SR-10B (2)
CCS HS:BS'JR:f.share\strpts\annualph9.tas
Council Meeting: 2/25/97
lOB
FEB 1 ~1997
Santa MOnica, California
TO' Mayor and CIty CouncIl
FROM: City Staff
SUBJECT: Update on the Annual Review of the City's Coordinated Plan for
Homeless Services and Recommendation to Hold a Public Heanng and
Establish a Schedule to Conduct Subsequent Annual Reviews of the
City's Coordinated Plan for Homeless Services
INTRODUCTION
ThiS report recommends the City CouncIl hold a public hearing on the City's
Coordinated Plan for Homeless Services pursuant to MUnicipal Code Section 2.69.030,
and establish a schedule for conductmg subsequent annual reviews and corresponding
publIC hearmgs. ThIS report also provIdes an update to the Annual RevIew, previously
transmitted to City Council members and the public on April 19, 1996, and attached
hereto as Attachment I
BACKGROUND
An annual review of the City's Coordinated Plan for Homeless ServIces IS reqUired by
the PubliC Safety Initiative adopted by City Council In September of 1994 In
connection With the annual review and pursuant to Municipal Code Section 2 69.030,
a public hearing IS reqUIred to gam mput on:
to 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 various social service agencies;
to the cost of those services; and
.. the changes which should be made In the plan In order to carry out Its prrmary
goals and objectives
1
lOB
..
FEB 2 5 1997
Notice of this public hearing has been sent to all who provided wntten comments
regarding this Annual Review, City Boards and Commissions, Neighborhood
ASSOcIatIon Board Members, the Chamber of Commerce, the Santa MOnlca-Mahbu
School Distnct, Santa MOnica College, the Los Angeles Homeless Services Authonty
(LAHSA), City-funded organizations, and other relevant community groups including
but not limited to the Westslde Shelter and Hunger Coalition and Slde-by-Slde. A
display ad was placed In the Outlook, on February 19, 1997.
Many of the wntten comments on the Annual Review focused on the availability of
public showers and restrooms, meal dlstnbutlon, and homeless representation on
boards and commiSSions within the City and City-funded organizations Wntten
comments are attached hereto as Attachment 2. City staff responded to all letters
received as part of the public comment on the Annual Review, and continue to work
With indiViduals, constItuent groups, and grantees to IdentIfy solutIons whIch
constructively address these and other Issues
The City Council may conSider all public comments at the public heanng and prevIous
correspondence In formulating direction to staff regarding the City's FY 1997-98
Community Development Plan and Budget.
DISCUSSION
ThIS diSCUSSion provIdes an overview of 1) how the City IS complYing With the stated
goals of the Public Safety Initiative In regard to the coordinated delivery of services to
the homeless, 2) the Impact of the homeless populatIon on the CIty, 3) the
effectiveness of service delivery, 4) the cost of servIce delivery, 5) suggested changes
and Improvements to homeless services and, 6) the establishment of an annual review
schedule.
1 )
Comohance With the PubliC Safetv Initiative
The Public Safety Initiative
2
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
described below.
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 seven highlights the
number of program participants who obtained housing and employment In
FY1995-96 and dUring the first half of FY1996-97.
Goal #2- MOnitor the progress of individuals receIving services
City staff and service providers mOnitor the progress of Individuals receiving
servIces through the recently established Automated Case Management System
(ACMS).
Goal #3- Eliminate duplication of services.
Through the use of ACMS, duplication of services has been substantially
reduced but not yet eliminated In a minimal number of cases, duplication
appears to persist because of rnadequate communIcatIon among servIce
proViders. City staff IS working closely with service providers to faCIlitate
Improved commUnication. ACMS User Meetings have served to Improve regular
communication among service providers.
Goal #4- EmphaSize long-term solutions to homelessness by combined hOUSing,
counseling, and Job training.
Programs emphaSize long-term solutions to homelessness by combining
hOUSing, counseling, and Job preparation.
Goal #5- ProvIde non-hOUSing services for approximately the same number of homeless
individuals as can be temporanly sheltered In the City.
City-funded programs provide non-hOUSing services for a greater number of
homeless IndiViduals than can be temporarily sheltered In the City The majority
of City-funded programs provide long-term case management and related
supportive servIces (I.e. non-hOUSing services) which are geared towards plaCing
clients Into temporary and, ultimately, permanent hOUSing. However, because
not all homeless persons Will successfully transitIon through the continuum of
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care, It IS expected that there will always be a larger number of homeless
persons who receive case management services than the number of homeless
persons who are placed In shelter or transitional hOUSing.
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. However,
In FY1996-97, 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); all
grant funds are passed through to organizations to enhance the computerized
case management system
Goal #7- Impose reasonable time limits on the provIsion of services to the same
mdlvlduals
CIty-funded organizations Impose varYing time limits on the provIsion of services
to the same Individuals The emergency and transitIonal hOUSing programs
provIde a maximum stay of SIX months. SHWASHLOCK also Imposes a SIX-
month maximum limit. The tIme limits Imposed on case management programs
are based on the individualized needs of chents For example, chents who suffer
from drug addiction or mental Illness may take longer than others to achieve
employment and hOUSing because they must also address their drug treatment
or mental health care needs. A reasonable time limit for these clients may be
up to two years, provided clients are making progress.
2) Imoact of the Citv's Homeless PODulatlon on Other ReSidents of the Cltv Santa
MOnica has a Significant homeless populatIon. However, the exact number of homeless
persons In Santa MOnica IS not known. A Rand Study conducted In 1991 estImates
that on any given night In Santa Momca and West Los Angeles, there are
approximately 1,400 homeless persons. It IS further estimated that between 3,000
and 5,000 persons are homeless In Santa MOnica over the course of a year.
Stated broadly, the homeless CriSIS Impacts all sectors of Santa MOnica Retail
bUSinesses, tOUrists and reSidents, law enforcement, emergency serVices, public
works, communIty resources, and public health are all Impacted by a SIgnificant
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homeless population.
Indicators pomt to a reduced Impact of homelessness on the City In recent years The
number of homeless encampments In City parks, other public property, and prrvate
property has decreased The business community has assumed an active role In
constructively addressing homeless-related problems In collaboration with homeless
persons, service providers and City staff.
3} Effectiveness of Dellverv of Services: Homeless services In Santa MOnica are
based on a "contmuum of care" model characterized by the following components:
outreach, emergency assistance (I e., food, clothing, showers, lockers, mailing
address), mtake and assessment, emergency shelter, case management and
employment serVices, transitional housing, and permanent housmg. 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 (ACMS) and evaluating client outcomes. City
staff monitors the delivery of services and clients' progress toward self suffiCiency
through site VISits and report review.
The ACMS has been fully operational at five organizations since January of 1996, and
proVides an automated system for tracking and reporting all services delivered. With
funding support from HUD's Supportive Housing Program, the City IS expandmg the
system to four additional organizations beginning In 1997 It IS expected that 100%
of all City-funded direct service programs targeting homeless people Will utilize the
ACMS by FY1997-98.
The computerized system notIfies each partlclpatmg organization when a homeless
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individual IS registered for services at multiple sites Organizations then work together
to Identify a lead case manager who will serve as that homeless person. s primary
contact and resource. This lead case manager works to connect the chent with other
essential services that may not be provided directly by the organization, such as Job
training, money management, health serVIces, drug treatment, and mental health
counseling The case manager, agency and the City can track service delivery
information and evaluate outcomes
The system also generates agency-specific and aggregate reports This Includes the
total number of undupllcated persons served, demographic characteristics, and
program outcomes h e., emergency shelter placements, housing placements,
employment placements, participatIon In Job training} Participating agencies are
responsible for accurately Inputting and updating information on the system. City staff
has worked closely with each organization to establish uniform Intake, assessment,
and case management standards to achieve a high quality of coordinated service
delivery.
Since January of 1996, City staff has coordinated regularly scheduled meetings of
system users to address Implementation problems, resulting In needed programmmg
changes to ensure the accuracy and effectiveness of the system. City staff also
continues to work closely with participating organizations and ACMS to Improve
training on the system
The follOWing table summarizes homeless participant and program outcomes dUring
FY1995-96 and the first half of FY1996-97.
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FY95-96 % Placed Mid Year FY96-97 % Placed
No. Served No Served
Total SM Program 1 , 1 24 819
Participants
Placements in 217 (19%) 144 (18%)
permanent housing
Placements in 121 (11 %) 131 (16%)
transitional housing
Placements in 430 {38%) 176 (21%)
emergency shelter
Placements in 127 (11 %) 97 (12%)
permanent employment
Placements in 83 (7%) 64 (8%)
temporary employment
.. In FY1995-96, of the 1124 persons enrolled In City-funded programs, 19%
obtained permanent housing; 11 % obtained transitional housing; 1 3 % obtained
permanent employment, and 7 % obtained temporary employment. These
percentages indicate how difficult It IS to move persons from homelessness to
housing and self-sufficiency This difficulty IS further compounded by problems
mcludmg mental Illness, chromc substance abuse, or other disabilities
experienced by over half of the population served and the absence of adequate
programs to address these problems
.. In FY1995-96, a total of 430 (or 38% of the 1124 served) homeless persons
received shelter at SAMOSHEL Service providers also refer and place chents
mto emergency shelters In Los Angeles County, Including the Emergency Cold
Weather Shelter Program dUring the wmter, and prOVide motel vouchers to
homeless persons With special needs.
.. SAMOSHEL placements for the first half of FY1996-97 are lower than the
FY1995-96 trends due to longer stays (up to SIX months) and low client turn-
over These are mdlcators of the success of the program.
