 $3,663 100% $366.31 $3,663 $3,663
Total User Fees $2,158,525 $1,862,400 $296,124 $2,158,525 $296,124
% of Full Cost 86% 14% 100% 16%
False alarm penalties are not set by cost recovery, but are set to deter unlawful conduct.
Page 41

Community & Cultural Services
Community Recreation
Human Services
Beach House
Cultural Affairs
Public Landscape

Community and Cultural Services
The user fee/cost analysis for this department was developed for five divisions that provide fee-for-service activities:
Community Recreation
Human Services
Beach House
Cultural Affairs
Public Landscape
Fees are charged in a variety of ways including:
Per participant/team/use or entry for recreation programs
Per entry for community events.
Hourly facility rentals.
Flat fees for various permit fees and public landscape plan reviews
Sliding scale fees based on size of event, or user-type (resident vs. non-resident, commercial vs. non-profit, etc.)
MGT’s analysis for CCS programs was done at a higher level than that of the other departments included in this study, comparing annual
program costs to annual revenues collected. It is difficult to develop a detailed cost analysis at the per-participant or per-use level with
any degree of accuracy because program offerings are constantly changing due to changes in seasons, high vs. low demand levels,
etc. MGT’s analysis provided the department with cost recovery levels by program area. Department staff then reviewed its Pricing
Policy for Recreation Programs and Permit Services for desired cost recovery ranges and used pricing indicators to assess when an
increased fee may be warranted for activities within each program or service. The fees were also compared to similar fees in other
jurisdictions. The user fee summary on the following pages illustrates the department’s proposed fee adjustments by program area and
provides overall cost/revenue comparisons.
Current fees recover 24% of total cost. Implementation of the department’s proposed fee adjustments will generate an additional
$205,000 in new revenue per year, adjusting the overall cost recovery level for CCS user fee programs to 26% of total cost. However, it
should be noted that CCS staff anticipate a possible 10% drop in participation levels as a result of increased fees.
Page 42

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
1 Adult Leagues - Airport Park Drop-in Soccer - Adult Resident 375 $2.00 $750 $3.00 $1,125 $375
2 Adult Leagues - Airport Park Drop-in Soccer - Adult Non-Residents 1,692 $3.00 $5,076 $5.00 $8,460 $3,384
3 Adult Leagues - Basketball Residents 60 $275.00 $16,500 $300.00 $18,000 $1,500
4 Adult Leagues - Basketball Live/Work $310.00 $340.00
5 Adult Leagues - Basketball Non-Residents 10 $345.00 $3,450 $375.00 $3,750 $300
6 Adult Leagues - Soccer Contracted $245,999 $245,999
7 Adult Leagues - Softball - Men Residents 65 $385.00 $25,025 $420.00 $27,300 $2,275
8 Adult Leagues - Softball - Men Live/Work 22 $435.00 $9,570 $485.00 $10,670 $1,100
9 Adult Leagues - Softball - Men Non-Residents 18 $480.00 $8,640 $545.00 $9,810 $1,170
10 Adult Leagues - Softball - Women Residents 7 $365.00 $2,555 $400.00 $2,800 $245
11 Adult Leagues - Softball - Women Live/Work 7 $410.00 $2,870 $460.00 $3,220 $350
12 Adult Leagues - Softball - Women Non-Residents 1 $455.00 $455 $580.00 $580 $125
13 Adult Leagues - Softball - co-ed Residents 48 $365.00 $17,520 $400.00 $19,200 $1,680
14 Adult Leagues - Softball - co-ed Live/Work 18 $410.00 $7,380 $460.00 $8,280 $900
15 Adult Leagues - Softball - co-ed Non-Residents 14 $455.00 $6,370 $580.00 $8,120 $1,750
16 Adult Leagues - Softball - Tournament Residents $150.00 $150.00
17 Adult Leagues - Softball - Tournament Live/Work $170.00 $170.00
18 Adult Leagues - Softball - Tournament Non-Residents $190.00 $190.00
19 Adult Leagues - Volleyball Residents 30 $220.00 $6,600 $240.00 $7,200 $600
20 Adult Leagues - Volleyball Live/Work 10 $250.00 $2,500 $275.00 $2,750 $250
21 Adult Leagues - Volleyball Non-Residents $275.00 $300.00
22 ADULT LEAGUES TOTAL 46% $780,982 $361,260 $419,722 48% $377,264 $16,004 $403,718
23 Aquatics - Group Lessons Residents 3,450 $40.00 $138,000 $42.00 $144,900 $6,900
24 Aquatics - Group Lessons Non-Residents 370 $80.00 $29,600 $84.00 $31,080 $1,480
25 Aquatics - Semi-Private Lessons Residents 850 $80.00 $68,000 $84.00 $71,400 $3,400
26 Aquatics - Semi-Private Lessons Non-Residents 35 $160.00 $5,600 $168.00 $5,880 $280
27 Aquatics - Rec Swim: Youth Residents 10,000 $1.25 $12,500 $1.50 $15,000 $2,500
28 Aquatics - Rec Swim: Youth Non-Residents 6,000 $2.50 $15,000 $3.00 $18,000 $3,000
29 Aquatics - Rec Swim: Adult Residents 10,050 $3.25 $32,663 $3.50 $35,175 $2,513
30 Aquatics - Rec Swim: Adult Non-Residents 13,500 $6.50 $87,750 $7.00 $94,500 $6,750
31 Aquatics - Rec Swim: Senior (60+) Residents 400 $1.50 $600 $1.75 $700 $100
32 Aquatics - Rec Swim: Senior (60+) Non-Residents 1,000 $3.00 $3,000 $3.50 $3,500 $500
33 Aquatics - Rec Swim: Student Residents 800 $1.50 $1,200 $1.75 $1,400 $200
34 Aquatics - Rec Swim: Student Non-Residents 1,900 $3.00 $5,700 $3.50 $6,650 $950
35 Aquatics - Rec Swim: Family Residents 1,000 $6.25 $6,250 $8.00 $8,000 $1,750
Current
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 43

