SR-300-002-01 (83)
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City Council Report
City Council Meeting: February 6,2007
Agenda Item: '6 -G-
To:
Mayor and City Council
From:
Barbara Stinchfield, Director of Community and Cultural Services
Subject:
Approval of Proposed FY 2007 -10 Community Development Grant
Program Funding Rationale
Recommended Action
Staff recommends that the City Council approve the Proposed FY 2007-10 Community
Development Grant Program (CD Program) Funding Rationale, including proposed
funding guidelines and selection criteria, and authorize staff to release a Request for
Proposals (RFP) for the next three-year grant funding cycle.
Executive Summary
Community Voices is the process City staff undertakes to engage community members
in identifying emerging and critical human service needs and funding priorities. In the
summer of 2006, staff initiated Community Voices 2006, a community assessment
update that reviewed existing data and identified new needs and trends. In addition,
program evaluations for homeless services, City and grantee-provided services for
seniors, and school-based mental health and support services have been conducted
during the current fiscal year, 2006-07. Information gathered through these efforts
provides a framework for developing the budget for the Department of Community and
Cultural Services, as well as the proposed Community Development Program grant
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funding rationale for FY 2007-10. There are no immediate budget impacts proposed in
this report.
Staff will return for City Council approval with specific grant
recommendations in the FY 2007-08 Proposed Budget to be released in May 2007.
Discussion
Backqround
The City collaborates with public and private organizations to improve the quality of life
for Santa Monica residents, responding to needs primarily through grant agreements
with Santa Monica's enviable array of community agencies, and partnering with public
and private agencies community wide.
CD Program funding is guided by three fundamental principles:
Provide stable funding to service providers - Funding from the Community
Development Grant Program has been a stable resource for well-performing local
organizations for years, and in some cases, several decades. The CD Program is
structured in multi-year cycles to help organizations provide uninterrupted,
continuous services and focus on program development and implementation.
Through their own efforts and in response to City funding requirements, these
agencies continually refine and improve their service delivery to meet new or
emerging community needs.
Act as a "gap funder" - The City is able to fund programs and particular costs within
programs which are critical locally but are either ineligible or noncompetitive to other
funders (e.g. administrative expenses).
Provide City funds to leverage other funding sources - A diversified funding base is
essential to the long-term survival and success of nonprofit organizations. City
funds are used, to the greatest extent possible, to leverage other funding sources.
By offering City funds as a match for other funding sources, the City encourages
partnerships that promote the development of more efficient, coordinated service
delivery.
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The CD Program has historically offered both operating and capital grants to nonprofit
human service agencies that assist Santa Monica residents. It is administered through
the Department of Community and Cultural Services, Human Services Division, and
structured in three-year cycles to provide predictability of resources and allow longer
range planning on the part of funded agencies. Currently, the CD Program provides
funding support in two ways:
1) through operating grants to local service providers ($6.7 million annually to 29
nonprofit human service and housing development organizations supporting
over 53 different programs to meet the needs of infants, children, youth and
families, people with disabilities, seniors, victims of domestic violence and low-
income people, including those who are homeless); and
2) through City-administered capital improvement and public works projects that
benefit low-income individuals ($1.2 million in City funds support capital
projects, including public facility improvements and accessibility improvements)
and through non-profit grants depending on fund availability in any given year.
The CD Program is the major City resource available to address the findings of
Community Voices, program evaluations and long-range planning processes.
Funding levels for grantees have remained relatively constant, with an annual 2.5% in
cost-of-living-adjustment (COLA) in FYs 2005-07, which is consistent with what the
department received for its base budget. FY 2006-07 funding sources include:
80% from the City's General Fund;
14% from federal entitlement and competitive grants, administered by the City, such
as Community Development Block Grant (CDBG), Department of Housing and
Urban Development (HUD) Supportive Housing Program, Housing Authority and
HOME (Home Investment Partnership) programs;
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2% Redevelopment Agency (RDA) funds targeted for redevelopment areas; and
4% from other local revenue sources, such as Proposition A and the Los Angeles
County Area Agency on Aging.
In FY 1999-2000, an intensive community planning process, Community Voices,
created a profile of the Santa Monica community and identified human service needs.
This information provided a framework for reviewing applicant proposals and making
funding decisions for the FY 2000-03 CD Program. In 2002, Community Voices was
updated to identify emerging community needs for the FY 2003-06 CD Program grant
cycle. Faced with an anticipated General Fund budget deficit of over $16 million in
FY 2003-04 and budget reductions to most departments' programs, Council limited the
CD Program FY 2003-06 Request for Proposals to existing CD Program grantees only.