.. To date In FY 1996-97, a total of 819 undupllcated homeless persons have
participated In coordinated case management and related services deSigned to
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help chents tranSition from homelessness to housing and self sufficiency This
high number IS explamed by the fact that over half of the clients who enrolled
In the system dUring FY1995-96 continue to receive servIces In FY1996-97.
It IS not likely that this number will be doubled dUring the second half of
FY1996-97, because of the length of time It takes for clients to progress
through the continuum of care and achieve housing and stability.
While the goal of each City-funded program IS to break the cycle of homelessness
through placement of indivIduals Into housmg and employment, outcomes quantifYing
hOUSing and employment placements do not adequately reflect all of the outcomes
resulting from services delivered Additional outcomes may Include reduction In
homeless-related Crimes, reduction In homeless deaths, reduction In paramediC calls
for homeless persons, Improved health and mental health status, maintaining sobriety,
establishing contact with family members, behaVioral change, and tax-payer savings
for persons who successfully get off welfare. These outcomes are diffIcult to
quantify In addItion, statistical outcome measures do not adequately Incorporate
personal feedback from program clients about how a program has helped the client.
City staff and grantees Will continue to explore ways to reflect thiS broader effort In
future reporting.
Reliance on measuring program success based solely on hOUSing and employment
outcomes de-emphaSizes the systemic problems which produce homelessness In the
first place--chronlc poverty, structural economic changes, reductions In non-skilled and
low-skilled Jobs, lack of affordable hOUSing, chrOniC mental Illness, and unavailability
of drug/alcohol treatment programs.
4) Cost of Services In FY1996-97, the City budgeted $1,700,881 to fund
homeless serVices, up from the FY1995-96 budget of $1,667,711 due to a 2 4%
COLA In additIon, In FY1996-97, the City acted as a fiscal agent and lead agency
for a $592,934 grant from HUD to enhance the computerized case management
tracking system. For every dollar of CIty funding $2.50 of non-City funding IS
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leveraged
5) Suggested Changes for Imorovements to Homeless Services:
.. In an effort to Improve homeless serVices, City staff recently requested
programming changes on ACMS to facIlitate case plan development, case
mOnitoring, tracking and reporting City staff IS working closely With the ACMS
system manager and service providers to refme, simplify and Improve training
on the system
.. City staff believes that limited access to homeless programs may bypass
working homeless persons who cannot currently participate In services dUring
regular business hours. The recently released RFP for FY1997-98 seeks
proposals for programs to provide needed services dUring weekend or evening
hours.
City staff will continue to assess service delivery effectiveness and any gaps In
serVices, and recommend or institute changes for Improvements when feasible and
Within Council established poliCies and legal mandates
6) Prooosed Schedule for Future Annual Reviews and PubliC Hearlnos. Year-end
program and fIscal reports are due from grantees to the City 25 working days after the
end of each fiscal year A regularly scheduled annual review and public hearing each
September would provide CIty staff time to evaluate year-end reports and prepare
documentation for an annual review Therefore, City staff recommends establishing
a schedule for conducting subsequent annual reviews and corresponding publiC
hearings each September, beginning In 1997.
FISCAL/BUDGETARY IMPACT
ThiS report has no budgetary Impact. On June 25, 1996, the City CouncIl approved
City funding of homeless programs In FY1996-97. As directed by the Council In
January, 1997, City staff Issued an open and competitive Request for Proposal (RFP)
for all human service, employment and hOUSing programs for a three-year funding term
beginning In FY1997-98 SpeCifIc funding recommendations resultIng from thiS RFP
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will be Included In the City's Proposed Budget to be adopted In June 1997
RECOMMENDA TION
City staff recommends that the City CounCil hold a public hearing to gain Input on the
Annual Review of the City's Coordinated Plan for Homeless Services City staff
recommends that City Council establish a schedule for conducting subsequent Annual
Reviews and corresponding Public Hearings each September, beginning In 1997
Prepared by:
Barbara Stinchfield, Acting Director
Juhe Rusk, Manager
Juhe Johnson, Human Services Supervisor
Tracy Scruggs, Sr. Administrative Analyst
Human ServIces DIVISIon
Communrty and Cultural Services Department
ATTACHMENT I. Annual ReVIew of the City's Coordinated Plan for Homeless
Services (April 1996)
ATTACHMENT II: Written Comments Received on the Annual ReView
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ATTACHMENT I
ANNUAL REVIEW OF THE CITY'S
COORDINA TED PLAN FOR HOMELESS SERVICES
CCS'HS.BS JR:f share\strepts\psreport.JJ
April 19, 1996
Santa MOnica, California
INFORMATION ITEM
TO
Mayor and City Council
FROM
City Staff
SUBJECT'
Annual RevIew of the City's Coord mated Plan for Homeless Services and
Related Issues as Required by MUnicipal Code Section 2.69 010 through
2.69.030
INTRODUCTION
The Public Safety InitIative, adopted by City Council In September of 1994, reqUired the City
to adopt a plan to coordinate services to homeless IndiViduals and to report on the
effectiveness of this plan annually. The City's coordmated plan for homeless services was
adopted by City Council In May of 1995 as part of the City's 1995 Consolidated Plan. This
report describes the efforts, to date, In meeting the goals established In thIs plan. It provIdes
Information on a number of program, funding and policy Inrtlatlves Implemented since 1994
This report has been made available to the public for wntten comments by May 9, 1996 All
wntten comments will be made avaIlable to the CIty Council as supplemental Information. As
reqUIred by the PublIC Safety Inltlatrve, a publiC hearing wIll be scheduled
BACKGROUND
The Public Safety Initiative's Coordinated Delivery of Services to the Homeless, now Santa
Momca Munrclpal Code Section 2.69.010 through 2 69.030, calls tor a balanced approach to
homelessness by combining homeless and hOUSing programs In Santa Momca With measures
deSigned to protect the public safety and well.belng at all Santa Monrca reSidents and vIsitors.
Jhls approach speCifically calls for a coordinated plan for homeless services that shall
maXimize the effiCIent and cost-effective delivery of services to a reasonable number of
homeless persons taking Into account the City'S limited financial, geographiC, and SOCial
resources. The stated goals are (m no order of priority):
Goal #1 - Effectively assist homeless indiViduals In returning to a self-suffiCient status.
Goal #2 - MOnitor the progress of indiViduals receiving services.
Goal #3 - Eliminate duphcatlon of servIces
Goal #4 - EmphaSIze long-term solutions to homelessness by combmed housmg, counsehng,
and Job training programs.
Goal #5 - ProVide non-housmg serVices for approximately the same number of homeless
IndiViduals as can be temporarily sheltered In the CIty
Goal #6 - Prevent an mcrease, and wherever feaSible, reduce expendItures relating to
homeless services
Goal #7 - Impose reasonable time limits on the prOVISIon of services to the same indiViduals
1
As required by MUnicipal Code SectIon 2.69.020 and 2.69 030, at least once dUring every
twelve-month penod after the adoption of the coordinated plan, the City shall perform an
annual reVtew In connection with this annual reView, the City CouncIl shall hold one or more
public hearings regardmg'
~ the Impact of the CIty'S homeless population on other reSidents of the City;
~ the effectiveness of the delivery of services to homeless individuals by the City and
vanous homeless services providers,
~ the cost of those serVices, and
~ the changes which should be made In the plan In order to carry out Its pnmary goals
and objectIves
The 1995 Consolidated Plan adopted by City Council on May 9, 1995 Incorporated the goals
and objectives Identified above. The Consolidated Plan Identifies the delIvery of homeless
servIces as being coordinated within a "contmuum of care" model offerlOg both short- and
fang-term solutions that lead toward self-sufficiency Components of the continuum rnclude:
1} outreach, 2} emergency assistance (I e food, clothing, showers, lockers, mailing address,
etc), 3} Intake and assessment, 4) emergency shelter, 5) transitIOnal housmg, and 6)
permanent housmg These components work together to assist a homeless mdlvldual or family
move off the streets and Into permanent housrng and employment. Case management and
other supportive services are an Integral part of thiS continuum and are proVided throughout
the contInuum of care as depleted below
CONTINUUM OF CARE MODEL
Outreach
Services -~
Emergency/
Day .~
Services
.. Food
~ Clothing
.. Showers
.. Lockers
~ Mallmg Address
Intake &
Assess- -..
ment
Emergency
Shelter -..