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
36 Aquatics - Rec Swim: Family Non-Residents 1,000 $12.50 $12,500 $16.00 $16,000 $3,500
37 Aquatics - Camps Residents 900 $1.25 $1,125 $1.50 $1,350 $225
38 Aquatics - Camps Non-Residents 4,950 $2.50 $12,375 $3.00 $14,850 $2,475
39 Aquatics - Swim Passes (20 visits): Youth Residents 320 $12.50 $4,000 $20.00 $6,400 $2,400
40 Aquatics - Swim Passes (20 visits): Youth Non-Residents 75 $25.00 $1,875 $40.00 $3,000 $1,125
41 Aquatics - Swim Passes (20 visits): Adult Residents 1,900 $50.00 $95,000 $55.00 $104,500 $9,500
42 Aquatics - Swim Passes (20 visits): Adult Non-Residents 600 $100.00 $60,000 $110.00 $66,000 $6,000
43 Aquatics - Swim Passes (20 visits): Senior Residents 325 $25.00 $8,125 $30.00 $9,750 $1,625
44 Aquatics - Swim Passes (20 visits): Senior Non-Residents 150 $50.00 $7,500 $60.00 $9,000 $1,500
45 Aquatics - Swim Passes (20 visits): Student Residents 600 $25.00 $15,000 $30.00 $18,000 $3,000
46 Aquatics - Swim Passes (20 visits): Student Non-Residents 350 $50.00 $17,500 $60.00 $21,000 $3,500
47 Aquatics - Specialty Classes: Sharks Residents 325 $112.00 $36,400 $117.00 $38,025 $1,625
48 Aquatics - Specialty Classes: Sharks Non-Residents 5 $156.00 $780 $163.00 $815 $35
49 Aquatics - Specialty Classes: Diving, water polo, synchronized sw Residents 100 $80.00 $8,000 $84.00 $8,400 $400
50 Aquatics - Specialty Classes: Diving, water polo, synchronized sw Non-Residents 14 $160.00 $2,240 $168.00 $2,352 $112
51 Aquatics - Specialty Classes: Guard Start Residents 9 $80.00 $720 $84.00 $756 $36
52 Aquatics - Specialty Classes: Guard Start Non-Residents 1 $110.00 $110 $115.00 $115 $5
53 Aquatics - Specialty Classes: Lifeguard Training Residents 15 $100.00 $1,500 $105.00 $1,575 $75
54 Aquatics - Specialty Classes: Lifeguard Training Non-Residents 5 $130.00 $650 $135.00 $675 $25
55 Aquatics - Specialty Classes: WSI Residents 12 $120.00 $1,440 $126.00 $1,512 $72
56 Aquatics - Specialty Classes: WSI Non-Residents 8 $150.00 $1,200 $158.00 $1,264 $64
57 Aquatics - Water Fitness: Adult Residents 325 $5.00 $1,625 $5.50 $1,788 $163
58 Aquatics - Water Fitness: Adult Non-Residents 150 $10.00 $1,500 $11.00 $1,650 $150
59 Aquatics - Water Fitness: Student/Senior Residents 120 $2.50 $300 $2.75 $330 $30
60 Aquatics - Water Fitness: Student/Senior Non-Residents 125 $5.00 $625 $5.50 $688 $63
61 Aquatics - Water Fitness: Adult Pass (10 visits) Residents 140 $44.00 $6,160 $48.00 $6,720 $560
62 Aquatics - Water Fitness: Adult Pass (10 visits) Non-Residents 40 $88.00 $3,520 $96.00 $3,840 $320
63 Aquatics - Water Fitness: Student/Senior Pass Residents 100 $22.00 $2,200 $24.00 $2,400 $200
64 Aquatics - Water Fitness: Student/Senior Pass Non-Residents 40 $44.00 $1,760 $48.00 $1,920 $160
65 Aquatics - Swim Center - Short Course, Non-Profit Youth Resident 2,275 $5.00 $11,375 $5.00 $11,375
66 Aquatics - Swim Center - Short Course, Non-Profit Youth, 2,000 hr Non-Residents 6,625 $7.50 $49,688 $7.50 $49,688
67 Aquatics - Swim Center - Short Course, Non-Profit Youth Non-Residents 90 $10.00 $900 $10.00 $900
68 Aquatics - Swim Center - Short Course, Non-Profit Adult/Private Sc Resident 825 $8.75 $7,219 $8.75 $7,219
69 Aquatics - Swim Center - Short Course, Non-Profit Adult/Private Sc Non-Residents 1,600 $13.00 $20,800 $13.00 $20,800
70 Aquatics - Swim Center - Short Course, Non-Profit Adult/Private ScNon-Residents 435 $17.50 $7,613 $17.50 $7,613
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 44

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
71 Aquatics - Swim Center - Short Course, Other Resident 330 $20.00 $6,600 $20.00 $6,600
72 Aquatics - Swim Center - Short Course, Other Non-Residents 10 $40.00 $400 $40.00 $400
Current
73 Aquatics - Swim Center - Long Course, Non-Profit Youth Resident $10.00 $10.00
74 Aquatics - Swim Center - Long Course, Non-Profit Youth, 2,000 hr Non-Residents 520 $15.00 $7,800 $15.00 $7,800
75 Aquatics - Swim Center - Long Course, Non-Profit Youth Non-Residents $20.00 $20.00
76 Aquatics - Swim Center - Long Course, Non-Profit Adult/Private Sc Resident 220 $17.50 $3,850 $17.50 $3,850
77 Aquatics - Swim Center - Long Course, Non-Profit Adult/Private Sc Non-Residents 980 $26.00 $25,480 $26.00 $25,480
78 Aquatics - Swim Center - Long Course, Non-Profit Adult/Private ScNon-Residents $35.00 $35.00
79 Aquatics - Swim Center - Long Course, Other Resident $40.00 $40.00
80 Aquatics - Swim Center - Long Course, Other Non-Residents $80.00 $80.00
81 Aquatics - Swim Center - Tournament, Non-Profit Youth Resident $187.00 $187.00
82 Aquatics - Swim Center - Tournament, Non-Profit Youth, 2,000 hrs Non-Resident 45 $280.00 $12,600 $280.00 $12,600
83 Aquatics - Swim Center - Tournament, Non-Profit Adult Resident $312.00 $312.00
84 Aquatics - Swim Center - Tournament, Non-Profit Adult, 2,000 hrs/ Non-Resident $468.00 $468.00
85 Aquatics - Swim Center - Room Rental, Non-Profit/Community (Ap Resident 10 $165.00 $1,650 $165.00 $1,650
86 Aquatics - Swim Center - Room Rental, Non-Profit/Community (Ap Non-Resident 5 $210.00 $1,050 $210.00 $1,050
87 Aquatics - Swim Center - Room Rental, Non-Profit/Community (No Resident $100.00 $100.00
88 Aquatics - Swim Center - Room Rental, Non-Profit/Community (No Non-Resident $150.00 $150.00
Recommendations
89 AQUATICS TOTAL 36% $2,430,591 $868,616 $14,059 $1,547,916 39% $937,883 $69,267 $14,059 $1,478,649
90 Community Classes Contracted $988,010 $988,010
91 COMMUNITY CLASSES TOTAL 90% $1,095,538 $988,010 $28,923 $78,605 90% $988,010 $28,923 $78,605
92 CREST Enrichment Youth 2,500 $100-$170 $517,817 $270,654 $40,466 $115-$185 $308,154 $37,500 $40,466
93 CREST Homework Club Youth 125 $345.00 $81,155 $19,800 $12,627 $425.00 $29,800 $10,000 $12,627
94 CREST Youth Sports Leagues Elementary Youth 1,671 $125.00 $501,659 $151,975 $26,007 $130.00 $160,330 $8,355 $26,007
95 CREST Youth Sports Leagues Middle Youth 787 $125.00 $285,440 $71,886 $9,848 $130.00 $75,821 $3,935 $9,848
96 CREST Childcare FT School Year + breaks Youth $420.00 $1,769,355 $360,246 $308,967 $420.00 $360,246 $308,967
97 CREST Childcare FT School Year Youth $350.00 $350.00
98 CREST Childcare PT After School Youth $255.00 $255.00
99 CREST Childcare PT Before School Youth $165.00 $165.00
100 CREST Childcare Single Full Day Youth $75.00 $75.00
101 CREST Playground Access Youth $172,626
102 CREST TOTAL 26% $3,328,052 $874,561 $397,915 $2,055,576 28% $934,351 $59,790 $397,915 $1,995,786
103 Memorial Park Gym - Adult Daily Entrance Resident 4,970 $2.50 $12,425 $3.00 $14,910 $2,485
104 Memorial Park Gym - Adult Daily Entrance Non-Residents 260 $3.75 $975 $4.50 $1,170 $195
105 Memorial Park Gym - Senior Daily Entrance Resident 685 $1.25 $856 $1.50 $1,028 $171
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 45