Past practice would have the City open the next grant funding cycle by issl:ling a RFP in
January 2006. Because a number of Council-approved formal evaluations were being
launched in FY 2005-06 and continuing through FY 2006-07, staff proposed to extend
funding for the current grantees for one year and postpone the next grant cycle, to begin
in FY 2007-08, rather than FY 2006-07. In the summer of 2006, staff launched
Community Voices 2006, a community assessment update that reviewed existing data
and identified new needs and trends. Community Voices 2006 also took a special look
at the interests, needs and priorities of Santa Monica's baby boomers and seniors and
the out-of-school program needs of families with school-aged children. In addition, the
City contracted with The Urban Institute to conduct a system-wide evaluation of Santa
Monica's homeless continuum of care to produce a description of the current homeless
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service delivery system and recommendations for a refined vision of service delivery
and action steps over the next five years. Information gathered through these efforts
provides a framework for the proposed Community Development Program funding
rationale for FY 2007-10.
The proposed FY 2007-10 CD Program funding rationale assumes a maintenance-of-
effort (MaE) funding level equivalent to FY 2006-07 with a cost-of-living-adjustment
(COLA) equivalent to what the department will receive for its base budget. As in the
previous funding cycles, staff proposes a three-year term in which organizations must
submit a renewal application and semi-annual reports for continued support in each of
the two following years. The minimum eligibility guidelines and selection criteria to help
guide FY 2007-08 funding recommendations for CD Program grants are provided in
Attachment I.
A summary of findings and recommendations from Community Voices 2006, evaluation
of Santa Monica's homeless service delivery system, evaluation of City-funded
school-based mental health and support services and other recent planning efforts are
provided in Attachment II.
Fundinq Rationale
The following funding rationale IS proposed to guide the City's next three-year CD
Program funding cycle:
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Ensure effective services through programs that are coordinated and
collaborative and designed to provide a more seamless delivery of services to
people who most need them.
~ For Homeless Services, special consideration will be given to programs with the
primary target populations identified below, are consistent with recommendations
from the evaluation or fill an identified gap in services. Existing programs within
the continuum of care that have demonstrated effectiveness in linking people to
long-term case management; mainstream benefits; specialized case
management (e.g., mental health, substance abuse, employment, benefits
advocacy); emergency shelter, temporary and permanent housing; will be a
funding priority.
~ For Children, Teens and Families, special consideration will be given to
programs that partner with other organizations to coordinate services for Santa
Monica families most in need. Organizations that commit to coordinating case
management and mental health services; developing case management and
internship standards and protocols; establishing interagency agreements; and
providing well-developed information and referral services; will be a funding
priority.
~ For Senior Services, special consideration will be given to programs that
provide a more cohesive approach to delivering a range of services.
Organizations that demonstrate a consolidation of fragmented service delivery
and an approach to a "one-stop shop" model for delivery of social services will be
a funding priority.
~ For Disability Services and Community Services, special consideration will be
given to programs that develop innovative outreach strategies and/or collaborate
with other community agencies to ensure clients are aware of the full scope of
services available to them, regardless of their point-of-entry into the system.
~ For Housing Development, special consideration will be given to housing
providers that collaborate with local social service providers. Providing housing
is often only one piece of the solution for households in need. When housing is
provided to vulnerable populations, such as seniors, people with disabilities and
homeless people, social service supports are needed. Housing providers who
are able to find innovative strategies for providing clients with social services
through local agencies, in an arrangement that is beneficial to the housing
provider, the social service agency and the client, will be prioritized.
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Improve community awareness of, and access to, the rich array of community
programs.
Santa Monica is home to a wide variety of social service resources, yet a
repeated comment heard throughout the Community Voices 2006 process was
the public's lack of awareness of the resources which exist in the community.
The CD Program RFP will elicit agency-based and inter-agency strategies for
increasing the community's knowledge and understanding of the resources
available, including new and innovative ideas for accessing and disseminating
information about existing services.
Special funding consideration will be given to grant proposals that include
outreach strategies and service delivery to connect Santa Monica residents most
in need to existing community resources including, but not limited to, utilizing
appropriate venues such as Virginia Avenue, Police Activities League, Senior
Center and other local human services agencies.
Incorporate documented best practices and/or propose to introduce an
evidenced-based practice that has clear and measurable outcomes.
... For Home/ess Services, special consideration will be given to programs offering
innovative best practices designed to prevent or end homelessness including, but
not limited to, integrated service teams with assertive, wrap-around services;
permanent supportive housing including post-placement, housing retention
services; and homeless prevention for seniors.
