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bS.Jr:tas:f'share hsd strpt anual997 tas
Council Meetmg' September 23, 1997
Santa MOnica, Cft:.c ) 2 3 1997
TO: Mayor and City Council
FROM: City Staff
SUBJECT: Transmittal of the FY1996-97 Annual Review of the City's Coord mated
Plan for Homeless ServIces and Recommendation to Hold a Public
Hearing
INTRODUCTION
This report transmits the FY1996-97Annual Review of the City's Coordmated Plan for
Homeless Services and recommends the City Council hold a public hearmg on the
Coordinated Plan for Homeless Services pursuant to Municipal Code Section 2.69.030.
BACKGROUND
The Public Safety Initiative (now MUnicipal Code Section 2.69.010 through 2.69 030),
adopted by City Council m September of 1994, required the City to adopt a plan to
coordmate services to homeless Individuals and to report on the effectiveness of thiS
plan annually. The City's coordinated plan for homeless services was adopted by City
Council m May of 1995 as part of the City's Consolidated Plan, a multi-year plannmg
document reqUired by the U.S. Department of Housing and Urban Development (HUD)
ThiS report transmits the FY1996-97 Annual Review of the City's Coordinated Plan for
Homeless Services and Related Issues
1
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In connection with the annual review and pursuant to MUnicipal Code Section
2.69.030, a public hearing IS required to gain Input on:
.. the Impact of the City's homeless population on other residents of the City;
.. the effectiveness of the delivery of services to homeless persons by the City
and vanous social service agencies;
.. the cost of those services; and
.. the changes whIch should be made In the plan In order to carry out Its primary
goals and objectives
Notice of thiS public hearing has been sent to City Boards and Commissions,
Neighborhood ASSociation Board Members, the Chamber of Commerce, the Santa
MOnlca-Mallbu School District, Santa MOnica College, the Los Angeles Homeless
Services Authonty (LAHSA), City-funded organizations, and other relevant community
groups A display ad was placed In The Outlook on September 19, 1997.
DISCUSSION
As detailed In the attached FY1996-97 Annual Review of the City's Coordinated Plan
for Homeless Services, the City continued to Implement Its coordinated plan for
homeless services In compliance with goals detailed In MUniCipal Code Section
2 69.010. Program outcomes for FY1996-97 indicate a hIgh level of achievement: Of
the 1,533 persons enrolled In City-funded programs, 49% obtained emergency shelter;
21 % obtained transitional hOUSing, 18% obtained permanent hOUSing; 17% obtained
temporary employment; and 20% obtained permanent employment. City staff
continued to work With service providers to assess program outcomes through the
Automated Case Management System, and to refine the system through ongoing
2
evaluation, revised programming and training. In FY1997-98, City staff will work
closely with service providers to evaluate the Impact of Federal welfare reform and
address emerging needs when feasible
FISCAL/BUDGETARY IMPACT
This report has no budgetary Impact. On June 24, 19971 the City Council approved
City funding of homeless programs In FY1997-98.
RECOMMENDATION
City staff recommends that the City Council hold a public hearing to gaIn mput on the
FY1996-97 Annual Review of the CltylS Coordinated Plan for Homeless Services.
Prepared by: Barbara Stinchfield, Acting Director
Julie Rusk, Manager
Tracy Scruggs, Sr. Administrative Analyst
Human Services DIvISion
Community and Cultural Services Department
ATTACHMENT FY1996-97 Annual Review of the City's Coordinated Plan for
Homeless Services (September 1997)
3
Overview
FY 1996-97 Annual Review
City's Coordinaled PIl;l1l for Homeless Services and Related Issues
This report provides an overview of the effectIveness and cost of service delivery to
homeless persons by City-funded social serVices. Additionally, the report discusses the
computenzed case management tracking system and the availability of public showers
available to homeless persons. Attachment I of this report summarizes how the City
complies with the stated goals of Munlclple Code Section 2.69.010. Attachment II
provides an overview of homeless funding since FY1993-94. Attachment III Includes
comments submitted by Santa MOnica homeless service providers.
Effectiveness and Cost of Dellverv of Services
Homeless services In Santa Monica are based on a "continuum of care" model
characterized by the following components: outreach, emergency assistance (I e ,
food, clothing, showers, lockers, mailing address), Intake and assessment, emergency
shelter, case management and employment serVices, transitional housing, and
permanent housing. These components work together to assist a homeless IndIVIdual
or family move off the streets and Into permanent housing and employment. Case
management and other supportive services are provided throughout the continuum of
care as depicted below:
Outreach
Services -.
CONTINUUM OF CARE MODEL
Intake &
Assess- -.
ment
Emergency
Shelter -.
Transitional
Housing -..
Permanent
Housmg
Emergency/
Day -..
Services
.. Food I
.. Clothing I
.. Showers Coordinated Case Management and Employment SerVices
.. Lockers .. I ntake and Assessment
. Mailing Address .. Benefits Advocacy (General Rehef, AFDC, etc)
.Cnsls Intervention . Mental Health Services
..Information/Referrals" Health Services
.. Drug/Alcohol Intervention
.. Money Management
.. Employment Search Assistance
.. Job/Skills Training
.. Employment Placement
.. Housing Search Assistance
1
In FY1996-97, the City supported nine agencies, including Ocean Park Community
Center, Salvation Army, St. Joseph Center, Step Up on Second, Chrysalis, CLARE
Foundation, Dldl Hirsch Community Mental Health Center, New Directions, and
Wests/de Food Bank. Each agency's Program Plan, Included In the CIty's Grantee
Agreement, specifies how delivered services Will address this contmuum and
effectively assist homeless Individuals In returning to a self-sufficient status. Each
agency IS reqUired to mOnitor the effectiveness of service delivery by generating
regular progress reports off the Automated Case Management System rACMS) and
evaluating client outcomes. City staff mOnitors the delivery of services and chents'
progress toward self sufficIency through site VISits and report review.
The following table summarizes homeless participant and program outcomes dUring
FY1995-96 and FY1996-97.
FY95-96
No. Served
% Placed
FY96-97
No. Served
% Placed
Total SM Program
Participants
Placements In permanent
housing
Placements in transitional
housing
1,124
1533
217
(19%)
267
18%
121
{11%)
321
21%
Placements in emergency
shelter
430
(38%}
748"
49%
Placements in pennanent
employment
Pfacements in temporary
employment
127
(11 %)
297......