TranSitional
HOUSing -~
Permanent
HOUSing
I
Coordinated Case Management/Support System
.. Job Trammg & Employment Placement
.. Benefits Advocacy (General Relief, AFDC, etc)
.. Mental Health Services
.. Health Servtces
.. Drug/Alcohol InterventIon
~ Money Management
The section below provides the annual review of homeless services m Santa MOnica ThiS
report Will be distributed for public review through the City Clerk's office, Santa MOnica
libraries, the City's Public Electronic Network (PEN), the Santa MOnica Chamber of Commerce,
the Westslde Shelter and Hunger Coalition and other Interested groups. Wntten comments Will
be accepted through May 9, 1996 and Will be transmitted as supplemental information to the
CIty Council A public heanng WIll be scheduled to hear further public comment and to
determine refinements to the plan
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DISCUSSION
The City'S funding strategy to date has been to ensure that each component of the contmuum
of care eXists 10 balance to address the divergent needs of Santa Monica's homeless
population (I e. families with children, mentally disabled, women, veterans, persons with
alcohol or substance abuse) ThIs has led to a number at new and continued program and
funding mltlatlves smce 1 994 as deSCribed below
~mergencv Shelter/Outreach
.. SAMOSHEL Emergency Homeless Shelter - In September of 1994, the City opened a 100-
bed emergency homeless shelter located at 505 OlympiC Boulevard ThiS shelter was
establIshed as an alternative to sleeping 10 the City'S parks and public spaces. The total
development cost was approximately $450,000 (General Fund, CDBG). Operated by the
Salvation Army, the shelter targets the least stable homeless population -- those homeless
persons who tend to be chronically homeless and who may cycle In and out of emergency
and transitional shelter before finally being placed In permanent hOUSing and employment
In FY 1995-96, the City prOVided an operatmg grant for thiS shelter 10 the amount of
$383,000 (General Fund, CDBG, Prop. A) To address Goal #4 (long-term solutions!. the
shelter prOVides case management and counselmg to all shelter reSidents through a
partnership With Ocean Park Communrty Center and St. Joseph Center. The Salvation
Army also works closely With Chrysalis, located one block away, to prOVide employment
assIstance to shelter reSIdents. To address Goal #1 (seJf-sufflclency), Goal #2
(monltormg), and Goal #7 (reasonable time limIts), the shelter develops mdlvldual case
plan goals and limits the length of stay
Since Its opeOlng, the shelter has served approximately 879 undupllcated homeless
IndiVIduals. Of those, 100 have been referred on to other emergency and transitional
hOUSing programs, 142 have been placed Into permanent hOUSing, and 230 have been
employed On average, the shelter remains at full capacity. Based on these figures, the
shelter has been able to place approximately 28% of the total number served since 1994
Into other shelters or permanent hOUSing and 26% With Jobs. These relatively low figures
are reflective of the diffIculties In finding available, affordable hOUSing and In securing
employment that can sustain a livable wage. It IS also reflective of the homeless
population targeted by thiS shelter program - those that are the least stable (persons With
substance abuse problems and/or a mental,lIness).
In FY 1996-97, the shelter Will be reconflgured to allow for more dedicated shelter beds
for women. The need for more beds targetmg women has been documented by shelter
staff and has been Identified by the Commission on the Status of Women, the SOCial
Services CommiSSion, and the Housmg CommiSSion ThiS reconflgurat1on Will mcrease the
total number of beds for women from 12 to 28 out of 100
.. In FY 1995-96, the City contmued to prOVide an operatmg grant In the amount of
$72,100 (General Fund) to Ocean Park Community Center's Outreach Team. The
Outreach Team proVides targeted outreach to approxImately 800 unduplrcated homeless
IndiViduals In the City'S parks and publiC places and proVides direct referral and placement
3
mto SAMOSHEL
Transitional HouslnQ
.. Ocean Park Community Center (OPCC) - TurnIng POint - In March of 1993, the City
Councrl approved a one-tIme capital grant In the amount of $380,000 (Developer Fees,
TORCA, General Fund) to develop an additional 20 beds of transitional shelter, increasing
the total number of shelter beds avarlable through thIS program to 55 The City grant
was used to leverage an additional $3 million In federal, state and private fundIng to
OPCC. In FY 1995-96, the City continued to provide an operating grant In the amount of
$152,863 (General Fund, Prop A). ThiS program serves approxImately 125 unduphcated
homeless mdlvlduals annually
.. Upward Bound - In the Summer of 1996, the City antIcIpates providing a housIng
development loan In the amount of $990,000 (HOMEI to develop 22 umts of transitional
housmg for homeless famIlIes wIth children. ThiS loan Will be used to leverage an
addItIOnal $2 2 mIllion In federal, state, and private funding for Upward Bound ThIS
project IS anticipated to be complete by the Summer of 1997.
.. In addItIon to these two new projects, the City contInues to prOVide ongoing funding
support In FY 1995-96 In the amount of $30,591 (General Fund) to OPCC's Daybreak
Shelter which prOVides a 15-bed tranSItional housing program for mentally disabled
women. ThiS program serves approximately 60 unduphcated mentally disabled women
annually
Permanent Houslna
.. Step Up on Second - In September of 1993, the City provided a housing development loan
In the amount of $1 2 million {General Fund} to assist Step Up on Second In developing
36 SIngle Room Occupancy (SRO) permanent hOUSing umts targeting mentally disabled
homeless IndiViduals. ThIS loan was used to leverage an additional $2.5 million In federal,
state and private funding to Step Up on Second. ThiS project was completed In FY 1994-
95 and has strengthened the City's ability to address Goal #1 (self-sufficiency), Goal #4
(long-term solutIOns), and Goal #5 (balance of hOUSIng and non-hOUSing servIces).
.. HUD Shelter Plus Care - In 1994, the City received a federal grant In the amount of $4.3
million for a five year penod to prOVide rental certificates for permanent housmg serving
approximately 100 homeless persons annually ThiS federal grant requires the City to
proVide a match In supportIve housmg services equal to the grant award. ThiS IS
currently being prOVIded through the Coordmated Case Management Program deSCribed
below ThiS grant along with the development of the 36 Units of SAO hOUSIng through
Step Up on Second (deSCribed above) represents the first permanent hOUSing resources
that dIrectly target homeless indiVIduals, again strengthening the City's ability to address
Goal # 1, #4. and #5
.. In addItion to these two new permanent hOUSIng projects, the City contmues to work
closely With Commumty Corporation and other community development groups to expand
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the avaIlabIlity of affordable housing In Santa MonIca
Combination Housln<;l temeraencv. transltlon91, or oerm~nent}
· 502 Colorado - In FY 1993-94, the City purchased the site at 502 Colorado for
approximately $1 million for the development of a minimum of 42 shelter beds or SRD
housing Units. ThiS prOject IS a requIrement of a Removal Permit Agreement which
stipulates that the City must replace the 42 units removed from the rental market
previously located at 505 OlympIC Boulevard The City Will seek financing of thiS project
through federal and state funding sources. Project plannmg has commenced and
completion IS anticipated In the next 5 five years.
· New Directions - In September of 1995, the City committed to make a housing
development loan to New DIrectIons In the amount of $400,000 (HOME) to develop a
multi-purpose housing project In West los Angeles serving approximately 156 homeless
veterans. ThiS loan was used to leverage $4 8 mllhon In federal, state, and private funding
to New Directions. ThiS project Includes 24 beds of emergency shelter, 108 of
transitional housing, and 24 of permanent housing. Program outreach Will be targeted to
Santa Monica. The prOject represents the first regional program of ItS kind recelvmg
fundmg support from Culver City, Beverly Hills, and City of Los Angeles which Santa
Monica assisted In securmg The project IS currently underway and IS antIcipated to be
complete by Sprmg of 1997.
Emelovment
· Chrysalis Homeless Employment Program - In FY 1994-95, the City began fundmg thiS
new homeless employment program that serves approxImately 200 homeless rndlvlduals
annually In FY 1995-96, the City continued to prOVide an operating grant In the amount
of $152,350 (General Fund, Prop. A) Chrysalis proVides participants with trammg and
support Including: personalized superVISion of Job searches; goal setting and resume
writing; workshops to learn baSIC Job hunting skills; practice Job interviews; a location to
make and receive phone calls, bus fare to Interviews, and clothes. They have formed a
labor ConnectIOn to assist homeless indiViduals m flndmg temporary work with local
employers ThiS proVides homeless mdlvlduals with an Immediate paycheck, recent work
experience, Job references and feedback on their work habits. In developing the labor
Connection proJect, Chrysalis has worked closely With the City to develop temporary Job
opportumtles through the City's EnVironmental and Public Works Department The SolId
Waste Management OperatIOns began utlllzmg the services of Chrysalis's labor
Connection to prOVide litter collection and cleanup services throughout the City, including
alleys, the beach and the Third Street Promenade All of Chrysalis's actIVItIes address
Goal #1 (self-suffiCiency) and Goal #4 (long-term solutions). Goal #2 (monitoring) and
Goal #7 (reasonable time-limits) are addressed by ChrysaliS's program model to develop
a case plan which sets forth speCifiC, measurable goals for each program partiCipant.
Program staff work closely With each program partiCipant to assess progress toward the
attainment of those goals.
Since July 1, 1994, Chrysalis has prOVided employment assistance to 791 undupllcated
5
indIviduals Almost half have been placed In temporary employment through labor
Connection (75) and permanent employment (246).
"' In additIon to this program, the City continues to provide ongoing funding support m the
amount of $19.487 (General Fund) to St Joseph Center's Food ServIce Job Tralnmg
Program servmg approxImately 10 undupllcated homeless indIvIduals; and $52,267
(General Fund, Prop Al to Step Up on Second's Employment Program for persons with
mental disabilIties servmg approximately 70 undupllcated mentally disabled homeless
mdlvlduals annually
C~~e Manaaement/SUDDortlve ServIC':~
,. CoordInated Case Management/SupportIve HousIng Program - SInce FY 1994-95, the CIty
redirected funding m the amount of $244,386 (ongoing) from emergency/day center
servIces to a coordmated homeless case management program and $120,000 (one-tIme)
for Phase I of the computenzed case management system. This fundmg has created a
better balance of City-supported services that focus on Immediate needs (food, clothing,
etc) and services that focus on the long-term needs of permanent housmg and
employment Implemented by 5 partlclpatmg organizations (CLARE, OPCC, St. Joseph
Center, Salvation Army and Step Up on SecondL thiS coordmated program addresses Goal
# 1 (self-sufficiency), Goal #2 (moOltormg), Goal #3 (duplication), Goal #4 (long-term
solutIons), and Goal #7 (reasonable tIme limIts). In 1995, the CIty receIved a $1.4 mIllion
grant through a LAHSA/HUD Supportive Housmg Program to strengthen thiS Coordinated
Case Management Program over a three year period ThiS grant will also be used to
Implement Phase \I of the computenzed case management and supportive service tracking
system by addmg approximately five additional homeless service providers not currently
part of the system. ThiS will strengthen the system' 5 ability to track service delivery
throughout all levels of the contmuum of care (outreach, emergency/day serVices,
employment, and so anI.