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
106 Memorial Park Gym - Senior Daily Entrance Non-Residents 40 $2.50 $100 $3.00 $120 $20
107 Memorial Park Gym - Youth Daily Entrance Resident 1,320 $1.25 $1,650 $1.50 $1,980 $330
108 Memorial Park Gym - Youth Daily Entrance Non-Residents 675 $1.25 $844 $1.50 $1,013 $169
109 Memorial Park Gym - Adult Quarterly Pass Resident 22 $31.25 $688 $33.00 $726 $39
110 Memorial Park Gym - Adult Quarterly Pass Non-Residents 5 $37.50 $188 $40.00 $200 $13
111 Memorial Park Gym - Senior Quarterly Pass Resident 18 $15.00 $270 $16.00 $288 $18
112 Memorial Park Gym - Senior Quarterly Pass Non-Residents 5 $18.75 $94 $20.00 $100 $6
113 Memorial Park Gym - Youth Quarterly Pass Resident 1 $14.50 $15 $15.00 $15 $1
114 Memorial Park Gym - Youth Quarterly Pass Non-Residents $19.00 $20.00
115 Memorial Park Gym - Private Coaching (hourly) N/A 140 $10.00 $1,400 $10.00 $1,400
116 MEMORIAL PARK GYM TOTAL 3% $588,580 $19,503 $569,077 4% $22,949 $3,446 $565,631
117 Police Activities League
118 POLICE ACTIVITIES LEAGUE TOTAL $1,120,097 $1,120,097 $1,120,097
119 Public Landscape - Plan Check & Inspection $123,600 $123,600
120 PUBLIC LANDSCAPE - PLAN CHECK & INSP TOTAL 100% $123,818 $123,600 $218 100% $123,600 $218
121 Rosie's Girls Camp Residents $380.00 $42,024 $390.00 $42,734 $710
122 Rosie's Girls Camp Non-Residents 71 $485.00 $495.00
123 Rosie's Girls Camp Extended Care $35.00 $35.00
124 ROSIE'S GIRLS TOTAL 25% $170,714 $42,024 $38,824 $89,866 25% $42,734 $710 $38,824 $89,156
125 SM Adaptive Recreation and Sports Social Programs (SMARS) $3,500 $3,500
126 SMARS TOTAL 2% $194,605 $3,500 $191,105 2% $3,500 $191,105
127 SM Lawn Bowling Club** Annual $1,640.00 $1,640 $1,673.00 $1,673 $33
128 SM LAWN BOWLING CLUB TOTAL 17% $9,810 $1,640 $8,170 17% $1,673 $33 $8,137
129 Summer Day/Sports Camps - Full day Resident $200.00 $127,545 $157,319 $200.00 $127,545 $157,319
130 Summer Day/Sports Camps - Full day Non-Residents $220.00 $220.00
131 Summer Day/Sports Camps - Half day Resident $123.00 $123.00
132 Summer Day/Sports Camps - Half day Non-Residents $133.00 $133.00
133 Summer Day/Sports Camps - Extended care Youth $35.00 $35.00
134 SUMMER DAY/SPORTS CAMPS TOTAL 15% $866,018 $127,545 $157,319 $581,154 15% $127,545 $157,319 $581,154
135 Tennis - Reservation Cards N/A 580 $12.00 $6,960 $13.00 $7,540 $580
136 Tennis - Adult Quarterly Pass Resident 125 $54.00 $6,750 $60.00 $7,500 $750
137 Tennis - Senior Quarterly Pass Resident 285 $18.00 $5,130 $20.00 $5,700 $570
138 Tennis - Youth Quarterly Pass Resident 75 $18.00 $1,350 $20.00 $1,500 $150
139 Tennis - Court Fee Hourly rate Resident 11,354 $3.00 $34,062 $3.25 $36,901 $2,839
140 Tennis - Court Fee Hourly rate Non-Residents 3,785 $3.00 $11,355 $4.00 $15,140 $3,785
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 46

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
141 Tennis - Ocean View Courts $3.00 $25,000 $3.25 $26,000 $1,000
142 Tennis - Ball Machine Rental 1,000 $12.00 $12,000 $12.00 $12,000
143 Tennis - No Show Fee - individual 110 $3.00 $330 $3.25 $358 $28
144 Tennis - No Show Fee - instructor 35 $6.00 $210 $7.00 $245 $35
145 Tennis - Instructor Fee (1-2) hourly 3,710 $14.40 $53,424 $15.00 $55,650 $2,226
146 Tennis - Instructor Fee (3-4) hourly 5 $24.00 $120 $25.00 $125 $5
147 Tennis - Instructor Fee (1-2) 1/2 hour $7.20 $7.50
148 Tennis - Instructor Fee (3-4) 1/2 hour $12.00 $12.50
149 Tennis - SM non-profit 950 $9.60 $9,120 $10.00 $9,500 $380
150 Tennis - SM private school 1,690 $9.60 $16,224 $10.00 $16,900 $676
151 Tennis - Tournaments Contracted $29,760 $29,760
152 TENNIS TOTAL 34% $627,702 $211,795 $415,907 36% $224,818 $13,023 $402,884
153 The Cove - Adult Registration Fee Resident 82 $15.00 $1,230 $15.00 $1,230
154 The Cove - Adult Registration Fee Non-Residents 252 $16.50 $4,158 $16.50 $4,158
155 The Cove - Youth Registration Fee Resident 155 $10.00 $1,550 $10.00 $1,550
156 The Cove - Youth Registration Fee Non-Residents 397 $10.00 $3,970 $10.00 $3,970
157 The Cove - Adult Daily Pass Resident 129 $5.00 $645 $5.00 $645
158 The Cove - Adult Daily Pass Non-Residents 401 $5.50 $2,206 $5.50 $2,206
159 The Cove - Youth Daily Pass Resident 252 $3.00 $756 $3.00 $756
160 The Cove - Youth Daily Pass Non-Residents 496 $5.00 $2,480 $5.00 $2,480
161 The Cove - Adult Quarterly Pass Resident 67 $35.00 $2,345 $35.00 $2,345
162 The Cove - Adult Quarterly Pass Non-Residents 102 $38.50 $3,927 $38.50 $3,927
163 The Cove - Youth Quarterly Pass Resident 91 $20.00 $1,820 $20.00 $1,820
164 The Cove - Youth Quarterly Pass Non-Residents 132 $20.00 $2,640 $20.00 $2,640
165 The Cove - Adult Annual Pass Resident 3 $140.00 $420 $140.00 $420
166 The Cove - Adult Annual Pass Non-Residents 12 $154.00 $1,848 $154.00 $1,848
167 The Cove - Youth Annual Pass Resident 27 $80.00 $2,160 $80.00 $2,160
168 The Cove - Youth Annual Pass Non-Residents $80.00 $80.00
169 THE COVE TOTAL 8% $424,043 $32,155 $391,889 8% $32,155 $391,889
170 Teen Center Operations
171 TEEN CENTER OPERATIONS TOTAL $597,682 $597,682 $597,682
172 Virginia Avenue Park
173 VIRGINIA AVENUE PARK TOTAL $972,286 $972,286 $972,286
174 BBQ Permits - 4 hour block Resident 130 $50.00 $6,500 $60.00 $7,800 $1,300
175 BBQ Permits - 4 hour block Non-Resident 35 $75.00 $2,625 $90.00 $3,150 $525
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 47