20%
83
(7%)
250"'''
17%
*FY 96-97 data collected for placements Into emergency shelter Includes the total number of
placements Into SAMOSHEL (645) plus the number of placements Into other emergency shelters (103)
for a total of 748 placements In FY95-96, data Included only SAMOSHEL placements
* *FY 96-97 data collected for placements mto temporary and permanent employment Includes the total
number of Job placements through all City-funded homeless programs, including Chrysalis In FY95-96,
data Included placements through only those agencies which Implemented the computerized case
management and tracking system (which excluded Chrysalis)
2
... In FY1996-97, City-funded programs enrolled over 25% more homeless persons
Into long-term services linked With housing and employment than they did In
FY1995-96
... In FY1996-97, of the 1,533 persons enrolled In City-funded programs, 49%
obtained emergency shelter, 21 % obtained transItIOnal housing; and 18% obtained
permanent housing While almost half (49%)of the chents enrolled In City-funded
homeless programs were placed Into emergency shelter, a significantly smaller
percentage of clients successfully moved to permanent housing (18%) These
outcomes indicate high attritIOn rates at two Important Junctures. 1} from the POint
of enrollment to placement Into emergency shelter, and 2} from placement mto
emergency shelter to placement Into permanent housing. Service providers
attribute these attrition rates to problems including mental Illness, chroniC
substance abuse, or other disabilities experienced by over half of the populatIOn
served and the absence of adequate resources to address these problems
... In FY1996-97, a total of 748 (or 49% of the 1,533 served) homeless persons
received shelter at SAMOSHEL and other emergency shelters In Los Angeles
County, including the Emergency Cold Weather Shelter Program dUring the winter
Of the 748 emergency shelter placements, 645 (or 87%) were placed at
SAMOSHEL.
... In FY1996-97, a total of 82 (or 31 %) homeless persons who received shelter
at SAMOSHEL successfully obtained permanent housing.
... In FY1996-97, a total of 103 (or 39%) homeless persons who received tranSItional
housing successfullv obtained permanent housing.
... In FY1996-97, of the 1,533 persons enrolled In City-funded programs, 250 (or
17%) obtained temporary employment and 297 (or 20%) obtained permanent
employment.
While the goal of each City-funded program IS to break the cycle of homelessness
through placement of IndiViduals Into housing and employment, outcomes quantifYing
housing and employment placements do not adequately reflect all of the outcomes
resulting from services delivered. Through narrative reports, service providers highlight
much broader program outcomes Including Improvements In Independent living Skills,
money management skills, parenting Skills, hygiene, phYSical and mental health, and
self esteem. (For additional Information, see Attachment III, Agency Comments.)
3
Cost of Services
In FY1996-97, the City budgeted $1,700,881 to fund homeless services In addition,
the City acted as a fIscal agent and lead agency for a $592,934 grant from the U.S
Department of Housing and Urban Development (HUD) for the expansion of the
computerized case management tracking system and supportIve servIces. In FY1997-
98, the City budgeted $1,695,285 to fund homeless services. In addition, the City
will administer $431,115 In HUD funds for year two of the system expansion For
every dollar of City funding $2.50 of non-City funding IS leveraged.
Consistent with MUnlclple Code Section 2.69.010, and In an effort to ensure that each
component of the continuum of care eXists In balance to address the divergent needs
of Santa MOnica's homeless population, City funds have increasingly supported longer-
term employment services and case management linked to hOUSing. In FY 1996-97,
City funding for employment services and case management linked to hOUSing
represented approximately 45 % of all City funding for homeless serVices, compared
to 26% In FY1993-94. In contrast, City fundmg for emergency services has reduced
from 46% to approximately 14% of all City-funded services. Attachment II provides
an overview of homeless fundmg since FY1993-94
Computerized Case Management Program
Fully operational at fIve organizations since January of 1996, the Automated Case
Management System (ACMS) provides an automated system for tracking and reporting
services delivered Since then, City staff has evaluated system reports, conducted
numerous site VISitS with Individual agencies, and coordinated group meetmgs of system
users to address Implementation problems Implementation problems Include Inaccurate
reports, an extensive need for training, and inputting errors. While ACMS has
corrected a number of programming deficienCies and Introduced new features deSigned
to faCIlitate system use and enhance service delivery, agencies contmue to experience
difficulties with the system. ThiS month, agencies agreed to establish a working group
to develop a strategy for further system refinement and change. City staff will
faCIlitate the working group.
Funding to operate the computerized case management tracking system through
October of 1999 IS committed from HUD.
Pubhc Showers
In an effort to reduce conflicts of usage and minimiZe further disrepair of the faCIlity,
City staff reduced the hours of shower operations at Memorial Park from 1 6 to three
hours dally beginning In February of 1997. RecogniZing that the reduction In available
shower hours presented a difficulty for homeless persons who used the faCIlity, City
4
Council approved Increased fundIng to Salvation Army SHWASHLOCK and St. Joseph
Center to support an expansion of available showers by 51 hours weekly dUring
FY1997-98. To date, Salvation Army reports that an average of 28 persons shower
daily at the expanded SHWASHLOCK program
Conclusion.
Program outcomes for FY1996-97 indicate high levels of achievements both for
participating chents and program staff Staff Will continue to assess service delivery
effectiveness, the Impact of the City's homeless population on other resIdents, and the
impact of welfare reform, and Will recommend or institute changes for Improvements
as needed.
5
Attachment I
ComDllance wIth the Public Safety 'nltlatlve
The Public Safety Initiative requires the City to Implement a coordinated plan for homeless services In
compliance with the follOWing seven goals City-funded programs are addreSSing these goals as
descnbed below
181 Goal #1- Effectively assist homeless Individuals in returning to a self-sufficient status
Homeless services effectively assist Individuals In achieVing self-sufficiency through hOUSing and
employment The chart on page 2 highlights the number of program partiCIpants who obtained
hOUSing and employment In FY1996-97.
181 Goal #2- MOnitor the progress of individuals receiving services
City staff and service proViders monItor the progress of indiViduals receiving services through the
Automated Case Management System (ACMSI and regular site VISits
181 Goal #3. Eliminate duplication of services.
Through the use of ACMS and Improved service coordination, duplication of services has been
substantially reduced but not yet eliminated
181 Goal #4-Emphasize long-term solutions to homelessness by combined housmg, counseling, and
job training
City-funded programs emphaSize long-term solutions to homelessness by prOViding services whIch
combine hOUSing, counseling, Job training, and Job placement
o Goal #S-Provlde non-housing services for approximately the same number of homeless indiVIduals
as can be temporarily sheltered in the City.