Currently, the computerized system notIfIes each partlclpatmg organIzation when a
homeless IndiVidual 15 regIstered for case management and other related supportive
services at multiple sItes. Upon notIfication, organizations work together to ensure that
services are provided In a nonduphcatlve manner by IdentifYing a lead case manager who
will serve as that homeless person's pnmary contact and resource. ThiS lead case
manager works to connect their chent With other essential supportive services that may
not be prOVided directly by their organization -- Job training, money management, health
serVIces, detox, mental health counseling, child care and so on. ServIce delivery
information and data IS tracked In the computerized system whIch IS used to assess the
progress and outcomes of the IndiViduals.
The City has worked closely With each organization participatIng m thiS program to
establish unrform Intake, assessment, and case management methods for a high quahty
of servIce delivery. ThiS mcludes case manager to program partiCipant ratiOS, reqUired
case plans that set forth speCifiC and quantifiable goals to be achieved by program
partiCipants Within a speCifIed tlmeframe; and outcome assessment tools to mOnitor
progress toward these goals.
6
.. In FY 1995-96, the City also continued to provide a grant of $123,312 (General Fund) to
OPCC's Daybreak Day Center which provIdes emergency day services and case
management to approximately 550 unduphcated homeless mentally III women; $41,200
(General Fund) to Salvation Army's SHWASHLOCK (Showers, WASHers, LOCKers)
Program to serve approxImately 100 undupl,cated homeless mdlVlduals dally; and $77,184
(CDBG) to Wests Ide Food Bank which collects and dlstnbutes food to Santa MOnica social
services agencies for redistribution to people who are homeless and hungry The City also
provides fundmg support In the amount of 67,971 (CDBG, Prop A) to Venice Family
CliniC, a portion of which supports a special health cliniC for homeless mdlvlduals.
Fundlnq ~nd Program Assessment
In summary, the pie charts below show how the total number of City-assisted shelter and
housing beds/untts In Santa MOnica has Increased since 1990 and are projected to Increase
further In 1998. Through one-tIme capital assistance, the City has created a better balance
among emergency, transitional, and permanent housmg to address Goals #1 (self-sufficiency)
and Goal #4 (long-term solutions).
1990 TOTAL # OF CITY-FUNDED.
SJiELTER AND HOUSING BEDSfUNITS: 71
1995 TOTAL" OF CITY-FUNDED_
SHELTER AND HOUSING BEDSfUNIT$: 319
.1118 TOTAL PROJECTED # OF CITY-FUNDED
SHELTER AND HOUSING BEDSfUNITS: 31&
7
The pie-charts below provide a companson of how City grant fundmg for ongomg support to
homeless service providers has shifted from FY 1993-94 to FY 1995-96 to create a better
balance of fundmg wlthm the entire continuum of care
FYt9-93-94 FU~DING LEVEL: S1....i41.39T
FY1994-95 FUNDING LEVEL: $1,487.859.
FY1995-96 FUNDtNG LEVEL: $1,611 ,7U
8
As specIfIed m MUnicIpal Code SectIon 2.69.010, the coordmated plan for homeless servIces
shall be desIgned to prevent an Increase and, wherever feasible, reduce overall City
expenditures related to homeless services (Goal #6) As shown above, annual City grant
funding to homeless service proViders has Increased from $1,141,397 m FY 1993-94 to
1,611,711 In FY 1995-96 The net Increase of $470,314 IS a result of the followmg
measures:
.. SAMOSHEL Emergency Shelter ($294,375 - General Fund, $13,231 - CDBG) - The
emergency homeless shelter was newly opened In FY 1 994-95 to address the lack
of emergency shelter In Santa MOnica
.. Cost-of-Llvmg Adjustment ($40,939 - General Fund) - A cost-of-hvlng adjustment
(COLA) of 3 % for all City-funded housing and human service prOViders was approved
by CIty CouncIl wIth the adoptIon of the FY 1995-96 CIty budget. ThIS COLA held
expenditures In constant dollar terms to mamtam a consistent level of service
between FY 1994-95 and FY 1995-96. As a result, It IS Viewed as bemg consistent
with Goal #6.
.. Coordmated Case Management Program ($120,000 - General Fund Homeless Reserve
Account and Housmg Authority Fund 121 - On June 26, 1995, City Council approved
the appropnatlon of funds In the amount of $120,000 to proVide case management
services to Shelter + Care program partiCipants. As desCribed above, the City
received a federal grant through the Shelter + Care program to prOVide rental
certificates for permanent housmg to homeless mdlvlduals. ThiS federal grant does
not prOVide fundmg for supportive services to program partiCipants but reqUires that
these services be proVided as part of the City's cash match. EXisting funds were
IdentIfIed through the CIty's General Fund Homeless Reserve Account and the
Housmg Authonty's Fund 12 In order to fully Implement thiS program for the reqUired
three-year period. As a result, thiS did not constitute a funding enhancement to the
City's budget.
.. Homeless Transportation Fund (bus tokens) ($15,000 . ProPOSition A) - The City
proVided an expansion of bus tokens through PropOSition A local return funds for
transportation ThiS expansion was to accommodate the program partiCipants of
Chrysalis, SAM OSHEL, and the Coordinated Case Management Program
City staff continue to review all homeless service funding recommendations wlthm the context
of Goal #6 (prevent fundmg mcreases) While gUided by the ordinance, the City Council
retams ItS discretionary authOrity to set spending levels to meet perceived City needs. In
preparing fundmg recommendatIons for CIty CouncIl conSIderatIon, CIty staff conduct annual
performance assessments to determine the administratIve, programmatic and administrative
capacity and overall program Impact of City-funded organizations. ThiS IS done by conducting
regular sIte VISitS, revlewmg fiscal and program status reports, and revlewmg mdependent
agency fmanclal audits submitted annually as reqUired by the City. In addition, Input IS gamed
through varrous City CommiSSions, the Westslde Shelter and Hunger Coalition, the City's
Interdepartmental Homeless Issues Group. the Chamber of Commerce's Homeless Task Force,
the Westslde Summit Cities. and other community groups.
9
Based on this assessment, the following Information IS provided
to Overall, homeless service providers are meetmg theIr program and budget goals and
objectives as specified In their FY 1995-96 Program Plan and Program Budget (made part
of the City grantee contract);
· Programs have Improved their ablhty to track and measure program outcomes The
Computerized Case Management System has greatly faclhtated particIpating agencIes to
track services for each program participant and to measure overall program performance
City staff will be providing continued techmcal assistance and tralnmg to City-funded
homeless service providers to further develop program evaluation methodologies In FY
1 996-97,
to While coordination among homeless servIce providers has vastly Improved With the
Implementation of Phase I of the Computerized Case Management System, there will be
a complete assessment of unduphcated homeless individuals served through all Clty-
funded homeless programs when Phase II of thiS system IS fully Implemented In FY 1996-
97 Currently, only the unduphcated count and outcomes for five City-funded
orgamzatlons can be determined,
to The limited availabIlIty of affordable hOUSIng, permanent Jobs, mental health and drug and
alcohol treatment servIces contInues to be a bamer to effectIvely assIstIng homeless
IndiViduals In galnmg self-sufficiency; and
to Based on actual FY 1995-96 service statistiCS generated through Phase I of thiS
computerized system as well as through agency-specific program reports, a total of 1,150
unduphcated homeless mdlvlduals were served In the first three quarters of FY 1995-96.
The bar chart below prOVides information on the types of services prOVided to these
indiViduals Fmal year-end statIstiCS for FY1995-96 Will be available In August 1996.
800
PRELIMINARY PROGRAM OUTCOMES
r
; I..
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Emergency Shelter Permanent Housmg
Outreach TranSitional HOUSing Employment
D FY1995-96 Annual Target
. YTD (July 1, 1995 through March 31, 1996)
10
Rfill91ed Pollcv Issues
The City has Implemented a variety of policy Initiatives to address the Impact of homelessness
on parks and public spaces These policies seek to link the provIsIOn of emergency servIces
(I e food and shelter) with other supportive services that seek to address the long term needs
of homeless mdlvlduals {Goal #4).
Parks and Public SDaces In 1990, the Santa MOnica Police Department created a Homeless
LIaison Program (HLP) to address the special needs and enforcement Issues related to
homelessness The Police Department's four officer HLP team, responds to calls and concerns
raIsed by the public by prOViding education, outreach and aSsistance, and enforcement In FY
1995-96, HlP team members have partnered up wIth Ocean Park Community Center's
Outreach Team on a pilot basIs to more effectively manage and address homelessness In Santa
MOnica ThiS may entail asslstmg a homeless indiVidual IOta SAM OSHEL, educatmg a
businessperson on respective laws regardmg aggressive panhandhng, picking and dropping off
a publicly intoxicated indiVidual at a detox program, or arresting an indiVidual for a repeat
offense. Park Rangers have also been assigned to various park locations to assist and educate
park users mcludlng homeless indiViduals on varrous park rules and regulations, related City
ordinances, proper storage of belongings, and where services are available
Showers: In recent years, the Issue of adequate showers and restroom faCIlities has been
raised by park users and homeless indiViduals alike Currently, the City maintains public
showers at varrous beach locatIons and at Memorral Park In additIOn, the City funds the
Salvation Army SHW ASHLOCK program to proVide locker storage, showers, restrooms, and
laundry faCIlities to homeless IndiViduals City staff are currently evaluating the shower
faCilities at MemOrial Parle These showers are heaVily used by homeless IndiViduals (estimated
at 100 people dally). The shower faCIlities are currently In extreme disrepair and, as
constructed, cannot adequately sustain the high dally usage City staff are developmg future
recommendations to address these problems. ThiS may ental/lncreasmg the number of hours
SHWASHLOCK faCIlities are available while hmltlng the access to MemOrial Park showers.