... For Children, Teens and Families, special consideration will be given to
programs that incorporate best practices to prevent or address gang violence,
alcohol and drug abuse and other mental health risk factors. These include, but
are not limited to, the use or pilot of an evidenced-based, goal and outcome-
driven practice or most current modes of prevention and treatment, close
coordination with other service providers, and the provision of intensive case
management services. Further, programs which demonstrate focus on
strengthening families and supporting parents - including families with young
children - will be given priority.
... For Senior Services, special consideration will be provided to programs that
incorporate best practices in the areas of service coordination, case
management of seniors, particularly those with multiple issues or needs, and
independent living or helping seniors continue living in their homes.
... For Disability Services, special consideration will be given to existing or new
programs that incorporate documented best practices to serve the target
population and are able to demonstrate measurable success. Best practices
include approaches that give clients choice and self-determination as they gain
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and maintain their independent living skills. Programs providing client assistance
with independent living, medical health or mental health needs, case
management, housing placement and retention, educational opportunities and/or
employment assistance, in a manner that promotes choice and self-
determination, will be prioritized. Programs that advocate for and assist with
integrating persons with disabilities into the larger community, through housing,
employment, recreational and other opportunities will also be given special
consideration.
~ For Community Services, special consideration will be given to programs that
demonstrate measurable success in increasing household income, stabilizing
housing tenure, and/or improving the physical, psychological and material well-
being of the household. Programs that include a component which enhances
community building or improves access to information will also be given special
consideration.
~ For Housing Development, special consideration will be given to programs that
increase the number of affordable units in Santa Monica through a range of
strategies, including new construction, acquisition and rehabilitation, and housing
subsidies - both tenant and project based. Affordable housing units can also be
concentrated within individual projects or scattered throughout the community.
Each of these strategies has relative strengths and weaknesses. Housing
providers which employ best practices and innovative approaches involving a
range of strategies will be given funding priority.
Incorporate regional strategies into agency planning efforts.
~ For Homeless Services, special consideration will be given to programs that
include strategies that promote a "fair share" approach to homelessness. Some
of these strategies include: restricting use of brief services to a set time or
number of visits that can occur without the client seeing a case manager, and
thereafter, without showing progress on a plan that leads back to housing; and
for people who recently became homeless or arrived in Santa Monica, determine
where they were living when they lost their housing, or before coming to Santa
Monica, and work toward linking them with services in the community they came
from. In addition, regional funds secured by Santa Monica agencies should be
devoted to serving people homeless in Santa Monica for the longest period of
time rather than directed to populations referred from outside of Santa Monica.
~ All proposed programs should also include consideration of regional and "fair
share" strategies. Proposals must demonstrate an approach to service delivery
which directly benefits Santa Monica residents.
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Implement a phased-in approach to address key findings and
recommendations of recently completed community assessments and
evaluations.
At this point in time, the evaluations referenced above are just being completed.
Short-term and medium range goals for the current homeless service delivery
system, school-based mental health and support services system and senior
programs will be phased-in in the upcoming three-year funding cycle,
FY 2007-10. This gives staff an opportunity to work with the community's
nonprofit organizations throughout the process, which is consistent with the City's
philosophy of partnership with those that provide services.
Leverage non-City funding to serve Santa Monica residents.
A diversified funding base is essential to the long-term survival of nonprofit
organizations. The proposed funding rationale specifies that the program provide
a minimum of 25% of the total budget for the Santa Monica program from
non-City cash sources. Special funding consideration will be given to programs
that can provide a higher cash match than the 25% minimum.
To improve support to the network of community-based programs, staff recommends to
issue Requests for Proposals (RFP's) for the following types of grants:
~ Operatinq Grants: The CD Program is structured in three-year funding cycles, in
order to provide stable funding to effective programs that continue to meet
documented community needs. Respondents to a CD Program RFP will require
successful applicants to document how their programs meet the needs
articulated in the funding rationale, in Community Voices 2006, evaluations, other
recent planning efforts and overall Council established budget priorities.
~ Capital and One-Time Fundinq: During the last four year funding cycle, a
number of local non-profit agencies have expressed needs for capital and
infrastructure improvements and equipment purchases to better serve the
community. An RFP process will provide a mechanism for reviewing and
assessing such proposals to the City and developing recommendations for
Council consideration. Recommendations will be developed considering other
City capital improvement needs and the availability of funding. As with operating
grants, applicants will be required to meet minimum eligibility requirements and
selection criteria as proposed in this staff report. Further, assurances will be
required documenting that funding the request will not result in a need for
additional City funding in the future to support increased operating expenses.
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Public Outreach
Several outreach strategies were used to gain input from a wide range of stakeholders.