City-funded programs prOVide non-hOUSing services for a greater number of homeless indiViduals
than can be temporanly sheltered In the City WIthout serving a greater number of IndiViduals at
the "front-end" of the continuum, client attntlon rates would result In high vacancy rates and
IneffiCient use eXisting shelter resources
181 Goal #6- Prevent an increase, and wherever feasible, reduce expenditures relatmg to homeless
services.
The City has sustained a maintenance of effort budget for homeless serVices, With a 3 0% COLA
In FY1995-96 and a 2 5% COLA In FY1996-97 The FY1997-98 budget Includes a 2 0% COLA.
In addition, In FY1996-97. the City was awarded a three-year grant totaling $1,483.925 from the
U S Department of HOUSing and Urban Development (HUD) to pass grant funding through to
organizations to enhance the computerized case management system
181 Goal #7.lmpose reasonable time limits on the provISion of services to the same individuals.
City-funded organizations Impose varYing time limits on the proVISion of services to the same
indiViduals SAMOSHEL, SHWASHLOCK, and City-funded transitional hOUSing programs mandate
Six-month maximum time limits
Attachment II
FY1997~98 COMMUNITY DEVELOPMENT PROGRAM
OVERVIEW OF HOMELESS CONTINUUM OF CARE
FUNDING SINCE FY 1993-94
FY1993-94 FUNDING LEVEL: $1.141,39l.
GF$t.1t1,397 PROP AUO.OOO
FY1995-96 FUNDING LEVEL: S1,611.7tl
GF $1,4159,9118 PROP A $45,000 CDBG $1111,7215 FEDERAl.. nO,OOO
".
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',IIF I Trll oS )...
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CASE MA.NAGEI,4EPfT LINKED TO HOUSING" ,..
~
FY19j4-95 FUNDING LEYEL: $1,487.859
GF $t,3111.608 PROP A $35,000 COSG $71,353
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TRANSITIONAL H
..I
FY1996-97 FUNDING LEVEL: $2.248.486-
GF $1,34B.4152 PROP A. $44,400 COSG $244,20"0 FEDERAL $813,434
FY1997-98 FUNDING LEVEL: $2,128.400
GF $1,3117,11111 PROP A $42,520 COBG $245,100 FEOERAL $4I51,B15
CASE MANAOEME"'- L ..~~:; '_ I ~ ~ ~ ...(O.q ,..
Attachment III
Agency Comments
Board of Directors
Chmnnan
Cohn P Shepherd
Hmes
\-Ice ChaIrman
HolI~. Burgm
D,rar Drg.ral Lommunu:anolls
PresldenliE WCul,' e Dm~clor
\Iara \[anus
Chrysalr.<
~ecretal'}
Thoma.< F Hlmmd
Hm,rod La". Office.
Treasurer
TImothy S Dubois
The l..d..-ard Thomas CompanU's
Jndlth 8bmton. Ph D
RHR In'ernarlOnnl
R,chard C Bleil
Il"elll'olllr P/ummu:y Ummgemellt
Penelope 8m,. n
KtB(.IT
Lenore "'Hareo Dowlmg
Rw HomW College
:\Iartm \\ Early
OpportumrU's jor Learmng
Delllse F.lInlllld. Ph D
CD Tuh Cemer
Ronald 'Ii Hoge
lIngneTek. lne
Edward lIhg
IllIg COIl'\lructwn Lampat1\-
Man Elleu KaoolT
Latham & n-arkms
Kalle Locke
4spur Rl1ho
Rebe".. :\el>on Moore
Vorrhcrn Trust Bank
1\l,muel Pastor Jr
ec ~aflla Cm:
Dand Pro-liist"r
n'e.rfall Intenor S>lrems
Chari., Rnkm
JII" Hmwn Producnons
C Fdward Slm~on. IiI
Cu,hman Realt} (orporl1hon
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Cl{l\~~l(~ I~\: (; 1_ ;'IES "fBRO L;-{~ I-I J ()!3S
The followmg InformatIon IS submitted by Chrysalis m response
to the City of Santa Monica's Coordinated Plan for Homeless Services
Chrysalis' third year of service to Santa MOnica resulted In many
successes It showed the strongest program growth, a 67% Increase In
ItS caseload, smce Chrysalis began In Santa MOnica Through the Job
Retention Program, our 90-day retention rate grew from 35% to more
than 75%--that IS at least a 45% Increase In clients staymg on the job
longer and achieVing self-sufficiency qUicker
Chrysalis works very closely and has a growing relationship with
other service prOViders to create a seamless contInuum of care and to
avoid duplication of services OUf chents' success m finding-and
keeplng-a job, depends on many factors, Including hOUSing needs,
substance abuse treatment, and their mental and phYSical well-being
With more funding from the City, ChrysaliS would be able to provide
additional services, such as housmg and child-care Chrysalis has and
Will continue to serve homeless and low-income residents of Santa
Monica Its clients are the poorest of the poor, wIth average mcomes
generally less than $2,000 per year However, many of these clients
are highly skilled Just recently, one client, a Massachusetts Institute of
Technology (MIT) graduate, was offered and accepted a $73,000 per
year job Chrysalis has seen an extraordinary surge In applicants In the
past year, due to an Increased VISibility and to the first ripples of
change created by welfare reform
A six-month program limit IS In effect for our partiCipants Client
activity records are reviewed monthly by their case manager to ensure
the client IS making a genume effort conductmg an effective job search
The evaluation IS used to motivate and keep clients on track to attam
realistic employment goals If the case manager determines the client
IS not prodUCing at an acceptable level, then the client maybe
terminated from the program
The effectiveness of ChrysaliS' programs can be stated by the
number of clients findmg and keeping jobs Total job placements that
clients received through our services, were far above projected levels
For FY96-97, nearly 200 clients In Santa Monica found permanent jobs
through Chrysalis and another 55 found temporary positions
Feedback from Chrysalis clients IS an Integral part of Its program
Chrysalis encourages ItS clients to take part In ItS operation at every
level For support and motivation, our Job Retention Specialist tracks
51 6 S ~1 ." ' 'I S" t e t . L,;. A" g e .' > '. C" i; F,; T " 'a 900' 3 . T f i . 213 _: 895 - ~ ~ ~ - . F" \ (21 3 __ 895 - 7" 2 .,.;>
}!J37 Lfi'(.-oln fJou/el"a.r-d. 5ul::.':' llo;i~..'i) li1/!.flJr;'f,; 90-i04-45fJj. T.f.. ('jIO} 392-411-=-. Fa'-" ;-~10.- 314-:}(j"j7"