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
176 BBQ Permits - hourly Resident 26 $15.00 $390 $390
177 BBQ Permits - hourly Non-Resident 7 $22.50 $158 $158
178 (FACILITY) BBQ/PICNIC PERMITS TOTAL 17% $52,454 $9,125 $43,329 22% $11,498 $2,373 $40,957
179 Concessions - youth groups w/seasonal permits** 17 $323.68 $5,503 $323.68 $5,503
180 (FACILITY) CONCESSIONS TOTAL 94% $5,868 $5,503 $365 94% $5,503 $365
181 Events Admin Fee - Simple** 35 $83.64 $2,927 $83.64 $2,927
182 Events Admin Fee - Intermediate** 20 $355.98 $7,120 $355.98 $7,120
183 Events Admin Fee - Complex** 9 $606.90 $5,462 $606.90 $5,462
184 Events Permit Fee - Cat 2&3** 45 $50.00 $2,250 $50.00 $2,250
185 Events Permit Fee - 16+ weeks** 35 $68.34 $2,392 $68.34 $2,392
186 Events Permit Fee - 12-15 weeks** 10 $130.56 $1,306 $130.56 $1,306
187 Events Permit Fee - 30 day to 11 weeks** 10 $261.12 $2,611 $261.12 $2,611
188 Events Neighborhood Notices, fixed venue** 30 $157.08 $4,712 $157.08 $4,712
189 Events Neighborhood Notices, races (per piece)** 20,683 $0.56 $11,582 $0.56 $11,582
190 (FACILITY) EVENTS TOTAL 10% $395,148 $40,363 $354,785 10% $40,363 $354,785
191 Fields - Camps, high intensity Resident $31.00 $32.00
192 Fields - Camps, high intensity Non-Residents 7 $37.50 $263 $39.00 $273 $11
193 Fields - Camps, low intensity Resident 90 $25.00 $2,250 $26.00 $2,340 $90
194 Fields - Camps, low intensity Non-Residents 84 $31.00 $2,604 $32.00 $2,688 $84
195 Fields - Other, high intensity Resident 2,080 $18.75 $39,000 $19.50 $40,560 $1,560
196 Fields - Other, high intensity Non-Residents 1,181 $25.00 $29,525 $26.00 $30,706 $1,181
197 Fields - Other, low intensity Resident 724 $12.50 $9,050 $13.00 $9,412 $362
198 Fields - Other, low intensity Non-Residents 725 $18.75 $13,594 $19.50 $14,138 $544
199 Fields - Youth Groups, high intensity Resident 1,354 $2.50 $3,385 $3.00 $4,062 $677
200 Fields - Youth Groups, high intensity Non-Residents 4,068 $5.00 $20,340 $6.00 $24,408 $4,068
201 Fields - Youth Groups, low intensity Resident 12,616 $1.25 $15,770 $1.50 $18,924 $3,154
202 Fields - Youth Groups, low intensity Non-Residents $2.50 $3.00
203 Fields - Youth Groups, lights Resident 1,949 $2.50 $4,873 $3.00 $5,847 $975
204 Fields - Youth Groups, lights Non-Residents 526 $5.00 $2,630 $5.50 $2,893 $263
205 Fields - Other, Lights Resident 202 $12.50 $2,525 $13.00 $2,626 $101
206 Fields - Other, Lights Non-Residents 414 $18.75 $7,763 $19.50 $8,073 $311
207 Fields - Camps, Lights Resident $25.00 $26.00
208 Fields - Camps, Lights Non-Residents $30.00 $31.00
209 Fields - Staffing fee** 3,363 $24.32 $81,788 $24.32 $81,788
210 (FACILITY) FIELDS TOTAL 14% $1,727,383 $235,358 $1,492,025 14% $248,738 $13,379 $1,478,645
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 48

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
211 Filming - Parks/KEC Small room, Motion Daily $350.00 $350.00
212 Filming - Parks/KEC Small room, Still Daily $200.00 $200.00
213 Filming - Parks/KEC Small room, Non-Profit/Student Daily $50.00 $50.00
214 Filming - Parks/KEC Large room, Motion Daily $500.00 $500.00
215 Filming - Parks/KEC Large room, Still Daily $300.00 $300.00
216 Filming - Parks/KEC Large room, Non-Profit/Student Daily $75.00 $75.00
217 Filming - Memorial Gym Full, Motion Hourly $1,600.00 $1,600.00
218 Filming - Memorial Gym Full, Still Hourly $750.00 $750.00
219 Filming - Memorial Gym Full, Non-Profit/Student Hourly $500.00 $500.00
220 Filming - Memorial Gym 1/2, Motion Hourly $800.00 $800.00
221 Filming - Memorial Gym 1/2, Still Hourly $375.00 $375.00
222 Filming - Memorial Gym 1/2, Non-Profit/Student Hourly $250.00 $250.00
223 Filming - The Cove, SM Skatepark, Motion Hourly $1,600.00 $1,600.00
224 Filming - The Cove, SM Skatepark, Still Hourly $750.00 $750.00
225 Filming - The Cove, SM Skatepark, Non-Profit/Student Hourly $500.00 $500.00
226 Filming - Fields/Basketball, Tennis, Sand Volleyball, Shuffleboard C
227 Filming - Fields/Basketball, Tennis, Sand Volleyball, Shuffleboard C
228 Filming - Fields/Basketball, Tennis, Sand Volleyball, Shuffleboard C
Hourly $350.00 $350.00
Hourly $250.00 $250.00
Hourly $100.00 $100.00
229 Filming - Swim Center - Splash/fitness pools, Motion Hourly $400.00 $400.00
230 Filming - Swim Center - Splash/fitness pools, Still Hourly $250.00 $250.00
231 Filming - Swim Center - per lane, Motion Hourly $64.00 $64.00
232 Filming - Swim Center - per lane, Still Hourly $32.00 $32.00
233 Filming - Swim Center - deck only, Motion Hourly $250.00 $250.00
234 Filming - Swim Center - deck only, Still Hourly $125.00 $125.00
Recommendations
235 (FACILITY) FILMING PERMITS TOTAL 34% $86,190 $29,663 $56,527 34% $29,663 $56,527
236 Gardens - Licensing Fee Annual 124 $75.00 $9,300 $100.00 $12,400 $3,100
237 (FACILITY) GARDENS TOTAL 9% $108,993 $9,300 $99,693 11% $12,400 $3,100 $96,593
238 Park Mtg Rooms - Small Resident 1,500 $25.00 $37,500 $26.00 $39,000 $1,500
239 Park Mtg Rooms - Small Non-Residents 440 $35.00 $15,400 $37.00 $16,280 $880
240 Park Mtg Rooms - Small SM Non-Profit 1,400 $12.50 $17,500 $13.00 $18,200 $700
241 Park Mtg Rooms - Large Resident 1,000 $50.00 $50,000 $52.00 $52,000 $2,000
242 Park Mtg Rooms - Large Non-Residents 285 $70.00 $19,950 $74.00 $21,090 $1,140
243 Park Mtg Rooms - Large SM Non-Profit 350 $25.00 $8,750 $26.00 $9,100 $350
244 KEC Mtg Rooms - Small, regular rate 85 $25.00 $2,125 $26.00 $2,210 $85
245 KEC Mtg Rooms - Small, Sr. Non-Profit 10 $18.75 $188 $19.50 $195 $8
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 49