Community members, consumers/clients and service providers were invited via flyers,
emails and the City's website to participate in Community Voices 2006, evaluations and
other recent planning activities.
An RFP for the FY 2007-10 CD Grant Program will be released in early February with a
March deadline. Staff will hold a pre-submittal conference to provide interested
applicants with an orientation to the application process, including an overview of the
minimum eligibility requirements and selection criteria outlined in Attachment I. Notice
of the conference will be sent to currently-funded nonprofit organizations, nonprofit
organizations in the department's RFP mailing list, as well as posting a notice in the
newspapers and on the division's website.
BudqeUFinanciallmpact
There are no immediate budget impacts proposed in this report. Projected FY 2007-08
funding levels for the CD Program assumes a maintenance-of-effort funding level
equivalent to FY 2006-07 with a cost-of-living-adjustment (COLA) equivalent to what
the department will receive for its base budget. Staff will return for City Council
approval with specific fund allocation recommendations in the FY 2007-08 Proposed
Budget to be released in May of 2007. A budget adoption hearing will take place in
June of 2007 when Council will make final funding decisions.
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Prepared by:
Julie Rusk, Human Services Manager
Susan Lai, Senior Administrative Analyst
Approved:
Forwarded to Council:
IJ~~
Barbara Stinchfield
Director, Community and Cultural
Services Department
Attachments:
Attachment I:
Attachment II:
Minimum Eligibility Requirements and Selection Criteria
Summary of Findings and Recommendations from
Community Voices 2006, Evaluation of Santa Monica's Homeless
Service Delivery System, Evaluation of City-funded School-based
Mental Health and Support Services, and Other Recent Planning
Efforts
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ATTACHMENT I
Minimum Eligibility Requirements
Applicants are eligible to apply for grant funding through the City's Community
Development Program if they meet the following Council-approved minimum eligibility
requirements: .
Eligible applicants include educational institutions, hospitals or nonprofit
organizations with tax-exempt status under Section 501 (c)(3) of the Internal
Revenue Service Code or Section 23701 (d) of the California State Franchise Tax
Code.
The applicant is in compliance with Title VI of the Civil Rights Act of 1964, Title VIII
of the Civil Rights Act of 1968 (as amended), Section 504 of the Rehabilitation Act of
1973 (as amended), Age Discrimination Act of 1974, Title I of the Housing and
Community Development Act of 1974 (as amended), and the Americans with
Disabilities Act (ADA) of 1990. Applicant does not discriminate in the hiring of staff
or provision of services on the basis of race, religion, sex, age, national origin,
disabilities, HIV status, political affiliation or beliefs, or sexual preference.
The applicant has an active Board of Directors or governing board and must receive
formal approval of its Board of Directors or governing body to submit a proposal for
City funding.
. The applicant must implement an accounting system that is in accordance with
generally accepted accounting principles (GAAP). Further, the applicant must have
an agency audit performed annually by an outside independent Certified Public
Accountant (CPA). Applicants that do not currently implement an accounting system
in accordance with GAAP Standards or perform an agency audit must submit a plan
and time line for developing an appropriate accounting system and conducting an
annual agency audit as part of the application.
. The applicant must target services to residents of the City of Santa Monica.
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Selection Criteria
Applications for the City's Community Development Program will be reviewed according
to how effectively applicants demonstrate how the proposed program meets the
following selection criteria:
Addresses a c1earlv documented need in Santa Monica as identified through
Community Voices, as well as evaluations, including the Evaluation of
Santa Monica's Homeless Service Delivery System, the Evaluation of City-Funded
School-Based Mental Health and Support Services, and any other documentation of
community needs;
Demonstrates a strong history of program, fiscal and administrative performance;
Demonstrates participation in a collaborative planning process, working with a broad
range of partners, including relevant community-based organizations, and private
and public-sector resources, residents and program participants, with the goal of
improving service delivery in a specific service area;
Provides access to services and promotes public awareness through information to
residents and other service providers regarding service availability, including a
strategy for outreach to residents' who have not previously used social services;
appropriate geographic location; responsive hours of operation outside of a
traditional 9-5 weekday schedule (including weekends); and physical accessibility;
Provides culturally appropriate and sensitive programming that includes bilingual
capacity and culturally relevant services;
Implements specific and relevant outcome indicators to measure program
effectiveness;
Promotes principles of self-help and leadership, with client participation as an
integral part of the decision-making process in program development, operation and
evaluation;
Provides a minimum of 25% of the total budget for the Santa Monica program from
non-City cash sources, and provides a cost-effective budget that is consistent with
the amount of service provided to persons living in Santa Monica;
For affordable housing development organizations, demonstrates strong, proven
track record in developing and maintaining a wide range of affordable housing types
or special needs and supportive housing (special funding consideration will be given
to organizations meeting HUD's Community Housing Development Organization
(CHDO) criteria).