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Chrysahs' clIents for a minimum of two years after they become
employed Clients continually express their appreciation for thiS
continuation of service
Helpmg unemployed people get back to work IS tremendously
cost-effective Chrysalis spends approximately $1,416 per chent, which
the city pays one-half, or $708 Other employment related programs,
such as JTPA, costs between $3000-$5000 per chent The community
definitely recoups much of that cost through reduced social service
expenses, welfare and health-care savings, and taxes Additionally,
city revenue IS generated from consumer spending from newly
employed residents
It IS recommended that the City of Santa MOnica provide more
beds to ItS needy population, more affordable pnvate housmg for those
who could be fortunate enough to live on their own and incentives to
employers to provide more Job opportunities for both, the skilled and
unskilled There IS a great deal of community support for programs In
Santa MonIca, but more Job opportunities are critical for everyone to be
able to achieve their goals
5 1 6.s ./d u- . ,; 5 t y t i' { III L (:.; --0.:1;1 g e ;' f' ~. C ,-t " j .r (I t" ,.: 'd 9 0 fj 1 3 . j r: f .." 2 1 3.: 8 9 5 - ~ -: .- 7" . F {{ \: _0- 2 ] 3 ~- -8 9 5 - :-or 2 -: 2
1 8 ~ 7" L t ~1 :: :J i 1':' B 0 ~ l e l-' d i'",i .. 5 ,-~ 11 1" i~ } { 0 ro . I; a I C.t l . .f t= r ~~ :.:i 9 0 --t 0 4 - -4 ~ (j 5 .. T p l t 3 1 0.1 3 92 - 4 } 1 7 . Fa.... ,- 3 1 0 j" ~ 1 4 - 2 0 8 -::
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CLARE'~
.' 2'''+'J .". . ". j'.,[ F"~ -\. . ..... ,~g-. R=~\')~'~'~c" .\,:. ED l'll')'
'1:(1 . ~/. i'"{if
September 8. 1997
TO:
Juhe Rusk, Manager
Tracy Scruggs, Sr AdmIlllstratIve Analyst
Ruth Kmg, ExecutIVe DIrector
Ellen Sa\\i'Yer, Deputy Director
Frank. Lewandowski, Manger
John Roberts. ServIce Coordmator
RevIew of the CIty's Coordmated Plan for Homeless ServIces
FROM:
RE:
FollO\vmg are the responses from the CLARE FoundatIon, lnc to the Human ServIces DivlSlon
request for homeless servIce goals complIance Please feel free to call If you need further
mformatIOn regardmg thIS reVIew Thank you agam for all your asSIstance to CLARE's
homeless programs over the years.
GOAL #1 EftectIvelv assIst homeless md,vlduals m returmn~ to selfsufficlencv
-- . - ~
CLARE's coordinated case management has been exceptionally effective in assisting
homeless and substance abusers m becommg sober. responSIble productive members of socIety
by provIdmg personalized case plannmg Our program conSIsts of assessment of clIents'
recovery plans, and other self sufficiency needs includmg housmg, employment, legal and
medical issues The use of CLARE and referrals to other partIcIpatmg Santa Moruca agencIes
proVIdes a strong basIS for collaboratIOn and goal attamment
GOAL #2. A/omtor the vrOf!ress ofmdlVlduals reCelVmf! servIces
- - - -
Momtormg IS accomplIshed by weekly one-on-one encounters between case worker and
the homeless partiCIpant
GOAL # 3 Ehmmate dupbcatlOn of servIces
CLARE has not had a problem with duplIcatIOn of servIces. If such a problem should
arIse, case workers can correct or adjust the mIshap WIth the use of the ACMS system
GOAL #4 EmphaSIze long-term solutIOns to homelessness by
housmf!. counselm~ and
- -
WIth at least a thrrd of the homeless populatIOn needmg recovery servIces before they
can become successful m securmg employment and housmg, It IS essential that we address tlns
problem fIrst m our case management planmng Other agenCIes provIdmg case management
Without addressmg recovery needs fIrst, wIll not have POSItIve outcomes As a commuruty. we
must proVIde comprehenSIve case management that emphaSIzes recovery, and tranSItIOns the
homeless from tills recovery foundatIOn to self suffiCIency After a solId base of sobnety is
1
18-1l)thStreet.~dr.ta.Vlo'llca.C'" g0404 1310314-6200 Fax (3101 396-6974 TOO <310"'430-4164
establIshed then we can and do provIde contmuous case management m other areas that need
addressmg, lOcludmg the housmg and employment Issues
GOAL #7 Impose reasonable tzme llmlts on the prOVISIOn of serVIces to the same IndIvIduals
Havmg had 27 years of expenence m workmg wlth substance abuserslhomeless, there IS
no absolute tIme lme that can be used Each person IS dIfferent It IS Important to realIze that a
homeless person who IS addIcted has a much more difficult road to walk toward self suffiCiency
Given the nature of theIr disease, It IS absolutely essential that the recovery process IS completed
satlsfactonly before any of the other Issues can be handled We differ from other agencies that
have non-addICtIve clIents who may reqmre less tIme to achieve self suffiCiency However, if
we help mdIvlduals to mamtam theIr sobnety from 3-6 months, then we fmd they are receptive
and eager to begm the process of employment WIthin one year, at the most. we find that
mdlvlduals wIll have a sohd recovery program, employment and/or Job trammg, and housmg
Due to the vanatIOns among mdlvIduaIs, and theIr personal hlstones, each case vanes, but the
most important element is the one-on-one case management that beglOs With theIr recovery
Impact of the Cay'S homeless populatlon on other rf;sldents of the Otv
A commuruty is only as strong as Its weakest IlOk WluIe the plIght of the homeless IS
dlstressmg--to the reSidents and VISItors It can be a real annoyance as well It IS Important that
we contmue to address the needs of these lOdlvlduals and help them to turn theIr bfe around By
provIdmg programs, such as CLARE's that address the baSIC problems of addictiOns. we help
mdIvlduals change their hves for the better and proVIde good value for the tax paymg reSIdents
The elfectlveness of the dehverv of servICeS to homeless persons by the City and varIOUS socral
servIce af!enczes.