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
246 KEC Mtg Rooms - Large, regular rate $52.00
247 KEC Mtg Rooms - Large, Sr. Non-Profit $39.00
Recommendations
248 (FACILITY) KEC/PARK MEETING ROOMS TOTAL 26% $571,711 $151,413 $420,299 28% $158,075 $6,663 $413,636
249 Memorial Park Gym - 1/2 gym Resident $35.00 $45.00
250 Memorial Park Gym - 1/2 gym Non-Residents $50.00 $65.00
251 Memorial Park Gym - full gym Resident 657 $70.00 $45,990 $80.00 $52,560 $6,570
252 Memorial Park Gym - full gym Non-Residents $100.00 $115.00
253 (FACILITY) MEMORIAL PARK GYM RENTAL TOTAL 12% $397,701 $45,990 $351,711 13% $52,560 $6,570 $345,141
254 Miles Playhouse - Weekend Matinees Sat/Sun (4 shows) $200.00 $200.00
255 Miles Playhouse - Weekend Evenings Thu-Sun 1-3 weeks (4 shows/weekend) $700.00 $24,000 $720.00 $25,000 $1,000
256 Miles Playhouse - Weekend Evenings Thu-Sun 4+ weeks (4 shows/weekend) $800.00 $820.00
257 Miles Playhouse - Single Performance Matinee $65.00 $65.00
258 Miles Playhouse - Single Performance Evening $200.00 $200.00
259 Miles Playhouse - Additional useage, hourly $20.00 $20.00
260 (FACILITY) MILES PLAYHOUSE TOTAL 9% $259,338 $24,000 $235,338 10% $25,000 $1,000 $234,338
261 Outdoor Basketball Courts - Camps Resident $32.00 $33.50
262 Outdoor Basketball Courts - Camps Non-Residents $64.00 $67.00
263 Outdoor Basketball Courts - Other Resident 168 $10.75 $1,806 $11.25 $1,890 $84
264 Outdoor Basketball Courts - Other Non-Residents 12 $13.50 $162 $14.00 $168 $6
265 (FACILITY) OUTDOOR BASKETBALL COURTS TOTAL 7% $27,694 $1,968 $25,726 7% $2,058 $90 $25,636
266 Samohi Lights and Staffing
267 (FACILITY) SAMOHI LIGHTS AND STAFFING TOTAL $21,303 $21,303 $21,303
268 Annenberg Beach House - Adult Pool Day Pass $10.00 $59,692 $10.00 $92,892 $33,200
269 Annenberg Beach House - Senior Pool Day Pass $5.00 $7,462 $5.00 $7,462
270 Annenberg Beach House - Youth Pool Day Pass $4.00 $57,205 $4.00 $70,485 $13,280
271 Annenberg Beach House - Family Pool Day Pass 1,660 $24.00 $39,840 -$39,840
272 Annenberg Beach House - Dollar Splash Mondays $1.00 $1.00
273 Annenberg Beach House - Pool Power Hour Day Pass $7.00 $7.00
274 Annenberg Beach House - Pool Power Hour Day Pass (if day pass purchased) $5.00 $5.00
275 Annenberg Beach House - Semi-Private Lessons 95 $80.00 $7,600 $100.00 $9,500 $1,900
276 Annenberg Beach House - Fitness Room Day Pass $7.00 $7.00
277 Annenberg Beach House - Fitness Room Day Pass (if day pass purchased) $5.00 $5.00
278 Annenberg Beach House - Fitness Room Season Pass $130.00 $130.00
279 Annenberg Beach House - Fitness Room 1/2 Season Pass $65.00 $65.00
280 Annenberg Beach House - Trainer hourly rate (1-2) $10.00 $10.00
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Page 50

City of Santa Monica
COMMUNITY & CULTURAL SERVICES - MASTER FEE LIST*
2012/2013
Service Name
Fee
Description
Annual
Volum
e
Current Fee
Current
Per Unit Annual Per Unit Annual
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Financial
Assistance
Remaining
Subsidy
Recovery
Level
Fee @
Policy Level
281 Annenberg Beach House - Trainer 1/2 hour rate (1-2) $5.00 $5.00
Recommendations
282 ANNENBERG BEACH HOUSE PROGRAM TOTAL 19% $901,766 $171,799 $729,967 20% $180,339 $8,540 $721,427
283 Beach Volleyball Courts - Non-Profit/Schools Resident 10 $3.00 $30 -$30
284 Beach Volleyball Courts - Non-Profit/Schools Non-Residents 10 $3.00 $30 -$30
285 Beach Volleyball Courts - Non-Profit/Schools Beach House 20 $5.00 $100 -$100
286 Beach Volleyball Courts - Community Groups/Individuals Resident 10 $5.50 $55 -$55
287 Beach Volleyball Courts - Community Groups/Individuals Non-Residents 10 $6.75 $68 -$68
288 Beach Volleyball Courts - Community Groups/Individuals Beach House 120 $5.00 $600 -$600
289 Beach Volleyball Courts - Commercial/Camps Resident 10 $32.00 $320 -$320
290 Beach Volleyball Courts - Commercial/Camps Non-Residents 10 $64.00 $640 -$640
291 Beach Volleyball Courts - Commercial/Camps Beach House 10 $5.00 $50 -$50
292 Beach Volleyball Courts - Other Hourly $10.00 $1,800 $1,800
293 Beach Volleyball Courts - Commercial Hourly $30.00 $900 $900
294 (FACILITY) BEACH VOLLEYBALL COURTS TOTAL 59% $3,212 $1,893 $1,319 84% $2,700 $808 $512
Annual
Revenue
Increased
Revenue
Financial
Assistance
Remaining
Subsidy
Total User Fees $17,889,279 $4,380,583 $637,040 $12,871,656 $4,585,377 $204,794 $637,040 $12,666,862
% of Full Cost 24% 4% 72% 26% 4% 71%
Page 51

Clerk - Records

City Clerk / Department of Records and Election Services
The user fee/cost analysis for this department mirrors the structure of City’s fee schedule and was developed as a whole for the
department. All fees are charged on a flat (or fixed) fee basis.
Clerk and Records services benefit those individuals or businesses specifically requesting or utilizing the services and are therefore eligible
for cost recovery. The City’s policy is to generally - but with some exceptions - set fees to recover 100% of all costs associated with
providing fee-for-service activities.
Current fees recover 7% of total cost. All fees have recommended fees set at 100% of cost – with the following exceptions:
Public Records Act Copies – per the California Public Records Act, this fee is set to recover only the direct cost of duplication.
Passport Execution Fee – this fee is recommended to be implemented at $25, instead of full cost recovery of $26.06.
Assuming no loss in demand, fee adjustments will generate an additional $22,000 in new revenue per year, recovering 94% of total cost.
One existing fee is marked for deletion from the City’s fee schedule:
Offsite Records Recovery – the California Public Records Act prohibits charging for this service.
Two new fee proposals are included in this analysis:
Passport Execution Fee: (proposed fee is $25) – This fee applies to first-time passport applicants and those replacing a lost, stolen or
damaged passport who must appear in person before an agent authorized by the Secretary of State to give oaths to verify
passport applications.
Passport Photos (proposed fee is $12) - This fee is to reimburse the cost of taking and developing a photograph suitable for a
passport document.
Page 52

City of Santa Monica
Clerk - Records & Elections Services
FY 2012/2013
Service Name
Fee Annual
Current
Current Fee
Description Volume
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Recommendations
Per Unit Annual Per Unit Annual
Annual
Revenue
Increased
Revenue
Recommende
d Subsidy
1 Domestic Partner Filing Flat 33 $15.00 100% $15.04 $496 $495 $1 100% $15.04 $496 $1
3 Domestic Partner Notice of Revocation Flat 9 $7.50 93% $8.10 $73 $68 $5 100% $8.10 $73 $5
4 Domestic Partner Amendment Flat $7.50 93% $8.10 100% $8.10
5 Document Certification Flat 9 $8.60 50% $17.35 $156 $77 $79 100% $17 $156 $79
6 Compact Disk Copy Flat $5.77 50% $11.57 100% $12
7 Offsite Records Recovery Flat $5.00 50% $9.99
eliminate - see footnote
8 City Charter Copy Flat 1 $3.50 61% $5.78 $6 $4 $2 100% $6 $6 $2
9 Boards & Commission Directory Copy Flat 2 $3.50 61% $5.78 $12 $7 $5 100% $6 $12 $5
10 Boards & Commissions Handbook Copy Flat 1 $3.50 61% $5.78 $6 $4 $2 100% $6 $6 $2
11 Passport Execution Fee new 600 $26.06 $15,637 $15,637 96% $25 $15,000 $15,000 $637
12 Passports Photos new 550 $12 $6,362 $6,362 100% $12 $6,362 $6,362
13 Public Records Act Copies per page 2,912 $0.20 37% $0.54 $1,576 $582 $993 46% $0.25 $728 $146 $848
14 Council Meeting Packet Subscription per year 1 $500 66% $758 $758 $500 $258 100% $758 $758 $258
15 Agenda Subscription per year 61 $11 $673 $673 100% $11 $673 $673
7) This fee should be eliminated - the California Public Records Act prohibits charging for this service.
11) Passports: In addition to the above calculations, a fee of $110 must be collected from the applicant and sent to U.S. Department of State.
13) CPRA copies: additional fees will be assessed for project plans, maps and large bound books.
15) Agenda Subscriptions: proposed fee is $0.46 per agenda to reimburse for postage. This fee will be subject to change depending on USPS rates
Total User Fees $25,755 $1,736 $24,019 $24,271 $22,534 $1,485
% of Full Cost 7% 93% 94% 1298% 6%
Page 53