ThiS solution would reqUire an additional General Fund allocation of up to $ 50,000 In the FY
1 996-97 budget.
Outdoor Meal Dlstrrbutlon: In FY 1992-93, the City worked closely With FAITH volunteers who
were prOViding dally food at various City parks to relocate their services to three homeless
service prOVider sItes ThiS decreased the Impact of large numbers of homeless indiViduals
congregating at anyone outdoor FAITH meal Site while linking the prOVISion of meals With
other support servIces (case management, counseling, clothing, mailing address, advocacy).
Santa MOnica HLP Team members and Park Rangers have been working With volunteer groups
who prOVIde meals In the City's parks to further educate them on County Health and Safety
Codes and to encourage volunteer groups to Imk their volunteers With eXlstmg homeless
service prOViders. On October 25, 1994, the City CounCil approved an ordmance which
applies County of Los Angeles Health and Safety Codes to the distribution of free meals and
food to the public In Santa Monica. ThiS regulation prOVides that any group or indiVidual that
distributes food WIthout charge to any segment of the public follow the same health and safety
standards as restaurants With respect to food storage, preparation, handhng, transport and
11
distributIOn so as to avoid pOIsoning, contamination and adulteration of food. These efforts
have not elIminated the outdoor dlstnbutlon of food In public parks.
Summiitry
Consistent with the policies set forth In the City's Public Safety Inrtlatlve and m the 1995
Consolidated Plan, the City Council has established a balanced approach to addressing the
complex Issues of homelessness including services linked with housing and public safety
ThiS report proVides an annual review of these efforts It will be made available for public
comment through May 9, 1996 Copies of the report will be made available through CIty
Clerk's office, PEN, the Ken Edwards Center, Mam Library, key City parks, Westslde Shelter
and Hunger CoalitIon, and the Chamber of Commerce. A pubhc heanng will be scheduled to
hear further public comment on these Issues
Prepared By
Julie Rusk, Manager
Julie Johnson, Community Development Program CoordInator
Human Services DIVISion
Department of Community and Cultural Services
12
ATTACHMENT II
WRITTEN COMMENTS RECEIVED ON THE ANNUAL REVIEW
OF THE CITY'S COORDfNA TED PLAN FOR HOMELESS SERVICES
(through May 1996)
l)
C~Ll10Ll( l-11~lZh.Jt:=.s
:=jEVEREt..iD G::;.=GC>:!v A ;:;:::;X
=:X=:c:..mV:: :IR::C:~OR
CAPCII\A... MOGE~ ',ll ......;.~C.-.
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Julie Rusk
Hnman Services Manager
CIty of Santa Monica
POBox 2200
Santa Monica, CA 909407-2200
Apnl 26. 1996
GlT~ > -
Dear Ms Rusk.
Thanks for the copy of the annual review of the City's Coordinated Plan for Homeless SeIVIces
As a member of the Westslde Shelter and Hunger Coahtlon it seems to me that the report
comcldes mth what we service proVIders expenence
On page 6 of the report in the first paragraph under the headIng "Case ManagementlSupportlVe
Services", the second last sentence states "Ibis grant w1lI also be used to 1"'T1ement Phase II of
the computenzed case management and supportive service tracking system byaddina
appro'l:imately five additional homeless service providen not currently part of the system."
Catholic Charities has a center called "St Robert's" nght on the border of Venice and Santa
MOIDca We have a weekend program for homeless people winch has almost doubled in size
during the past year We serve lunch to anywhere from 300 to 600 homeless aduhs on weekends
I beheve that having a case management program as pan of that semce would benefit the people
and strengthen the system It seems lOgical to me that St Robert's should become part of the
~oordmated plan since we provIde seIVIce to so many of the C1ty'S homeless adults
.
I need some mformatlOn
What 1S the process whereby Catholic Charities could propose to the City that St Robert's Center
become one of these "additional homeless service providers"? Is there an RFP process? When
are those deClSlons scheduled to be made?
I will be out ofto\W early next week but I wtll phone you May 2nd or 3rd so we can discuss this
further Thanks a lot
Smcerely.
.~
Ji Stratton.legional DIrector
2" ~l-llqD A,V;",I,,:=- ";'J"C:; CA 9029. 26" 3
CT A..L~RE Foundation - Soher linn Program
905 Plea Blvd, Santa Maruca, CA 90405 - Phone 3103146246
May 3. 1996
lube Rusk. Human SelVlces Manager
CIty of Santa MOllica
1685 Main Street
Santa Monica, CA 90407-2200
en :
RE Comments for Annual Review of CIty of Santa Monica's Coordinated Plan for Homeless
Services
Dear Ms Rusk
CLARE Sober Inn at 905 Pico m Santa MOIDca IS a Case Management Program We currently
have 14 beds available for homeless men in recovery from alcohol and other drugs Meals are
included in our reSIdential program We also have a non-resident program for both men and
women
The length of our residential program 15 90 days After the initial mtake process, assessments are
done to detcfiiiiii~ the individual's needs Case plans are then Jaid out to assist them in securing
full time .::ii.iployment and to address other issues winch may enhance their ability to become self-
suffiCIent, such as medical, dental or legal issues The ultimate goal is to help the indivIdual lead a
clean and sober lifestyle, become employed and self-sufficient and to move on to penrument
housing by the end oftbe 90 days Our objective IS to serve 120 people on an ''intense.''
(reSldenttal) baSIS each year
In addition to providmg those services. the Sober Tnn is host to seven 12-step meetmgs each week
for residents and non-residents alike We also proVlde mdividual counseling and referral servIces
Currently there are no fees charged for the progr::lm_
At present, we have 40 people active on our non-resident program and ahhough these indIviduals
are not homeless, we are helping rehabilitate them by providing necessary services and referrals
We are also providing on average 30 referral seIVlces per month for non-participants in the area
offood, sheher, clothing, medical aid, legal aid and counselmg
The setVlces we provide have thus far proved to be a positIve solutIon for homeless and needy
indIviduals In our first year of operation. we have had many successes There is room for
improvement however. and we are m3hng adjUstments as needed so as to be of maximum senrice
.;Z~A7I i{~
Ruth King. Executive Director tI
J
1-~ ~__L/
,. 4 - - -l -
Frank Lewandowski, Program Manager
3826 College Avenue, #5
Culver City, CA 90232
310/839-2363
Crystal Cheryl BeU, RSc.P.
April 17, 1996
John Jalili, city Manager
1685 Main Street
Santa Monica, california 90401
Dear Mr. Jalil!:
Is there anything you can do to help keep the Memorial Park
showers open to homeless people? I understand there have been
few problems, and the proposed closure to most homeless people
will be a profound hardship for them. The public disgrace of
looking and smelling dirty destroys self-esteem, and makes it
even harder for those who want to work to find or keep a job.
Perhaps those who have made complaints would be willing to meet
with us in your office to exchange points of view and see if we
can resolve any difficulties. We are willing to help in any way
we can to try to keep these facilities open to those who need
them.
Thank you for anything you can do to help.
Peace and blessings,
:R Qn
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Date:
t".fay 6, 1996
.._1
To:
:--
Jube Rusk, Human ServIces Manager, Cdy of Santa Maruca
From:
KevIn tvlcKeown
Subject.
Response to Annual Revle\v of City of Santa .Moruca's
Coordmated Plan for Homeless ServlCes
HavIng reViewed the Annual ReVlelv dated Apnl 22, 1996, I am fIrst and
foremost nnpressed With the progress that has been made Since the City'S Task
Force on Homelessness report lvas completed four and a half years ago
Congratulabons are In order to the City staff, sOCIal selVlce agencies and
volunteers who have contnbuted
As always, work remams to be done
Showers and restroorns
As duur of the Users' Group on PEN, I was very actlve in the development of
SHW" ASHLOCK. Even With that faCIlIty in place, showers and restroom facihhes
In the CIty sbll fall far short of what commuruty needs require, not Just for
homeless mdiVlduals but for housed Santa Momcans. New showers must be
found to fill the gap left by the pendmg renovabon of Memonal Park; the
SHW ASHLOCK showers are few, and the showers under the Pier are sadly
underunhzed because of perceIved COnflICts WIth other Pter achVIhes. Showers
encourage cleanhness, enhance personal dlgruty, alleVIate public health concerns,
and are congruent With Public Safety lrutiative goals 1 and 6 as listed in the
Annual ReVIew.
. Further, plam old pubhc restrooms In the Gty of Santa Momca have become
, scarce and shamefully unmamtamed Not only homeless, but housed and
VISitIng mdIVIduals must rurrently rely on faahtIes that are open only dunng
hrmted hours and are frequently so fIlthy as to dIscourage therr use. Even along
the beach. where the need IS clear and unnub.gated. by the proXImlty of
alternatives, publIc restrooms In Santa Momca are a disgrace.