Santa MOllIca IS very effectIve In coordmatmg a vanety of programs that collectively
address the needs ofthe homeless seelang self suffiCIency Because so many of the homeless
suffer from addIctive diseases, CLARE beheves that more dollars allocated to recovery programs
m additIOn to case managment of employment and housmg Issues, would be dollars well spent.
The cost of those serVIces
The FY95-96 figures indIcate that the CIty spent $1,484 per case management chent
What pnce can be put on resemng a fellow human bemg and mamtaming harmony III our
commumty? Compare the cost of recovery and case management With the cost of mcarceration,
emergency room ViSIts, publIc thefts and CrIme and other statIstIcs Impacted by the homeless,
and the figure becomes very realistic and economical
The changes whIch should be made In the Cay's fundmg plan t() better achIeve the goals above
As mentIOned above, because of the umque nature of the recovery process, and Its
Importance to the homeless populatlOn, morc funds should be allocated to agencies hke CLARE
that deal both With recovery Issues, and employment and housmg Issues The recovery case
management IS much more mvolved and demands a more mtense level of mteractlOn
2
NEW DIRECTIONS, INC.
11~1 \'('1ls1urc Blvd., VA Dldg 116
lo.... Angeles. CA 90073
Tel (310) 914-4050
Fca (1IO) 914-5495
September 9. 1997
Julie Rusk, Manager
Human Services Division
City of Santa Monica
FAX 310 458-3380
Dear Ms Rusk.
On behalf of New Dtrections, Jne ) I am pleased to present this progress report to the City
of Santa Marucll on the contract between our two agencIes for the construction of a
ccomprehenslVe homeless !l.ervices center for veterans As per our agreement, New
DirectIons has fwshed its rehabtlitation of a 60,000 sq ft vacant building on the grounds
of the West LA Veterans Administration Medical Center
The work on the building began in May of 1996 with the removal and a.batement of
hazardous lead-based palnt and asbestos materials A.ctual c{)nstmctlo~ began on October
1, 1996 under the careful supervision of the Los Angeles Depanment of HouSing) wmch
generously offered to act as lead agency for the collaborative of eight government
agencies (the CJty of Santa Monica included) which underwrote the $5 4 million capital
fundmg for tms regIOnal project New Directions received a Certificate of Occupancy for
the budding on JllIy 29, 1997 and filed Notlce of [construction] Complehon on August 8,
1997 WIth the development of the RegJonal Opportunity Center for HDmeless Veterans,
New DirectIons has added another 156 beds to the 18 III the tv.....o West Los Angeles.
resldential facilities we have been operating for several years
On September 2nd, 1997) twelve men moved into the new regIonal facility as our first
occupants, Several more veterans, from a long waIting list we have, Wln be moving in this
week_ Our plans are to slowly, over the course of a year. bUild up to capacity, taking the
tlrne to mre staff and gamer the services of numerous agencies that will be helping uS In
OUf work
We are very excited by these agency collaboratives and the services they bring to the
veterans in our program, For instance, because of the poor job prospects facing our
clients, New Directions has brought together SJX agencies to provide comprehensive
employment services at the Regional Center LA Umfied School Dutnct, LA Trade.
Tec.hmcal College, UCLA, Chrysalis. Meal on Wheels and the State Department of
Rehabilitauon These SIX agencies will c.ombine theIr re50\.lfCeS and expertt!ie to asse$~,
New Directions
p2
tram, and place mdigent and dispossessed veterans Into Jobs wIth livable wages The
collaborative also has the capabiHty to support the residents In these jobs, encouraging the
veterans who complete our long-term substance abuse program to become employed, self-
sufficIent and no longer a burden to SOClety
There is a virtual army of dispossessed veterans on our streets, variously estimated at
20/)00 to 30,000 strong in LA County alone According to a RAND study, 36% of the
male homeless populatIon on the Westside are veterans AgencIes like Ocean Park
Commumty Center say that half of the "lients coming to their drop-m center are veterans
Because of the great need for effective services for these veterans, we are very thankful
for all of the suppon the City of Santa Monica has shown fOf the New Directions Regional
Opportunity Center and our work,
Thank you very much for your tIme and conSIderation
OCEAN PARK COMMUNITY CENTER
A Network of Emergency Shelters & ServIces
September 8,1997
Juhe Rusk, Manager
Tracy Scruggs, Sr AdmInistrative Analyst
Human SerVIces DlnslOn
CIty of Santa MOnica
1685 Mam Street
POBox 2200
Santa Maruca, CA 90407-2200
Dear Juhe and Tracy,
I apprecIate the opportunIty to share my thoughts on the acluevements of the Ocean Park CommunIty
Center for FY 1996-97 I have many dIfferent proJects, therefore, my comments will be broad and
applIcable to all projects of OPCC As mstructed, I will comment on some of the Issues outlmed by the
Pubhc Safety ImtIatlve I have chosen the Issues whlCh I feel are most rmportant to address to the
CIty Council
Goal #1 - Effectwely aSSIst homeless mdwlduals m returmng to a self-suffinent status
The OPCC mISSIOn statement was bUllt of the phllosophy of asslstmg homeless people toward self-
suffICIency All of the programs at OPCC wluch proVIde case management promote self-suffICiency as
the baSIC objectIve and goal for the chent Homeless people are retummg to a self-suffICient status,
however, the process to aclueve thIS goal IS tIme-consummg Tlus process reqUlres a conhnuum of care
serVlCe dehvery, whIch mcludes emergency serVIces and shelter, transItional housmg, mtensIve case
management, affordable housmg and aftercare support serVIces
Goal #2 - Momtor the progress of mdlVlduals recewmg serVIces
Ocean Park CommunIty Center has made great strides m unprovmg our documentation and traclang of
serVIces to chents durmg FY 1996-97 I attnbute our Improvement to the nnplementatlOn of the
CASEWATCH system and sohd feedback from Tracy and Juhe Johnson durmg the last SIte VISIt
Clearly, there were major problems WIth documentatIon and trackmg at the OPCC Drop-m Center and
Daybreak Day Center ImplementatIOn of CASEWATCH naturally encouraged an automated system of
trackIng, as well as unproved manual trackmg systems developed for comparmg statIsucs
Goal #3 - Elmllnate dupIzcatwn of serVIces
I have always encouraged chents to be as resourceful as pOSSIble when advocatmg for theIr needs
Because agenCIes are hmIted m what they can prOVIde, It IS Imperauve that clIents access several