Big Blue Bus

Big Blue Bus
The Big Blue Bus does not have any user fees currently listed in the City’s fee schedules and is not normally included in a user fee study.
But at the request of the department, MGT developed a cost analysis for a single new proposed fee – for moving bus stops. This
proposed fee is $547. No revenue projections have been provided as it is difficult to estimate an annual volume of activity.
Page 54

City of Santa Monica
Big Blue Bus
2012/2013
Current
Recommendations
Per Unit Annual Per Unit Annual
Service Name
Fee
Description
Annual
Volume
Current
Fee
Current
Recovery % Full Cost Annual Cost Annual
Revenue
Annual
Subsidy
Recovery
Level
Fee @
Policy Level
Annual
Revenue
Increased
Revenue
Recommend
Subsidy
1 Moving Bus Stop Flat 1 $547.42 $547 $547 100% $547.42 $547 $547
Total User Fees $547 $547 $547 $547
% of Full Cost 100% 100%
Page 55

Section III
Comparison Survey

Comparison Survey - City of Santa Monica
Community & Cultural Services
Aquatics Program
Recreational & Lap Swim:
Resident
Non-Resident
Santa Monica -
Current
Age: Daily / Pass (20 visits)
59: $1.50 / $25.00
Student: $1.50 / $25.00
Age: Daily / Pass
59: $3.00 / $50.00
Student: $3.00 / $50.00
Santa Monica -
Proposed
Culver City Beverly Hills City of Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Age: Daily / Pass (15)
59 or disability:
$2.50 / $20.00
Age: Daily / Pass (15)
59 or disability:
$2.50 / $50.00
Adults $3 / Children $2
Same as Resident
Age: Daily / Pass (30)
64 or disability: free
18-64: $2.00 / $55
Age: Daily / Pass (30)
64 or disability: free
18-64: $2.50 / $55
Age: Daily / Pass (25)
59 or disability: free
Age: Daily / Pass (25)
59 or disability: free
Free
Rec Swim:
Sat-Thu - $3, Fri - $5
Lap Swim: $4
Lap Swim:
Adults $3, Children $2
Pass: $50 for
$3 Daily Same as Resident Same as Resident
Santa Clarita
Aquatics Center
Daily: 55: $4
lap swim: $4/$3 (55+)
Passes: lap swim 15 :
18-54: $45 ($47 NR)
>55: $34 ($36 NR)
Rec Swim summer:
$47 ($51 NR), $75 ($78 NR)
Junior Lifeguard Program:
11-14 yo / $80 Residents,
11-14 yo/ $130 Resident,
8-15 yo / $240 R, $300 NR /
NA 9-17 yo / $345.00 / 6 wk 10-16 yo / $150 / 5 wk NA 9-14 yo / $350 / 4 wk NA
$110 Non-Residents
$141 Non-Resident / 4 wk
5 wk
Swim Lessons
Group: 8x 30 min / $40 R,
Group: 8x 35min / $87 R, $96
Private: 4x 30min / $80
$80 NR
Group: 4x 30min / $50 R, $61 Private: 4x 30min / $130 R,
Private: 4x 30min / $45 R, Private: 4x 25min / $75
NR
Group: 10x 35min / $50
Group: 10x 30min / $40
Private: 4x 30 min / $80 R,
NR
$162 NR
$75 NR
Group: 6x 25min / $20 Private: 8x 35min / $245 R, Private: 10x 30min / $180
Adult, $20 Child
$160 NR
$270 NR and more
1 hr / $5, $4 (55+)
Fitness Swim Class 60min / $5 R, $10 NR 60min / $8 Adult, $7 Senior NA 60min / $4.50 NA 30min / Free R, $3 NR 50min / $4 NA 1 hr / $5
Fitness & Drop-In Programs
Fitness Room Youth Sports Play Tennis Court Reservations
Health Club (3months, West Hollywood Park Tennis Recreation Park Tennis
monthly, daily)
Courts
Courts
Tennis Facilities
Aviation Large Gym
Resident
daily use: $3
18-55: $70, $35, $5
court fee: $8; 1 year pass for
Free
$7/hr
Free (no reservations)
$10/hr
4-week pass: $20
55+: $40, $15, $3