Feedmg Programs
Somewhere m the last several years, the Task Force's call for coordmated mdoor
feedmg programs has been abandoned. My understandmg IS that the volunteers
,..rho proVide the meals were unable to field three separate feedmg teams, and
thus the afternoon feedmg program was reconsolidated, outdoors, In PalIsades
Park 11us conflIcts \\;th Pubhc Safety Irnbanve goals I, 2, 3, 4, and 5 as hsted m
the Annual ReVlew~ and Counal or staff should take unmedlate actIon not to end
the feeding but again to move It mdoors In the Interests of dtgmty, community
rmage, and reestabhslung contact between meals reopIents and the CIty-funded
proVIders of case-managed semces.
The goal of IInkmg the humarutanan provIsIOn of food WIth the City's
Coordmated Plan can best be aclueved through a rene\\,'ed and unmed1ate search
for a swtable smgle mdoor sIte ThIs would allo'w the food volunteers the
efhClency of unduphcated servlCes, and wlule no one soaal servlCe agency In the
aty may have a venue suffIClent to host the consolIdated meal, agency outreach
staff could be assIgned to the centrallocatlon dunng meal bmes, perhaps on a
rotatmg weekly assIgnment so as not to Impede each agency's regular on-sIte
work
Representab.on and Empowerment
Perhaps the greatest lesson I learned worlang on the SIDV ASHLOCK project was
the unportance and value of mput from those very mdtvlduals most needmg the
seI'Vlces we were proposing, as homeless people found thar pubhc VOIce on
PEN. It puzzles me that SIX or seven years later we still have no homeless
mdlVldual on the City Sooal ServIces ComnusslOn, nor on the boards of drrectors
of any of the Gty-funded social service agenCIes. The potentIal for a cooperative
relatIOnshIp leadmg to greater agency effioency and client empowerment would
surely support PSI goals t 2, 3, 4, and 6.
The constItution of the CIty Soaal ServIces Comnusslon IS under clued Counol
con trot and I shall separately rermt a recommendatIon for an excellent
candtdate, Ms Jennafer \Vaggoner.
It is my understanding that client representation IS currently one of many cntena
used to evaluate fundmg renewal apphcab.ons from social ServIce agencies, but
that it 1S a cntenon presently unmet by any of the providers. I ask the Council to
gIve client representatIon a hIgher pnonty In the evaluatIon process, to
, encourage the prompt narrung of a homeless representabve to each board.
JulIe, thank you for all the work I know you personally have done to make
homeless services m our commuruty admrrably humane and efficient.. not
always an easy combmatIon to aclueve.
Smcerely,
~ ';,.,K-
Kevm McKeown
848-E 16th Street
Santa Momca, CA 90403
(310) 393-3639 or on PEI\"
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Side by Side
P.O. Box 3622, Santa Mom-ea, CA 90408
(310) 839-2363 (3) or (310) 289-7446
May 16. 1996
Jube Rusk
Commumty and Cultural Services Depanmem
Clfy of Santa MOnica
1685 Mam Street
POBox 2200
Santa MonlCa, CA 90407-2200
Re Annual Review of Cll)' of Santa MOnica '5
Plan for Homeless Services
We are delzghted to submit our comments and concerns as requested for your review of the City's
CPHS We are homeless people, housed people and grassroO(s groups who are committed to serving poor
and homeless people every smgle day, twenty-four hours a day. Side by Side. Since 1994. we as a group
have deCided to work rage/her to reduce fear and increase understandmg In the Santa MOnica communlll'
Our mam purpose IS to raise awareness, educate, and prOVide a forum for people who deSire 10 create
lasting poslllve changes Our group meetings serve as an opponumty to diSCUSS community Issues and to
construct solutIOns ThiS Executive Summary identlfies areas where we see a need for Improvement In the
current system of servIces deSigned to help us.
Agency Review
. Usmg fundmg leverage. encourage homeless agencles to reserve a substantIal percentage of Job ope rungs for
homeless and formerly homeless
. Give greater pnonty to eXistmg Cuy polLey encouragmg Homeless representatIon on SOCial ServIce Agency
Boards of DIrectors (at least one homeless representative per board) Homeless people are experts on
homelessness and should be used as your most valuable resource In lhe process of service program deSIgn
. C~ate a Cay medIated gnevance srrucrure co resolve confllets between SOCIal service agencles and clients
(pet-haps urlllze presently eSlabhshed mediatIon resources lIke me rem control board)
Continuum of Care & Housing
. IdentIfy and plan for those mdlviduals who Will never be able to finanCially afford housmg or services for
baSIC neceSSIties (persons of non-lOcome such as severely disabled. mentalJy III and elderly) m our
comrnumty
. Create additIOnal City short term hOUSIng programs to fill the gap for an average two year walt for Secuon 8
certificates (deSign a tax mcentlve program to encourage property owners to make avaIlable melf surplus
Income properties)
. Begm communIty workshops to diSCUSS and to plan the future of SAM OSHEL and the development of
affordable housmg by renovauon of abandoned property mto co-operative housmg (we offer our services to
faclhtate these workshops)
Stde b,' 5tde
.#'-. ...... ~ ..,.... ~...~,....l. _
Dg ..,
E.l.ecU[l\"e Summary of Santa MOnica's CPHS Annual Rene....\'
· Sponsor commumty meenngs and actlvmes to raIse pubhc awareness and to help break down the dIvIsIonal
lines between the unhoused and housed communItIes (we offer our serVIces to facIlitate these meetIngs)
· Recogmze and use the most Important resource avallable m tillS City the members (both housed and
unhoused) In our conununIty (develop a plan that encourages more actIve commumty mvolvemem from the
enUre en}')
Parks and Public Spaces
. Open shower faClIH1es throughout me CIty provIdmg access 24 hours a day. 7 days a week for the
converuence. health and safety of all members of the communIty (we offer to provlde volunteer staff to make
thIS a reahty)
· Promote shared space. rIght of way. mutual respect, and compromIse are the charactenstIcs of human bemgs
that the City and Busmess Community should be public policy from rhe City and Busmess Commuruty
· Imegrate park user groups co dIspel fear and encourage the muJu-use of parks ( or dedIcate a certam
percentage-.l ,400/100.000 homeless to total SM populatIon-~ of all available park space for people WIthout
guarameed housmg)
. Provlde a safe place to be III Santa Momca for every Santa Momcan (create a Safe Zone)
. Promote policy that separate Issues of poverty and cnmmal acuvlty (mandate represemauon on both sldes of
every Issue m public deba[e).
Meal Distribution
. Create a coord mated food voucher program m conjunctIOn wuh eXIstmg emergency hotel vouchers (No one
should have to go to bed hungry)
. PrOVIde safe. nUlflUOUS food. 7 days a week. [0 every person 10 need (repeal 10/25/94 SM ordmance, In
order to encourage mcreased community volunteers to prOVide care to lhe surplus of unme[ emergency
needs)
. ThiS IS a first step for both our group and the elly to be able to work together The appendIX to thiS
Execu/lre Summary prOVides addUlonal thoughts and diSCUSSIOn aboUl areas in your CPHS annual review
that affect our dally lives We also hope that thiS diSCUSSIOn Will stimulate publiC access and panzclpatlOn In
other non-City funded commumry volunteer groups Homeless individuals and non-City funded volunteers all
proVide a varzety of qualtty SOCiaL serVICes, offer human compassIOn and are qualified to consult in a review
process of serVices to the poor
Julie, we thank you agam for partlcrpaflng In our recent Side by Side meetmg We look fo".....ard to
expandmg our cooperatlve relatIOnship
Jennafer Waggoner
Chazrperson ___...,
MOIra LaMountam
Secretary
~L~~
Side by Side
Side by Side
P.O. Box 3622. Santa Monica, CA 90408
(310) 839-2363 (3) or (310) 289.7446
Discussion of the City of Santa Monica's CPHS Review
We feel our sofUllons to the problems City polIcy's address can effectively reduce the current tensIOn
that eXIsts 10 our City These [enslOns are very slmJlar to raCial Issues, economIC prejUdICeS are encountered
every day and can be traced back to sentiments that are bemg developed from pubhc policy We beheve that
all poliCies m our commumty that deal wnh homeless Issues should have equal mput from homeless people as
well as anyone else who is consulted for the creanon of publIc policy Agency ReVIew IS the most tmportant
first step m enablmg poor and homeless people In becommg mdependent, empowered. and to become as
productIve in socIety as we were when we were housed
AGENCY REVIEW
When homeless persons are asked what we need the most to get off the streets, employment IS me
common response We belIeve that agencres should recnHt and reserve a substantIal percentage of Job
openings for homeless and formerly homeless The City should also gIve this partIcular policy pnonty In
fundmg conSIderatIons ThIS IS especIally true when the CIty of Santa MOllica is recelvmg Federal fundmg
speCIfically for more staff in agencies We beheve that homeless people should be recruIted for these
poslClons and be a percentage of the total hired With these funds and gIVen che opportumties that every other
mmoflty group m thIS City receJYes. Hiring homeless people for available jobs is a Solution.