agenCIes to meet theIr needs DuplIcauon of sen.ces IS not the same as hvo case management agenCIes
workmg together to place a chent ill permanent housmg The serVIce 15 not duplIcauve, the credIt for
the placement IS ThIS 15 the phdosoph1callssue that I have contmued to dISCUSS regardmg the
CASEWATCH system The Issue IS not ehmmauon of duplIcatIon of servIces, but the ab1lIty to
demonstrate the coordmated plan of homeless servlCes that has eXIsted among the provIders for years
245 Hill Street. Santa MOllica, CA 90405-4197
(310) 399-9232 · Fax (310) 399-1695
Page 2
Juhe and Tracy
September 8, 1997
Goal #4 - EmphasIze long-term solutlOn to homelessness by combll1ed housmg, cOlH1selll1g, and lob
tralmng
OPCC's Adopt-A-Famlly and Shelter Plus Care programs are examples of our efforts towards long-term
solutwns to homelessness Both programs are extremely successful m placmg and mamtammg
mdlVlduals and fanllhes m permanent housmg These two programs utdlZe the philosophy of
aftercare serVICes whIch support chents m permanent housmg and promotes long-term self-suffIoency
Goal #7 - Impose reasonable tune lmuts on the provIsIOn of sermces to the same mdlvlduals
OPCC's Drop-m Center has Imposed t1llle IUnIts and restnctIons for emergency servICes based on goals of
long-term case management After accessmg emergency serVIces for three months, clIents are encouraged
to move towards case management These restnctIons have resulted m mcreased serVIces for case
management, mcreased emergency and transItwnal housmg placements, and mcreased temporary and
permanent Job placements However, It IS 1lllportant to acknowledge that some chents wIll never
achIeve self-suffICIency We are commItted to provldmg baSIC serVlCes to all chents as long as
necessary
In reference to the cost of servIces and reduction of CIty fundmg related to homeless serVIces, I would ask
the followmg questIons to the CIty Councd how much money should It cost to reheve the hungry pams
of a chud? Or how much should we pay for case management serVIces that result m a homeless farmly
obtammg a new home? I certamly don't have the answer, however, I know that OPCC and vanous
SOCIal servICes agenoes are helpmg to end the cycle of homelessness by offermg everythmg from a
s1lllple shower to the most cl1fflcult, a SectIon 8 certIfIcate The CIty Conncll needs to conSIder an
mcrease m fundmg to homeless serVIces so that serVIce gaps can be addressed and more chents can
achIeve the goal of long-term self sufflCIency
In summary, OPCC has mamtamed Its hIgh quahty of serVIces and mcreased Its efforts m provldmg
mtensIve case management durmg FY 1996-97 It IS my hope that the CIty will support the eXIstmg
collaboratIon among the Santa Maruca agenCIes by acknowledgmg all aspects of serVIce delIvery and
not hmder the collaborative approach by merely focusmg on a few program outcomes A case manager
encouragmg a chromc homeless mentally ill woman to attend a workshop on sexual assault IS an
achIevement aIld should receIve CrE'dltl
Agam, thank you for takmg the hme to get my mput on these Issues I hope my comments are helpful m
completmg your report to the CIty Councll Please call If you need any further mformahon
SffilV\l
\t.Jba ~ Culpeppe<
DIrector of Programs
/
..
Step Up On 2nd
September 10. 1997
From" Susan Dcmpsay. Executive Direc
To: Satltll Monica City COW1Cil
Re. Coordiuatcd Plan for HomeJe~'i Services
Per reque~t Jrom Ms. Julie Rusk and Ms. Tracy Scruggs ofLhc Human Services DIVIsIon. 1
would like to update you on Step Up On Second"s 1996/97 servicl;:s as related to the City's
Coordmated Plan on Homele')snc~~.
Step Up continues to pro\ljde~ services to individuals in the community who arc homeless as
well as having a history of severe and persistent mental illness. It is important to note that
each person who wishes to (IVail thcm~c1ves o[the Step Up program. mU5t go through an
Intake process. When we have: their nan1C. social ~ecurity number and date ofblrth, WI: arc
able to "runB this infurmatlon on the LA County'~ Management Information System to ~c if
the individual i~ receiving any services 1tom another agency. If so. we refer that client back to
the agency or uwe oner a program they do not, we conununicale that information and work
together to bring the person to a stable, productive level of functioning. It is m1p0l1ant to
nole chat not all homeless persons in Sunla Momca with a mental illness arc: on the MIS
system in which case we need to use the City's Casewatch to check ifthe individual is already
receiving case munagentcnt In this way we do not duplicate services.
An pt::rl>Ons receiving case mllnugemcnt servlc.es at Step Up under the Santa Monica C'ontract
arc "tracked" on Ca'5ewatch lo monitor their progress Although the system seems to be
rathcr slow and not ~lways accurate, it is a g1311t step to eliminating duplication of services and
keeping mformation curr~nl
As you are probably aware. Step Up offers a variety of services to homeJe!'t; persons - bac;ic~
su"h as food, ...howcrs. phone access. mailing address. and activities as well as indzvidualiLed
case management for some under our current Santa MOnica contract. Since there 15 not
acJ~quate rund'i to provide each chent to have an assigned case manager. we cannot guarantee
unduphcatcd services to those people Yt1thollt a ca<;e manager. Currently, there IS not
adequate funding in Santa Monica or the Los Angeles County Department ofMcntnllIe.l1th
that will provide a case manager for each clIent m need. T mU!iit emphdsize that the long-term
solution to homelessnes!!o. especially with a person coping with severe and peJ'Iistcnt mental
1 ~2,~ \\.~'Olhl 'lfl.!..1
~1t111.1 \.1LlI\1\ <l, ( ahfLlnll.1 f)l~IOI- [122
Phone n 10) ~IH-6S~t)
I .lx n Ifl) 39..t-/'iXi'i ~
iIlm.~S's. IS ~n~ management A cll~e manager assists with housing and lob training to
acc()mp1t~h those goals,
Goal #5 is one that 1 do not agree WIth m total Since there is limltl,;d housing in Santa
Monica, , l~ellf we can provide ca~e management to more person:; "as can be tcmpOfl1l ily
"hcltcr~'d In the t'lty" Wi.:' call find dccommoddhons L11 We~t Los Angc1('s or rUTlhc-r 1 <.L~I tmd
then they will UI;C '\CI vit~~ in thc~c aredS rather than staying homclcs~ m Santa Monica. It t~
not Ibble that they will return to Sdnltl \1onicd for on~oil1W: ~crvlce~ if It mc~nl) a long hu... trip
or otht:r forllls of t l<ln'>portat Ion Thty WIll use what IS c1oSt:st to them
Gn.lll/6 is a re<lo.;(,.>nahlc policy but dlLlicuh to attain You can set your limit - there wlll always
bt! ["er,>ofN nceding the servIce. E~pccially \'.'lth Wc!fal e Refurm.