Comparison Survey - City of Santa Monica
Fire
Santa Monica -
Current
Santa Monica -
Proposed
Culver City Beverly Hills City of Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Fire Plan Checks (Standard & Complex)
New Buildings:
1st 2,500 sf: $379.78
ea add'l sf: $0.0184
Tenant Improvements:
1st 2,500 sf: $137.38
ea add'l sf: $0.0184
New Buildings:
1st 2,500 sf: $515.98
ea add'l sf: $0.0516
Tenant Improvements:
1st 2,500 sf: $257.99
ea add'l sf: $0.0258
New Buildings: 16%
of Building Permit Tenant
Improvements: 16% of
Building Permit
Valuation: Fee
$ 0 to $500, Each $100 over
$500 to $1k. Each $1k over
$1k to $20k: $4.50
Each $1k over $20k to $50k:
$2.20 / Each $5k over $50k
to $100k: $5.90 / Each $10k
over $100k: $9.30
Plan Check Fee - 65% of
total permit - Minimum fee
$18.00
(Contract with LA County)
Plan Check:
$160 plus any outside costs
Inspection:
$370
$177/hr w/ 1hr min
Combined Plan Check & Inspections:
Fire Sprinklers - Residential
NPFA 13 Systems:
1-10 heads: $331.82;
10+heads: $4.36/head
NPRF 13D Systems:
up to 10k sf: $383.61
>10k sf: $529.99
NPFA 13 Systems:
1-10 heads: $436.67;
10+heads: $3.99/head
NPRF 13D Systems:
up to 10k sf: $496.51
>10k sf: $616.19
16% of Building Permit for
Checks
$148/hr for Inspections
Valuation: Fee
$ 0 to $500: $53.60
Each $100 over $500 to $1k:
$32.10
Each $1k over $1k to $20k:
$53.60…
NA
Plan Check:
$160 plus any outside costs
Inspection:
1-50 heads - $260
51-100 heads - $475
101+ heads - $690
Plan Check:
'$177/hr w/ 1hr min
Inspection
$0 1st inspection, $118
subsequent inspections
Plan Check: Fire Alarm Systems
Plan Check: Storage Tank - Above
Ground
Plan Check: Storage Tank - Under
Ground
New Buildings:
1st 24 dev: $1,159.29
ea add'l dev: $13.52 Tenant
Improvements: 1st
24 dev: $590.74 ea
add'l dev: $10.57
Install: $747.14
Removal: $591.80
Modify: $436.45
New Buildings:
1st 24 dev: $777.90
ea add'l dev: $2.39 Tenant
Improvements: 1st
24 dev: $556.35 ea
add'l dev: $1.20
Install: $920.78
Removal: $727.28
Modify: $533.79
Install:
Install:
base fee: $1,944.48 base fee: $2,229.46
ea add'l tank: $429.06 ea add'l tank: $488.42
ea add'l pc or insp: $214.53 ea add'l pc or insp: $244.21
Removal:
Removal:
base fee: $1,623.22 base fee: $1,863.14
ea add'l tank: $321.26 ea add'l tank: $366.31
ea add'l pc or insp: $214.53 ea add'l pc or insp: $244.21
Modify:
Modify:
simple: $344.51 (per tank) simple: $384.11 (per tank)
compl: $1,308.30 (per tank) compl: $1,483.05 (per tank)
Clean up:
Clean up:
$106.74 (hourly)
$122.10 (hourly)
Annual: $131.04
Annual: $257.16
Special Event: $45.44 Special Event: $53.41
65% of permit fee
$254.97
Each $1k over $20k to $50k:
$42.90
Each $5k over $50k to
$100k: $64.20
Each $10k over $100k:
$53.60…
Plan Check Fee - 50% of
total permit - Minimum fee
$25.00
Fire Prevention Inspection -
$240.90
NA
Plan Check:
$160 plus any outside costs
Inspection:
0-2,000 Sq Ft - $155
2,001 - 10,000 Sq Ft - $260
10,001+ Sq Ft - $475
$177/hr w/ 1hr min
NA $160 plus any outside costs $177/hr w/ 1hr min
$254.97 See Plan Check fees above NA $160 plus any outside costs $177/hr w/ 1hr min
Candles or Open Flame Permit
$96.18 NA $215/hr $162
Convalescent Hospital Annual Permit $537.90 $572.82 NA NA $215
Public Assembly - Annual Permit
>300 occupants: $280.05 >300 occupants: $295.31
300+ occupants: $401.58 300+ occupants: $387.81
$128.25 $127/hr NA $215 $162
Annual High Rise Fire Inspection
55 - 75 ft: $831.35
55 - 75 ft: $831.35
75 ft and up: $1,224.80 75 ft and up: $1,224.80
$148/hr - min 8 hrs $958 NA $700 $616
Individual Suites/Units: Individual Suites/Units:
0-2000 sf: $73.00
0-2000 sf: $89.47
2001-5000 sf: $146.00 2001-5000 sf: $116.40
0-2000 sf:
5001-10,000 sf: $219.00 5001-10,000 sf: $143.33
1st two ins: 0$, add ins $145
10,000 sf & over: $365.00 10,000 sf & over: $197.20
Annual Non-High Rise Commercial
200110000 sf:
Common Areas:
Common Areas:
$148/hr $476 NA
Inspections
1st two ins: 0$, add ins $190
base fee: $146.50
base fee: $62.54
10,000 sf & over:
0-2000 sf: $46.50
0-2000 sf: $62.54
1st two ins: 0$, add ins $425
2001-5000 sf: $73.00 2001-5000 sf: $71.51
$162
5001-10,000 sf: $109.50 5001-10,000 sf: $80.49
10,000 sf & over: $146.00 10,000 sf & over: $89.47
Annual Multi-Family Residential
Inspections
CRTK Hazardous Materials Inspections
3-15 units: $122.59
16-49 units: $253.63
50-99 units: $354.02
100 units & over: $417.43
Category 1: $155.34
Category 2: $310.69
Category 3: $621.39
Category 4: $828.51
3-15 units: $140.75
16-49 units: $193.32
50-99 units: $245.89
100 units & over: $351.03
Category 1: $257.99
Category 2: $515.98
Category 3: $902.97
Category 4: $1,289.96
$148/hr
$132.38 + $.10/lb of material
+ $58.75/underground tank
3 to 10 Units $77.30
11 to 40 Units $131.90
41 to 70 Units $186.50
Over 71 Units $241.00
NA
NA
Plan Check - $110
Inspection - $205
$0 1st inspection,
$118 subsequent
inspections
$0 1st inspection,
$118 subsequent
inspections
Page 57

Comparison Survey - City of Santa Monica
Police
Santa Monica -
Current
Santa Monica -
Proposed
Alarm Permit No Charge $26.56
Culver City Beverly Hills City of Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
initial appl & annual
renewal: $45; residences
w/non-monitored alarms:
$10
No Charge
initial permit: $35 annual
renewal: $30
$0 (Contract with LA
County Sheriff's Office)
No Charge $50 $11 new & renewal
Fingerprint Fee $31.60 + DOJ/FBI fee $34.23 + DOJ/FBI fee $17 $32.10 $76 NA $30 + DOJ fees $15 card: $3, livescan: $25
Police Report Copies $0.80/page $0.80/page
no charge to parties
$1/3pg + $0.20 each
involved, $15 + $0.10/pg to
additional pg
others
$23 flat rate NA $0.20/pg $0.40/pg $20
Copies of Photographs $76 + lab fees $67.56 + lab fees $1 $6.10 NA $30 $6/photo Digital: $25, Print: $42
Massage Establishment Permit $91.40 new or renewal $124.52 new or renewal
$208 for 10
$776.10 new
$574.00 new
technicians
$497.70 renewal
$155.00 renewal
NA $465 $290/2yrs $143
Massage Technician Permit $91.40 new or renewal $97.96 new or renewal NA
$230.10 new / $187.40
$362.00 new
renewal
$173.00 renewal
NA $90 $170 $125
Second Hand Dealer Permit
$362.48 new
$380.76 new
$375.00 new
NA
$326.50 new & renewal
$208.18 renewal
$313.84 renewal
$155.00 renewal
NA $115 $985 NA
False Alarm Response
$164.86 for 3rd in FY $164.86 for 3rd in FY
w/permit: $151
$120 NA
$247.28 for 4th & subseq $247.28 for 4th & subseq
w/o permit: $251
NA first 3 alarms free 1st alarm free 1st 2 free, 3-5: $98, 6-8: $196
Animal Adoptions
Dog Licenses
$41.20 basic fee
$15.40 vaccine fee
$70.00 spay/neuter surgery
$31.90 spayed/neutered
$63.80 unspayed/unneut
$4.10 duplicate
$45.32 basic fee
$16.94 vaccine fee
$77.00 spay/neuter surgery
$35.09 spayed/neutered
$70.18 unspayed/unneut
$4.51 duplicate
$80 City of Los Angeles Fee
$25 spayed/neutered
$50 unspayed/unneut
$7 duplicate
City of Los Angeles Fee
$79 dog adoption +
$28 vaccinations +
$15 chip = $122
$20 spayed/neutered
$100 unspayed/unneut
$10 duplicate
NA NA NA Directs to SPCALA
NA
$20 spayed/neutered
$40 unspayed/unneut
$0 duplicate
$18 spayed/neutered
$50 unspayed/unneut
$4 duplicate
Vehicle Impound & Release $123.60 $126.76 $175 $183.10 $115.00 NA $55 $140 $120
VIN Verification $59.10 $63.96 NA NA NA NA NA NA NA
City Clerk
Santa Monica -
Current
Santa Monica -
Proposed
$20 spayed/neutered
$40 unspayed/unneut
Culver City Beverly Hills Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Photocopies $0.20 per page $0.20 per page $0.15
1st Page - $2
Each Add'l - $0.22
$0.12 $0.25 $0.10 $0.10
Domestic Partner Filing $15 $15 $25
Passport Execution Fee $0 $25 $25
Building & Safety
Plan Check, single family dwelling (3,500
sq ft; or $400,000 construction value)
Plan Check, Over the Counter (equal to
a $20,000 construction valuation
project)
Building Permit, single family dwelling,
3,500 sq ft (equal to a $400,000
construction valuation project)
Building Permit, Commercial/Industrial
up to 10,000 sq ft (equal to a $1,500,000
construction valuation project)
Single Trade Permit (base fee for
electical, mechanical or plumbing
permit)
Santa Monica -
Current
Santa Monica -
Proposed
Culver City Beverly Hills Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
$3,697 $4,373 $4,230 $5,599 $1,777 $5,004 $1,014 $3,801
$347 1st two reviews; $151
each add'l review
$446 1st two reviews; $170
each add'l review
$341 $682 $261 $455 $124 $451
$4,425 $4,406 $5,640 $6,999 $1,975 $6,208 $2,012 $3,801
$12,420 $12,045 $19,040 $21,639 $5,715 $12,471 $7,639 $10,433
$198 $169 $62
Demolition Permit $396 $339
Res/Partial - $130
Res/Full - $260
Comm/Partial - $305
Comm/Full - $600
$52.20 plus 8.33% of Bldg
Permit Fee
0