HOMELESS PEOPLE ON BOARDS OF DIRECTORS
Side by Side would like to remind the City of its policy of requiring agencies to have at least ODe
homeless or formerly homeless client on their boards of directors. As it stands today, not one smgle CIty
funded agency has met thiS reqUIrement The philosophy underlymg thIS cntena for fundmg was to ensure
adequate agency accountabIlIty by brmgmg a servIce recIpIent's perspectlve to planmng aspects of programs
and elliiure servlce-orfented goals are bemg properly met We believe that all agencies who receIve funding
from the Clly for homeless services, should mamtam for approval of theJf contract. havmg one seat avaIlable
on theIr board of dIrectors exclUSively for a homeless person We believe that this first step will eventually
have a poslUve Impact on the effecuveness of the dehvery of serVIces (0 the poor and homeless mdivlduals by
the City, community and social service providers We need the City to give greater priority to these poltcles
and thiS adherence should be represented m [he agency annual review
Homeless People have a umque and speCIal knowledge of the quality of serVices that are bemg
prOVIded by SOCial service agenCIes and have a umque perspective of what It is hke to be homeless m thIS
Cuy We acknowledge that the perspective of homeless people IS only one of several legItimate VIeWpOInts.
but It IS often the one lhat ]s least heard and most often Ignored. It is because we are homeless that we are
experts on why homelessness eXlS(S and why people are homeless Our expenences can streamhne and
Improve the qualIty of services and at the same time mvolve homeless people m rebuIldmg our own lives
Dlscusswn of Cay of Santa MOnIca's CPHS RevIew
MEDIATION AND GRTRVANCE STRUCTURE
Page 2
An obvIOus upgrade In the current socIal service system needs to be an external gnevance strucrure
for the medIatIon between AgencIes and the chems they serve Side by SIde advocates that thiS gnevance
strucrure be given to the presently estabhshed medIatIOn resource of the Rem Control Board. We also
suggest that a representatIve from the SocIal Services ConumsslOn could be added to thIS mediatIon
commutee A Grievance Structure "ith a .\Iediation Committee is a Solution.
We would lIke to see concrete procedures for gnevances and to have md]vlduals qualIfied wlCh
authonry to investIgate and resolve the matters through relevant city departments and communIty sources
We would also lIke to see penaltIes for agencies that mIsuse theIr powers We need thiS support network for
those who feel trapped In a helpless S]U1atIon Currently there ]s no way for a homeless person to get help
when faced WIth poorly managed serVIces, abUSive SItuatiOnS, unsatIsfactory hvmg cond1l10ns or any other
problems that may arIse It stands now that If a person feels they are bemg ITIlstreated 10 theIr relanonshJp
WIth a SOCial service provider, their only alternative IS to be back on the streets WIth zero benefit
We add that there are many times In a clIent's service experience that situatIons and opporturutles
would work dIfferently If there were an Ombudsman or thlrd party authorzty hstenmg to a case manager's
discussIOn WIth clients and theIr grIevances When shelters and other opporturutIes refuse a person a place to
stay, the mediator/ombudsman mIght dear up s]tuatlOns on the spot, With facts, and also verify directly to the
Cuy, that agencIes are adhermg to thelT service provldmg goals An Ombudsman is a solution.
We feel that WIth a grIevance structure In place. as wel1 as routine mput from homeless people In the
creallon of poliCies and In the SOCial service system In general, we can alleViate the current cnses
CONTINUUM OF CARE AND HOUSING
When people are nOl successful. It IS often blamed on the person The reasons why a homeless
person who has been to a SOCial service proVider and IS stIll on the sneets IS often generahzed and has yet to
be addressed by the City If the Contmuum of Care philosophy IS deSigned to offer short and long term
solutions that lead toward self-sufficIency, then we belIeve the Cuy should evaluate Its own adherence to thiS
POhCYL We would like to begin discussions with the City concerning programs designed for homeless
peoplt to succeed where help is being applied in ways that actually do not support a person to fully
reach these goals.
Examole: The HLP Team
The HLP hotel vouchers do prOVide shelter, but often not mentioned ]s the fact that those reCIpients
have no access to food ObViously, If a homeless person cannot find a place to Slay and needs a HLP
voucher. they WIll also need an emergency meal We need the City to coordinate a food voucher program to
support the eXisting emergency hotel voucher program
It IS also mind bogglmg lO consIder that the SM HLP Team IS responsible for pIckIng up all after
hour emergency service needs prOVided by the Federal. State, County and City funded SOCIal service
proViders We would hke to remmd every reader that the HLP Team will not address a homeless persons
needs berween 9 a m and 5 p m There IS no guarantee that a person In need Will get help at all when
calhng afrer hours Perhaps the Cuy could do a survey of how many people call the HLP Team for vouchers
are wId (hey do nor eXIst That IS educa!lon
Side bv Side
Dlscusswn of City of Santa MOnIca'5 CPHS Rel'lelv
Page 3
Defining True Success
There are so many differem and vaned reasons why people are homeless It 15 Impossible to list them
all Every smgle homeless person has a dIfferent reason for bemg homeless and there are reasons why we
are sull there months later We also see success stones and we can attrIbute their successes to their own
mdependence that was encouraged by everyone around them Our expenence as homeless leads us to the
belJef that each person should be handled one on one not m lots or cattle hnes We bellcve that the homeless
person themselves should have the chOlce of what we would hke our future to be, and that Will fundamemaIlv
Improve the rate of success on a long {eoo baSIS We would hke to know exactly what ]s the City's -
defimtlon of success? We would like CO be Involved In creatIng a new defimtIon that recogmzes the
mdlvidualny of homeless people We would like to see the Clly suPPOrt programnung that Indy heJps a
person become mdependent Let's buIld a commumty where people matter and each IndiVidual IS Important
Let's take hiS or her needs, possibll1t]es. strengths and weaknesses Into consideration when we fonnulate
pubhc polICY
We would also like to see success more clearly outlined in quantifiable terms. For example:
how much of every dollar is actually spent on the success of an individual? Let's compare that to what
the City spends on other causes like street light fixtures. We all believe that humans are more
important than street light fixtures and humanitarian spending should reflect that importance.
As pan of the City's contInumg work wuh the Community CorporalIon and other community
development groups, expand the avallablhty of affordable hOUSing In Santa MOnica by Incorporatmg
homeless people's recommendations and the commumty need to renovate abandoned property to provIde
cooperative hOUSing for persons of Jow and non Incomes. The City could prOVIde tax incentives for property
owners to donate their abandoned propemes for mnnediate renovation. rather than allowmg the propertIes to
go untouched for long penods of time while people walt on the streets for housmg. Renovating abandoned
property into Cooperative Housing is a Solution.
Rarely menl10ned IS our moS( valuable resource available m this City our commumty Out of our
comm4mty comes dedicated volunteers. people who want to make a dIfference, people who want to Improve
the q~JJty of life for all reSidents We feel that ]Dereasmg community participation m the SOCIal service
system deSign IS Vital for Improving the qualIty of I1fe for all reSidents Conunumty dialogue IS desperately
needed between the housed and unhoused commUDltles. We beheve that thiS public dialogue will educate
each and every person about theIr mdlvldual contnbulJons to both the problems we face and the solutiOns we
need Building and expanding Community Involvement is a Solution.
Side bv Side
....... ..., ...." ...,.... .. "1. + , . 'E.'" ,. .,....... .,..." rT '1-"'1- 'f 1 ...,...,... 1, ; ..--..
DiscUSSlOn of City of Santa Momca 's CPHS Review
PARKS AND PUBLIC SPACES
Page 4
Creatmg a Homeless LIaison Program to address the special needs and enforcement Issues related to
homelessness is a great idea In theory Expectmg four officers to segregate park users IS a questionable
pohcy Parks and public spaces are deszgned for rhe use of the entire public. We believe that the Cuy
should aVOId credltlng soczal prejudIces and economIC dlSCrImmatlon by usmg the pohee department as a [001
to solve a socIal problem that IS much deeper than conflIctmg usage. The result of the park closure has in
fact escalated communIty tensions by concentratmg the homeless populauon lOCO specIfic geographIc
locations Homeless people are currently being vlctrnllzed by these ordmances that force them to break the
law Homeless people are beIng corralled Into areas and then repnmanded publIcly for concentranng In
those areas
Homeless persons are now forced to move like economIC refugees WIth no place to go, no place to
be Our only alternative IS havmg [0 roam through neighborhoods and busmess districts. The fact is there
are 84,000 homeless people in L A. County Only 8,400 shelter beds are avaIlable In Los Angeles and there
are at least 8.800 homeless chIldren alone. 1.400 are estImated to sleep every mght m Santa Monica WIth
only 325 shelter beds 30% of those (or 420) are homeless women In Santa MODIca and only 47 CIty-funded
year round emergency shelter beds are avaJlable to rhem A homeless person who is refused a sheller bed 15
FORCED to sleep on the streets, m the parks or any other place that looks safe enough to gather a good rnghts
rest because we have no place to go There IS also a sIgmficant group of people who are interviewed by
agencIes for advocacy that are put on 'hold' for serVIces and have 00 stable place to stay while waiting on
hsts for hOUSing and employment OppOrmRltles, we too are ViSibly on the streets.
Not havmg guaranteed housmg endangers a homeless person's safety and increases the chance for that
person to be cnmmahzed by the park closures. panhandling, parkmg enforcement and trespassmg laws.
These legal restrictions VIolate every person's basiC human nghts that have been ratified by our United
NatiOns and enforced In countnes around the world. By not prOVIding safe alternatives to meet the needs of
such a largely affected populatiOn, these City ordmances actually force homeless people to break the law
We feel if the policy of segregated park use is to continue, then at least a proportional
percentage of ALL parks and public spaces must be set aside specifically for the poor
and J)omeJess user group. (The Cny can base this on a census of user groups, percentages of park
space' a))otted to user groups as a gauge )
How do homeless people fee)? We fear not havmg a safe place to sleep, we are concerned about the
safety and qualIty of food avadable to us. we have personal property storage problems, and we need open
pubhc showers A homeless person's daily life IS consumed by nnmedIate survival issues. We fear the
pohce department is gomg to take us away Just for eXlsnng, we fear that we might not be able to obtain food
In the future and we are constantly preoccupIed by these fears What do Homeless people want?