For homeless services programs, the applicant must enter (or be willing to enter)
data into ClientTrack, the City's homeless management information system, or
another City-approved management information system.
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ATTACHMENT II
Summary of Findings and Recommendations from
Community Voices 2006, Evaluation Of Santa Monica's Homeless Service
Delivery System, Evaluation Of City-Funded School-Based Mental Health and
Support Services and Other Recent Planning Efforts
Community Voices 2006
Much of the data collected in Community Voices 2002 are still highly relevant,
particularly since the core demographic information was from the 2000 Census and the
survey and focus group data were gathered only four years ago. Community Voices
2006 built on these existing data and updated them where needed. In addition, the
current process took a special look at the interests, needs and priorities of Santa
Monica's baby boomers and seniors as well as families' out-of-school program needs.
Since there have been several recent efforts to gather input from youth, Community
Voices 2006 used this information but did not duplicate these efforts.
Several methods of information gathering were used to gain input from a wide range of
stakeholders: surveys; focus groups; meetings of City commissions, advisory boards
and task forces; and a roundtable discussion group of agency leaders.
Community Voices 2006 Surveys - The surveys were distributed using a three-
pronged approach. Surveys (printed in English and Spanish) were mailed to a
random sample of 5,000 residents in Santa Monica. Another 2,500 were distributed
to various City locations including the Main Library and local human service
agencies. Increased efforts to engage the Latino and African American community
were also made by over sampling the Pico neighborhood (zip code 90404). A link to
an online version of the survey was also posted on the City's website in both English
and Spanish, and a flyer was distributed to agencies and City facilities throughout
the community. A total of 457 questionnaires were completed - 214 were
completed online and 243 were completed on the paper versions and returned
via USPS mail.
Focus Groups - This year, a new strategy was used for recruitment of focus group
participants. In 2002, focus groups were held with pre-existing groups (i.e., clubs,
networks, and associations). In 2006, attempts were made to diversify participants
and reach residents who may not readily participate in community activities by
conducting focus groups with individuals who were not necessarily a part of an
existing group. Residents were invited via flyers, emails and the City's website to
participate in focus groups at convenient City locations. Increased efforts were also
made to obtain perspectives from a larger range of stakeholders, including baby
boomers, seniors and parents of young children. Upon the completion of the focus
group discussion, participants were asked to complete the $10 Survey and were
invited to talk freely about other general matters of concern to them. The
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$10 Survey asked respondents to hypothetically allocate $10 among a number of
programs for targeted populations within the community including seniors, homeless,
persons with disabilities, families with children and youth, low-income households,
and other programs. Twenty-one focus groups were conducted, of which eight
were City commission and advisory board meetings. A total of 197 individuals
participated in the focus groups. Focus group participants completed a total
of 157 $10 Surveys.
City Commission, Advisory Board and Task Force Meetings - Special sessions
were held with City commissions, advisory boards and task forces to discuss the
needs of community members and the spending priorities of the City. Meetings
with six City commissions and two advisory boards and task forces were
conducted for this purpose.
Agency Roundtable Discussion - In September, the City sponsored a roundtable
discussion with both executive directors and program managers of City-funded
agencies to engage these important community leaders in discussions about human
service themes and issues, collaborative efforts and planning for the next funding
cycle beginning in FY 2007-08.
An overview of the general characteristics of the survey respondents is as follows:
2000 Census
Data for City of
Santa Monica**
Latino
African American
Caucasian
Asian Pacific Islander
Native American
Multi racial/Mu Itiethn ic
Other
13%
3.6%
72.3%
7%
.2%
3.1%
.4%
Average
*percentages sum to more than 100% due to multiple languages spoken in the home.
**Data for the City of Santa Monica are from the 2000 U.S. Census.
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Where appropriate, comparisons are made between the study sample and the City's
demographic profile as determined by 2000 Census data. Although the survey
demographic data revealed that Latinos were underrepresented in the survey by
approximately 5%, they were over-represented in focus groups. Survey data indicate
that 5.9% of survey respondents identified themselves as African Americans, higher
than the 2000 Census reports (3.6%) for City residents.