Comparison Survey - City of Santa Monica
Code Enforcement
Santa Monica -
Current
Santa Monica -
Proposed
Noise Ordinance - After Hours Permit $546 $803
Investigation Fee, residential
Investigation Fee, All Other
Simple Improvements: no
fee; Permit Obtained > 10
days after NOV: $286; Major
Improvements: $715
Simple Improvements: no
fee; Permit Obtained > 10
days after NOV: $286; Major
Improvements: $1,000
Multi-Family Inspection Program $0
Simple Improvements: no
fee; Permit Obtained > 10
days after NOV: $303; Major
Improvements: $878
Simple Improvements: no
fee; Permit Obtained > 10
days after NOV: $660; Major
Improvements: $760
Culver City Beverly Hills Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Not allowed after 10 pm,
before, no permit required
Santa Monica - Santa Monica -
Planning
Current
Proposed
Business License Planning Review $302 $344
Business License Planning Review:
Home Occupation
$35 $127
Deed Restriction $402 $483
Occupancy Permit $1,931 $1,931
Projects in Coastal Zone (Approval in
Concept)
$293 $311
Culver City Beverly Hills Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Amendment SFD - $3,228
Amendment MFD/Non Res -
$6,456
Permit Non Res - $7,798
Permit SFD Res - $3,258
Permit MFD Res - $7,057
$940
Small Daycare (8 children)
- $935
No Public Hearing - $560
Public Hearing - $4,275
Public Hearing with another
discrtionary application -
$815
Public Hearing Waiver -
$188
Public Hearing - $875
Planning Review of Building Project $1,544 $4,970 Hourly Rates $351.19 (for $400,000 SFD) Hourly Rates
Transp Planning & Engineering
Traffic Control Plan Review
Santa Monica -
Current
1st 2 reviews per page $294;
each add'l review (per
page) $197
Santa Monica -
Proposed
1st 2 reviews per page $226;
each add'l review (per
page) $287
0-2 parking spaces $452
3-20 parking spaces $698
0-2 parking spaces $565
3-20 parking spaces $1,071
21-40 parking spaces $1,067 21-40 parking spaces $1,573
Parking and On-site Construction Design 41-100 parking spaces
$1,396
each add'l 100 parking
spaces $369
41-100 parking spaces
$3,716
each add'l 100 parking
spaces $1,634
Employers w 10-49
employees: $16 per
Employee Annual Transportation Fee
employee
Employers w 50+
employees: $12 per
employee
Temporary No Parking Sign Issuance $20
Culver City Beverly Hills Los Angeles West Hollywood El Segundo Manhattan Beach Redondo Beach
Construction Realted Paring
Permit Fee (per month)
$500K - 392.70
$6.58 plus lost parking
revenue
Minor Parking Use - $3,787
Major Parking Use - $5,050
Parking Demand
Study/Shared Parking (Joint
Use) Study - $3,590 dep plus
actual costs of Traf Eng
$155.00
Page 59

2425 16 th Street
Santa Monica, CA 90405
(310) 281‐7816 hotline
(310) 452‐5253 fax
May 16, 2012
Mayor Pam O’Connor and Members of the Santa Monica City Council
City Hall
1685 Main Street, Room 209
Santa Monica, CA 90401
Re:
Santa Monica Science Magnet Trip to Japan
Dear Mayor O’Connor, Mayor Pro Tempore O’Day and City Council Members:
The City of Kizugawa, Japan has been funding a prestigious cultural exchange program for middle school
students for the last 15 years. Each summer, they select 12 children to travel to California – based on
very competitive application process that includes written essays and presentations. While here, the
Japanese students visit the Santa Monica Playhouse, Santa Monica City Hall, the Science Magnet
Summer Institute at Johns Adams Middle School (JAMS), and stay with a JAMS family for a long
weekend. Full financial support of the travel expenses has allowed Kizugawa students to visit Santa
Monica almost every year since the program started (the one year a group did not travel was due to the
Swine Flu epidemic).
We, on the other hand, have only sent JAMS students to Kizugawa four times. This is due, in large part,
to the fact that the trip has traditionally been funded by individual families on our end – an expensive
proposition even in the best of times.
Last summer, we sent our 4 th group to Japan ‐ 14 JAMS Science Magnet students and 4 chaperones,
including our Principal, Eva Mayoral. I volunteered to be the coordinator for this program with the
intent of building upon this momentum and hope that we can send a group of JAMS Science Magnet
students every summer.
We have selected 8 JAMS Science Magnet students, accompanied by 3 chaperones, including our
Assistant Principal, Florence Culpepper. The group will depart on July 4 th and will visit Tokyo, Mt. Fuji,
Kyoto/Kizugawa and Santa Monica’s Sister City of Fujinomiya over 12 days. The City of Kizugawa has
generously agreed to host our travelers for 6 of the 12 nights and the trip will culminate with a tour of
our Sister City. This year’s trip will cost $3,100 per traveler, an increase of $800 from last year. Much of
the additional expense is due to higher airfare and transportation costs.
Santa Monica Science Magnet is a 501(c)3 non‐profit organization.
www.SantaMonicaScienceMagnet.org
Charitable Tax ID: 20‐3658263

2425 16 th Street
Santa Monica, CA 90405
(310) 281‐7816 hotline
(310) 452‐5253 fax
Last year, the City of Santa Monica extended a grant of approximately $6,100 which covered the cost of
the 7‐Day Japan Rail Pass for each traveler. JAMS is an amazing, socio‐economically diverse school. It is
also a Title I school and participation in this trip presents a real financial hardship for a few of our
families. We respectfully request the City of Santa Monica to extend some support for our student
ambassadors with a similar size grant extended last year. The cost for the JR Rail Pass is $300 per person
or $3,300. This year’s airfare is $250 more per person or $2,750. A grant in the range of $5,500 to
$6,000 would help tremendously.
This Exchange Program is a wonderful opportunity for middle school students to experience other
cultures and broaden their horizons. One of the most difficult things is finding a group to have an
exchange with. We are blessed with a 15 year relationship with the City of Kizugawa and they are very
excited that we are sending students again this summer as they hope this is the start of a true exchange
program. Any support from the City of Santa Monica will help us keep this momentum going.
Santa Monica Science Magnet is a 501(c)3 non‐profit organization. It is a parent‐ volunteer run program
that raises funds to support a two‐year program for JAMS 7 th and 8 th grade students who demonstrate a
significant interest in the sciences. This unique program offers an existing array of extra‐curricular
activities, which are designed to enhance our students’ scientific knowledge and educational experience.
Please let me know if there is any additional information I can provide as you consider this request.
Thank you in advance for your time and consideration of this request.
Sincerely,
Charlene K. Nakamura (Japan Exchange Coordinator)
Cc:
Florence Culpepper (JAMS Assistant Principal)
Meighan Maguire ‐ Santa Monica Science Magnet President (outgoing)
Ruth Fragoso ‐ Santa Monica Science Magnet President (incoming)
Eva Mayoral (JAMS Principal)
Nat Trives
Maryanne LaGuardia
Santa Monica Science Magnet is a 501(c)3 non‐profit organization.
www.SantaMonicaScienceMagnet.org
Charitable Tax ID: 20‐3658263