Goal #7 is nor dppmpriatc for p~rwns ~lfh mt:nlal illness to impose a rc<.trfcflon on rime to
provld~ ~er\lICC, MO~l will need lifelong support to maintam Sl(lbllity. llov-ever, they will
need It"......, hopcfillly, as time goes on. Someone nced~ to be available In strcssfullln1C'>
1 bchcvc there has ocr.;n tremendous stndes in how homeless per...ons affect Lht: city The low
tolerance lur unacceptable behaviors should contll1l1e The public should abo continue to
reeci"" ~upporl to ignore pdnh,lJldlcl'S and ulllkr'itand and have compa~~lon for pcr"ons who
llre ~trug.e.llIlg to rt:Wl n to a ...tahlt' and functioning lill.
\VESTSIDE FOOD BANK
POBox 1565 . Santa :Momca, CA 90406. 310/3 I 4- I 150 Fax 3 I 0/314-003 0
September 9, 1997
To: Julie Rusk, City of Santa Monica
From: Bruce Rankin, Westside Food Bank
Re: City Hearing on Homeless Services
Julie, I would like to bring up two issues that could
greatly affect the context of services to homeless and low
income people in Santa Monica.
1) Perhaps the most dramatic change brought on thus far by
federal welfare reform has taken effect last week. This
change is the termination of food stamps for most legal
immigrants. County-wide I 97,000 legal immigrants who
received food stamps in August have been informed that
they no longer qualify. I calculate that this number
includes about 450 Santa Monica residents. Locally,
this cut will have the effect of removing about $375,000
of federal food assistance from Santa Monica residents
each year. It will also cause more people to turn to
food pantries at a time when pantries are capable of
only very modest expansion of service. Already this
week, Infoline, the county-wide food assistance referral
system is experiencing a four-fold increase in calls for
help. Undoubtedly, some local families who are living
on razor-thin budgets will become homeless.
2) As of today, the Governor still has not shifted from his
decision to halt the state funding which would make
National Guard armories available as cold weather
homeless shelters this winter, as they have been for
many years in the past. Locally, this may have
the effect of greatly reducing the number of westside
shelter beds this winter. In past years, the armory
shelter program has offered more than half of all the
shelter beds available on the westside during the period
of December, till March. Among the many effects of the
loss of armory shelter would be the loss of about 400
meals per day for homeless people in our community.
This would put a great deal of pressure on other local
sources of food assistance.
*
*
*
SERV1CE
.
TRAINING
.
RESEARCH
September 10, 1997
0101 HIRSCH
COMMUNI1Y
MENTAL
HEALTH
CENTER
To:
Jpporttd by:
"rod WK)
'S A'lgClcs COWlty Ocpartmeo; ('f
~laIHcalll'
's An~lc' Ccooty DeVQIrtM~r-t of
=alth ServlCes
's An;eie-l' CO\l"ty Dtpal"'merlof
IJI1lre"'s al'ld F.1I"I']v Ser\-J~$
"oed HoslM3e$' ChaTlI;e!
;:Vtf e,tv GUldanee Cllmc GUIld
'} crLoS An~rcs
ty o'lngie",'lKJd
Re: Comments on the City of Santa Monica Coordinated Plan for
Homeless Services
oard of DilTCtot'il
nl SUItor.
,VIS Cl1ac
..~~t>
rtld C, Gc>pr ~
"rllf Glover
."',. A lb........
DR' III Hu'.ich
rllathel J.-cltwn pj. P
r~nc: Kolodzlc!~1 Ph D
1'11rII K "'I,ll..
Sf ~11Q1 Onetl'<O\l: /1.10:>=
'Rl.t"'~
," l R}'do-
_ ~ Sehenke!
hsri Sl>arpc
~L'" StcUler
.rtbaH Sl~w:ll" R." .., P....
MI R.e.~A-oe yO\,~
Our agency's efforts under the Coordinated Plan for Homeless Services
began In November 1996. Prior to our partIcipatIon in the ooordinated
case management system the contraCtual limitations on our funding often
made it difficult for US to comprehensively meet the full range of needs of
homeless persons comxng to us for mental health and substance abuse
services .
City funding for homeless case management servIces at our facility bas
made it far easier for our clientS to obtain supportive housing services
dunng the course of their treatment. In addition, we are now able to
Identify which of our clients are receiving case management services
through other agencIes. thereby. avoiding unnecessary duplication of effort.
Deen oftbe Board
"TII SMOOT
ll'dfftt
llAIASHNl EllD
~v.t,i\.~ VL" Pre~hieJ1~
tlLlh1E C DOLCE
e~'
I'SY FlANIGAN
.. P",S1lkn'
ATOUcr 5 STEM
.e PY'ellloent
>.; CARON
$=
,YRA M PJlADO
rtla~
The City"s focus on documented program outcomes in the Coordinated
Plan is consistent with current trends In human services administration.
We support this approach, but we also urge caution in the reliance on
numerical outcome data to evaluate the effectiveness of such a broad effort.
While data such as the number of persons placed in housing IS an
Important indicator of the plan '5 success, other positive outcomes may not
be reflected in these numbers, especJ8.lly 10 the short term. For example.
the Coordinated Plan has resulted In new workmg relationshIps among
organizations that changes the configuration of services available to
homeless persons. The outcomes of such reconfiguations may not be
Immediately seen in the aggregate statistics, although for certain individuals
the outcomes may be extremely positive.
ttlltivc SI1lf1':
.OBERT JOHNSTO"l M II >\
~lIti"C Director
rA S, CURRY Ph D
'oc".ale Ellecuhw o.~
oN F GARCIA. M P l.,
Cl;tOl" Research &. ProgrIM ~~eIOl)l'n~1
,,,..,. S H'\.\Al.U..