Through Community Voices 2006, the three most pressing needs for each target
population were identified in the survey responses of almost 500 community members:
Seniors and Older Individuals
Increased transportation services/options
Affordable housing
Independent living assistance
Low Income Households and Families
Affordable housing
Employment and job training
Access to health care
Homeless Individuals
Access to mental health/counseling
Emergency shelter services
Employment and job training
Persons with Disabilities
I ncreased transportation services/options
Independent living assistance
Affordable housing
Children, Youth and Families
Youth / Young adult employment services, mentoring and apprenticeships
Childcare and after school programs for school-age children
Financial assistance for children in low income families to participate in early
education, childcare, and after school programs
Across both survey and focus group data, three major themes emerged:
Building a sense of community among all residents and with City entities
Improving access to information about services
Increasing access to and improving the coordination of services
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A number of major concerns about the following services emerged across data
collection strategies and respondent groups. These included:
Transportation
Affordable housing
Access to health care
Recreational opportunities
Public safety
When community members who completed either the surveyor who participated in
focus groups were asked to advise the City on how they would spend limited public
funds across eight service areas, the following three ranked highest:
Programs for seniors
Programs for homeless individuals
Programs for low-income households/families
Since there was over-sampling of seniors in Community Voices 2006, interpretation of
these findings should take that into account. It should also be noted that programs for
families with school-aged children ranked a close fourth behind programs for low-
income households/families. Most importantly, overall, participants in Community
Voices 2006 allocated a greater amount of funds for programs addressing populations
they perceived to have the greatest need. Therefore, there was general consistency
between identified needs and how to spend public funds.
Evaluation of Santa Monica's Homeless Service Delivery System
In FY 2006-07, the City engaged the Urban Institute, a non-partisan, social and
economic policy institute, to conduct an evaluation of Santa Monica's homeless service
delivery system. Findings of the evaluation which have relevance for the funding
rationale are those which speak to the composition of Santa Monica's homeless
population and suggest target populations for City-funded activities. They include the
findings that:
91 % of Santa Monica's homeless population are single adults, only 2% are families
with children
80% have substance abuse issues, with 56% with substance abuse only
38% have a mental illness, with 14% with mental illness only
24% have both substance abuse and mental illness
6% are without either substance abuse or mental illness
15% are 55 and older
10% are veterans
33% are chronically homeless
23% have been connected to Santa Monica services for three years or more
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Based on these findings, the primary target populations for the FY 2007-10 Community
Development funding are:
Chronically homeless individuals
Persons with substance abuse and/or mental health issues
Older homeless persons (55 years of age and older)
Homeless veterans
For all of the categories above, an emphasis should be placed on serving those people
who have been homeless on the streets of Santa Monica for the longest period of time.
The evaluation made numerous recommendations relating specifically to service
providers funded through the CD Program. Some of these recommendations have
been incorporated into the funding priorities above, and others may be incorporated into
grant agreements, as appropriate. These recommendations include:
Establish Good Neighbor Agreements for homeless facilities;
Incorporate best practices designed to prevent or end homelessness including, but
not limited to: integrated service teams with assertive, wrap-around services;
permanent supportive housing including post-placement and housing retention
services; and homeless prevention for seniors;
Restrict use of brief services to a set time or number of visits that can occur without
the client seeing a case manager, and thereafter, without showing progress on a
plan that leads back to housing;
Gather better information on where people came from and why; determine where
they were living when they lost housing and work towards linking them with services
beyond Santa Monica;
Develop transportation arrangements to get people to services beyond Santa
Monica;
Increase use of Project Homecoming, the city's bus ticket program which reunites
people with families and friends out of Santa Monica;
Provide adequate levels of supportive services to help people keep their housing
and to maintain relationships with landlords to assure units continue to be available;
Participate in the selection, design and use of an integrated, real-time case
management and data management system, including consideration of improved
approaches to data sharing between agencies;
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Ensure that services funded with regional dollars are prioritized for homeless people
currently in Santa Monica;
Participate in community stakeholder processes related to homeless service delivery
at the local and regional level, including assessing entry points and system structure;
Participate in community stakeholder processes related to addressing the impacts of
homelessness on the community.
Further refinements and changes to service delivery may come out of the Community
Roundtable process.