~tor F'~l.l1];:.e &. Adml~1 ;trallQl'
"Al'o'E E McWAM '.! D
dJcaI D'1tc'~r
Ul SEf7..5ll.
..:tw Comm\lnr,- ll.tlll19'l!
The CIty'S Coordinated Plan for Homeless SelVlces has been thoughtfully
formulated I would urge the City to evaluate the plan usmg a broad
range of information, both quantitative and qualitative. Smce
ImplementatIon of the plan IS stili in Its early stages. the City should aHow
the plan to move forward and should not consider substantial changes to it
for the near term.
in f-Ae.rnJrlom
1:1$. IICINQPON COIDIJ HI lneM
A::e PresiCler-t
4160 South s.puJvttdcllIYd. . Clllwtr Cltr. CA "2""'88
Adrr.w~lSlrOfion and P-ogrcm 3' 01390-661 0 · Cile."'1t SeMce9. 3' 0/390-6612
CrtsIs Services ~, 0(390-8896 . falc 310/398.5690
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SNlAP
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:;-'hchae; E S ~IcCar:hy
PresIdent
CJ.rDi F Anc.etsuTI. Esq
V lce. President
Gre g:\1 SacOIan
Secretary
Dame: Gene~tl
Treasurer
~Iembers:
E"'e~e~( C A!exander
Judy Bunker. R K P
Dr L0Uis F D'c;la
Room Fadk
Gary Frohl1c:-t. :\1 S
Tne~esa Kar~l1uk. L C S W
DaVld K.lJ"lcuse
)'lar:i E i\"ahck. Esq
Lll.:r:e ::\"e'},;man
K.ltho::rme P3.Sp.1l1s. Esq
Chrs~cDi1.er Rled. M D
ExecutIve Dlcector
:-iywe[ '.1./ SUT'S
-\SSlstant Dlrector
"-aYl'e C -\C3lnS
la-it
<t(J; 3[4 J
Contact' H)'wel 5mls
(310) 586 i632
FOR HDU:DL\. TE RELEASE
AIDS CASES DECLl:"lE \-VHILE HI"" I~FECTIO:O; SPREADS'
PEOPLE \"ITH AIDS COSFRO::"iT CH...\.XGL'G EPIDDUC
Yesle~day's r,.ews Iron tue Cent~s :or DIsease Contcol that :lc'v cases of .~DS
have declmed for the ::rs~ time ~s very welcooe and long o\-erd~e Ho\-\ever,
other detmls of~he CDC's report are cause for great cor.cem and mcreased
acr.:on For exampie, the number of AiDS cases among women !ll nsmg more
qUIck! rhan among men. and sex wlrh mfected men has over.:a.'<en drug use as
me Ieadmg cac.se of mfectlOn among women. From 1991 through 1995. the
number of women dIagnosed \Vlth AIDS Increased by 63 pe,cem versus l~ 8
percent for men
In addlCton. re;:or'"S trOIT. communrrv-based orgaruzatlOns se~mg people \''It.~
HIV sho"'" an alar:n:r:.g lTIerease u: case load A[ Santa ;...lomca ,AlDS ProJee~
($YV\P). more than i 00 people are now recervmg servIces for the tirst tlIDe:n
me agency's five year r.1story
'The CDCsrecer:t senes ofannO\lIlceme~l1S about the ceCll..'1e m ,he dear.1-j rate
ane the c.edme m the :','..iLlber of cases of AIDS lS very 'velcome, 01.:t It dlS~lses
a.'1 :mcerc:ner:.[ of HIV :'ilfecnons ,hat S~lU grows e.ally '. sale. H:'\~ei SillS,
Exec~tlve Dlrec~or of:he Santa :Vfornca AIDS Project Our cliem serVIce team
IS ovenvheimed w1th :nqmnes from people who \\lar;.t access to new medlcauons
ane a chance at !de Our educa~lOn team battles me mcreasmg :l11spercepnon
that AIDS 1S curable and t~lerefore no longer a senot;.s rlsk", Sald Sims
.Today. we're a:mounc;ng a strategIc planrung process wmeh \'<1][ hetp us find
ways w deal 'Nith the :-apdly changmg A1DS eplderruc on the WestSide of Los
Angeles". saId Slms 'The plan \\1iI e,>;:anune SIvH.P 's furure :ole m HIV
servtces. gathenng mp:.:t from [b.e broader communny as well as people ,';lth
HIV and AIDS' P~ovldmg HIV serVIces and support IS no longe~ busmess as
usual". Sims saId. 'Vv"e neec to eXaInille every part of our work crltlcally and
ImagmaIlvely'
"\Ve !Jel1eve that e'icrycr::e ilVlr:g \'V1th HIV deserves equal access ~o care" said
SlillS. and 'we recogIhze our specIal role In helpmg our dIer.ts s~aOli1ze !heIr
Itves Only me:'! W1jj ~hey be:lefi[ from ne,\! mec.!lcatlOns and:he new hope they
bnng' Over 500 cases of-\IDS ha\e oeen reponed ill me area sen'ed by S~Lo\?
m dle last nvo years. bur the number of people \..lm HIV mrectlOIl :s 'hought to
be at least three n~es :~at number In ,he last 5n months. S:.-L\P has seen the
number of people ""1m BPi who are homeless. mentally IiI mGior substance
users swell to 60% of :he totai case~oad - up from arour.d 3000 3.t the begInmng
of 199':"
Santa Moruca A:DS P:-o]ect. founded ill 199~, serves the people orthe \VestSlde
\"lth comprehens,ve case mar.ageme:J.t and :nnova!1ve ecucauon programs
SL1.Ce operung, S:VL-\P has served over 250 peopie Vvlth AJDS, ,eaehed I-tundred.s
ofilOme!ess people \\Olth HIV NeVermon mformauon c:eated a ~ode! program
to educate men who '-Lave sex w1th men The agency also offers :eer:. peer
eciucat:on ?rogr;;m:s :n loc::!.; mlcc!e.md illgh schools 'VhlCh iave :-eaehed over
15 000 srucen!s SlI!Ce 1993
,..... ~...;
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