Evaluation of City-Funded School-Based Mental Health and Support Services
A major funding area of the CD Program includes programs supporting children, youth
and families, which includes funding of school-based mental health and support
services in the Santa Monica-Malibu Unified School District (SMMUSD). The CD
Program supports eight programs in six non-profit agencies that provide counseling,
parent support, case management, crisis intervention, peer conflict mediation and
tutoring services. On June 28, 2005 City Council awarded a contract to WestEd, a
research, development, and service agency, which works with education and other
communities to promote excellence, achieve equity, and improve learning for children,
youth, and adults, to conduct an evaluation of City-funded school-based mental health
and support services. Key findings include:
Profile of SMMUSD Students
Ethnicity - 53% White, 30% Latino, 10% African American, 4% Asian/Pacific
Islander
Fewer (30% to 40% fewer) African American and Hispanic/Latino students met or
exceeded state standards
Fewer (10% to 15%) students in Title I elementary schools, which most Latino and
African American students attend, met or exceed state standards compared to
students attending other SMMUSD elementary schools
Increase in high school suspensions over two years
Patterns of Risk and Mental Health Factors Amonq SMMUSD Students
Higher levels of alcohol and other substances than state averages
Lower perceptions of harm of cigarettes, alcohol and marijuana than state averages
Decline in percentage of students feeling safe at school
Improvement with respect to resiliency (e.g., feeling more connected to school)
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Interviews: Kev Informants (School and AQencv staff) indicated the followinq:
Strengths of Services
Availability of individual and group counseling on the school campus
Community Liaison program and bilingual staff at schools
Positive relationship between agency and school staff and agency participation
on Student Study Teams
Areas in need of Improvement
Scope of school-based mental health services is limited; not comprehensive
Coordination by SMMUSD needs improvement to address service fragmentation
Limited collaboration among agencies and between agencies and schools
Lacks standardized, consistent procedures and protocols for identifying,
referring, screening, tracking, and serving students
Lacks a consistent model and clear standards for training and supervision of
interns
Reliance on outdated or traditional mental health practices
Minimal quality assessments are conducted and efforts to refine services are
limited
Focus Groups with parents and students provided the followinq insights:
Parents
Appreciation of and satisfaction with counseling services; yet seemed generally
unaware of the range of services
Limited and inconsistent involvement in treatment and support services
Want more family therapy, psycho-educational and support services
Students
Concerns about their safety and well being; particularly related to gang violence
and peer substance abuse
Want more school-based mental health services but stated some concerns about
stigmatization and confidentiality
WestEd's recommendations are:
Need early collaboration and buy-in of stakeholders
Develop process for effective coordination of services and continual collaboration
Increase the comprehensiveness of services along the prevention to intervention
continuum
Update and improve quality of services
Increase access to culturally competent services, which requires agencies to more
actively recruit bilingual and bicultural staff and provide more cultural competency
training
Establish quality standards and formal guidelines for supervision and training of
interns who provide a large proportion of mental health services
Use valid and reliable outcome measurement and evaluate services continually,
using the information to improve services
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The City, SMMUSD, service providers and community members have begun to meet to
consider those recommendations that can be addressed relatively soon, and will begin
planning for more extensive, long range improvements to the system of school-based
mental health services. During recent meetings with the City, District and City-funded
agencies, several overarching issues that need to be addressed were identified. They
include balancing out the need for more in-depth services for a relatively small number
of higher-risk students and families with the demand for serving larger numbers of
students, looking more closely at the stronger role community-based, rather than
school-based, services can play in more effectively meeting the intensive, longer term
mental health needs of students and families, and the role funding plays in contributing
to fragmentation of services. These are issues not likely to be fully addressed in the
short term, but will be considered in ongoing collaborative meetings.
A phased-in approach will be taken to addressing the key findings and suggested
improvements to the current system, with the upcoming CD Program RFP process
encouraging proposals that address recommendations for improving school-based
mental health services that can be introduced over the upcoming grant cycle. More
specifically, special consideration will be given to grant proposals that include at least
one of the following: intensive, well-coordinated case management services for high
risk Santa Monica families; updated outreach strategies for the recruitment of bilingual
staff; clearly outlined plans for increased cultural competency training; and the
introduction of evidenced based practices. Consideration will also be given to the
needs of mental health supports for families of very young children (prior to entering the
school system) - an area not covered by this evaluation but identified by community
stakeholders as a gap in current service delivery.
Other Recent Planning Efforts
Children, Teens and Families
In 2005, the City co-sponsored two youth violence forums with Senator Sheila Kuehl
intended to clarify the role of individual organizations, or "action partners," in reducing
youth violence in Santa Monica. Action partners stepped forward and made specific
commitments, which the City tracks on its website. The updates are provided every six
months, typically in March and September. In 2006, the City participated in similar
Town Hall Meetings organized by State Senator Kuehl, the Social Services
Commission, and Saint Anne's Catholic Church.
A consistent theme in gang violence forums held in 2005 and 2006 is the need to
improve the coordination of youth services. Other forums in which residents have
expressed similar sentiments include the meetings of the Pico Neighborhood
Association, Virginia Avenue Park Advisory Board, and the Community Violence
Prevention Coalition. Similarly, many residents used the Community Voices 2006
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process to ask the City to develop care plans for incarcerated youth prior to their
release back into the community.
To facilitate the coordination of youth services among multiple service providers, the
City and Pico Youth and Family Center (PYFC) jointly created the Youth Resource
Team (YRT). The YRT is an interdisciplinary group of representatives from youth-
serving organizations that meets regularly to coordinate case plans for high risk youth.
Team members include representatives from the City's Human Services
DivisionNirginia Avenue Park; PYFC; Santa Monica Police Department; Santa Monica-
Malibu Unified School District; Saint John's Child Development Center; and the Los
Angeles County Probation Department. Many members of the YRT have also been
identified as "action partners".
Since the YRT is focusing on youth with intense, multiple risk factors, the team has
chosen to start by coordinating comprehensive service plans for 15 youth. These youth
tend to have frequent contact with law enforcement; require a multitude of services; and
experience multiple risk factors that include substance abuse, academic failure, a lack
of employment skills, gang affiliation, counseling needs, prior incarceration, learning
disabilities, and poverty. The YRT is also helping City staff to implement Virginia
Avenue Park's Night Bridges program for older youth and to develop care plans for
incarcerated youth prior to their release.
In 2006, the City took a major step toward providing a range of services when it
reopened Virginia Avenue Park, which has become a focal point for arts and
enrichment, special events, fitness programs, academic support, parent workshops, and
supervised activities in the critical after-school hours. In addition, the park provides
opportunities for several grantee organizations to offer services to park patrons,
including PYFC, Jewish Vocational Services, Big Brothers, Big Sisters of Greater Los
Angeles, Venice Family Clinic, and Saint John's Child and Family Development Center.
Co-locating services at the neighborhood park enhances their accessibility by
eliminating the need for residents to access services across town or rely on public
transportation.
The Westside Domestic Violence Network (WDVN) held a roundtable with community
leaders following their 10th annual conference, Beyond the Black Eye: Addressing
Gender, Violence and Coercive Control in Families. Themes arising from the facilitated
discussion included the need to ensure that school staff at all grade levels are armed
with sufficient training and information to be able to identify and respond to children
being victimized by domestic violence; the importance of supporting and developing
prevention and early intervention efforts; the recognition that children who learn to use
violence in the home are likely to become accepting of other forms of violence (including
gang violence) as they grow older; and the need to ensure effective coordination and
collaboration among agencies responding to the crisis of domestic violence. As a result
of the conference, the WDVN has implemented trainings in the school district and has
formed a Family Court Advocacy Task Force. They have also recommended that the
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City support collaborative meetings to increase stakeholder communication and
awareness of domestic violence in the community; form a system of consultation in
which the community can use the WDVN to provide training and information; and
support the collaborative development of an integrated approach to prevention and
early intervention of child abuse, domestic violence and youth violence.
In December 2006, RAND with members of the Santa Monica Child Care and Early
Education Task Force conducted a roundtable for city leaders on child care and early
childhood education. Key recommendations were made for short- and long-term
planning activities including continuing an investment in subsidies for low income
families to attend high quality child care, planning for the Civic Center Child
Development Center and creating a pilot program that will provide training to child care
center staff and family child care providers training to address the needs of these
children in their program.
Seniors
Several local and regional planning efforts are in progress in the area of services for
seniors. Two months ago, Los Angeles County launched a project that assesses the
needs of seniors in the areas of transportation, social engagement, independent living,
legal concerns and health. The County's report, available later this year, will provide
findings specific to seniors in Santa Monica in addition to the entire County, and will add
to our local efforts to further understand the needs of seniors in the City.
In addition to Community Voices 2006, which had a special focus on the needs of
current and future seniors, the City contracted with Lodestar Management/Research,
Inc. to conduct an in-depth evaluation of senior services in Santa Monica, including
those run by the City as well as services provided by City-funded agencies. The
evaluation is nearing completion, and preliminary findings indicate that the coordination
of services between service providers needs to be improved; increased and more
specialized transportation services are needed that provide help with seniors in and out
of their homes; and there is a pervasive appeal for more cultural arts and enrichment
programs and events, particularly those that are intergenerational to eliminate the
segregation of age groups and isolation of older adults in the delivery of programs. This
finding was also confirmed during the City's Creative Capital planning process.
The Life Long Learning Older Adult Task Force (OATF) is focusing this year on
improving awareness of and access to services for seniors in Santa Monica, with a
special focus on face-to-face outreach. Throughout this year, the OATF is implementing
a plan for reaching seniors in new ways, including working closely with local faith-based
organizations that have senior groups and conducting presentations at assisted living
and senior housing communities.
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