Homeless people want to be as productIve of a member of SOCiety as we were when we were housed. We
want to be mcluded and actively Involved In the creauon of the serVices that are deSigned for us We want
education. Jobs. housmg. freedom We need to be able to eXist legally 10 our communIty.
We recommend that these laws lD Santa Momca be reViewed for constitutionality adherence by publIc
review We also recommend that a "safe zone" be an alleViating policy so that homeless people and people
WIth low and non-Incomes am legally eXist m thiS CJty A Safe Zone IS Just one example of what WIll
address the baSIC human nghts concerns we have for our economiC refugees who live in our City. There is
Simply no place to be In Santa MOnica when you have no money We all need a safe place to be WIthout our
finanCIal sltuarlOn bemg a delermlnlDg factor as to where we are expected to be A Safe Zone is a Solution.
Side b\' Side
DiSCUSSLOn of Clly of Santa MOnlca's CPHS Review
Page 5
Educating the Public about Park Policies
Shared space, right of way, mutual respect, and compromise are the
characteristics of human beings that the City and Business Community
should promote as public policy.
It IS dIfficult to Imagme how any group of people can effectIvely educate the publIc If they do not
consult wl1h homeless people for factual InformatIon about the homeless expenence As pan of the
sensItlVIty trammg program Park Rangers and Police Officer's need to be educated by consultmg the publIcs
they serve Everyone (housed and unhoused) pays tax dollars for these servIces and protecllon, wouldn't It
be mce to know that they have consulted WIth experts racher chan promo ling Jrusgulded assumpnons? True
educatJOn WI]] eXIst when we are aU meluded m the educatIOn process to speak about OUf experIences and
express the dunenslOnal Issues that eXist In our realIty We feel that If homeless people are consultants in the
sensItivIty tralmng program deSIgned for officers. the expenence of bemg homeless can be Incorporated as
part of che officer's learmng experIence.
We also advise thae the CIty sponsor commumty forums chat center around an open dialogue format In
order to educate the entire housed and unhoused populace We encourage more direct dIalogue between the
housed and unhoused commumUes. We feel that wherever publIc policy IS dIscussed that a representative
from all Sides of the issue be mvtted to be a part of the presentatIon. Equal representation is a Solution.
SHOWERS
We have experienced the reality of confhcung uses at the two available public showers at the Santa
Monica Pier and Memorial Park GymnaSIUm. We would like the public to know that the beavy usage of
these two public restroom facilities by tbe homeless directly results from the fad that these are the
ONLY TWO open public shower facilities available in the entire City of Santa Monica. These shower
facllitl~s are poorly deSIgned for heavy public use and In the past have had less chan adequate attentIon.
, As of today there have been no recent complamts of confhctmg usage since these facilities have
received regular deep cleamng treatments The fact that the facllmes were In such decay created the teosmn
between the varIOUS park user groups.
Another way to alleVIate park user tensions would be to open up public shower faCIlIties with 24 hour
access In areas aU over the CIlY. This would effectIvely alleVIate the concentratIOn of any panlcular user
group In anyone area of the CIty We WIll always have groups who are motIvated by NIMBY (Not In My
Back Yard) Everyone 10 this City needs to accept that we all have to take an equal pIece of responsibihty
for poverty The outcry of Increased cnme is not a relevant argument because we have a pollce department
who IS wtlhng and avaIlable to Investigate and deal With any crlmmal actIVities and we benefit from actIve
neighborhood watch programs In areas throughout the City People are mnocent unu} proven guIlty in thiS
country, and as of (oday, [aklng a shower IS not a crlmmal offense The City should not be Involved in
protecting people' s nght to economIc prejudIce 24 Hour Public Use Facilities are a Solution.
Side bv Side
~......- ........_..~-#.-...~....,..,"'lo.,-.......
DIscussIOn of City of Santa A10mca 's CPHS Review
Page 6
UntIl PublIc Use Faclhues are opened throughout the Cuy we can alleviate tensIOns by buIldmg or
purchasmg portable shower fac1l111es. They can be temporanly located at SWASHLOCK or other funded
homeless agencIes. and can also travel with Meal DIstnbutIon programs
At our May 14th meeung SIde by Side offered to be pan of a volunteer pool to work WIth the Clly
and the SalvatIon Army to run SW ASHLOCK dunng Salvation Anny's closed penods. namely Monday.
FrIday - 5 p m to 8 am. dunng lunch penods, weekends and holIdays, In effect creatmg a 24 hour public
facIlIty Advantage: No cost solution for the city to alleViate current restroom avallabllIty conflIct untIl
Public Use FacIlItIes are renovated or bUilt We have the added benefit of developing an increase in
volunteer tlme for communny service projects and school programs Temporary Shower facilities are a
Solution.
We recommend that when these showers are created that Input from the pubhc IS used In the desIgn of
the restrooms It IS our IntentIOn that thiS solution not be used as a way to promote segregatIng 10 our
economIC populauons, rather as an alleVIating process unul Pubhc Use FaCilities are renovated and opened to
the enUre publIc
OUTDOOR MEAL DISTRIBUTION
The CJ1Y didn't seem to respect Jt's own COnIlDUUm of Care Model when Jt cut off people's hfe hnes
for a hope of a long term new and Improved tomorrow People do need long term rehabilItatIon and an
opportumty for re1Otegrauon. PeopJe do not end up on the streets overmght, nor should we expect them to
recover overmght. It IS Important to encourage pnvate cltlzens to step forward and get lDvolved. It IS
Important that these publIc pohcIes reflect our reality
Outdoor meal programs are deSigned by mdlvlduals who prepare meals with love and compassion,
Just as they would serve a meal at their own table The fact IS the meals are free and they are of no cost to
the City and benefit everyone They collectlvely address all 7 goals of the City's Contmuum of Care Model
more effiCIently than any smgJe service provider funded by the City They provide a valuabJe resource for
volunteer acUVllIes and promote commumty Involvement m a very personal way for both the volunteers and
the ~lpIems Det'eloping community involvement and supporting our youtb volunteer programs is a
Solution.
o
FAITH as we knew It (1990-1992) dId not feed lD "vanous" parks but rather systematlcaJly on the
front steps of Santa MOnIca City Hall At that time. they fed between 200-325 people on a nightly basiS
(excludmg Sunday) It was from there that [he CICy requested the FAITH orgamzation to break their 10-15
person teams mlO 3 smaller learns to serve from 3 remote. Indoor JocatJons These were namely, Step Up on
2nd (feedmg approximately 40 diagnosed mentally 111 membership only), SalvatIon Army on 4th Street (2
seatIngs of 60 people 5 mghts a week, except Thursday when there was only 1 seat1Og), and opec which
would accommodate 2 seatmgs of 50 As you can tell the services provided were dramatically reduced from
325 to 200-260 It IS outrageous how the scope of service was actually reduced when we consider the
estimates that there are 1,400 homeless mdlvlduals who afe sleepmg every mght In the Clty of Santa MOnica
Everyone knew [hat takIng (he Outdoor Meal Programs mdoors would serve only a fraction of the {Otal
homeless populauon
Side bv Side
17 rnmmllni/l.' narfnprrh,n
DIscussIOn of City of Santa MOnica's CPHS Review
Page 7
Not one Agency or Politician has asked, how do the 260 who are fed indoors, get food tbe other
6 days of the week and how do the other 1,140 obtain food at all? It is no surprise why there are
complaints of aggressive panhandling and report5 of people digging in trash dwnpsters for food to
survive.
The health and safety Issues that generated the concern for the City Council to apply County Health
and Safety Codes [0 the dlsmbunon of free meals and food to the pubhc m Santa Maruca has not fulfilled 1[S
mtended purpose In reahty, the ordmance has acrually mcreased the InCIdence of mdIvldual homeless
people bemg pOIsoned by solitary 'dnve-by feedmgs' where strangers have given homeless people food with
broken glass. rocks. or food beyond It's tIme and have made people ternbly IlL IndIViduals would prefer
acceptmg food from groups that we trust than to have to dig In dumpsters or to have to accept food from
strangers that may endanger our health and well-bemg The Meal Programs feed people who would be kept
on the edge of starvauon and could be dnven to desperate measures like aggressIve panhandlmg or other
cruninal actIvity to proVide necessary food for themselves Regular meals help prevent disease and
starvatIon from spreading rapidly by keepmg people nourished.
Page 26 of Homeless Task Force Repon states that "People cannot functIOn well.
access programs or seek employment if they do not eat regularly. Dally food prOViSIOn
IS one of fundamental service which must be combmed with other services for a
permanent solutzon to home/essness for mdlviduals "
Side by Side supports any indoor feeding program designed for unlimited access to unlimited
numbers of individuals as supported by charitable contributions. These ordlllances have cost our
comrnumty volunteer programs access to a valuable resource.
Side bv Side
- -----.. ......__ ....... _..........._ ........,...1... "'__
DIscusszon of City of Santa Momca 's CPHS RevIew
Page 8
SUMMARY
As It stands today. the resources avatlable to serve the homeless population serve only a fraction of
the total Santa MOnIca HomeJess populatIOn As long as this IS true, the eny of Santa Maruca must
recognIze the baSIC human nghts of every mdIvIdual of the pubhc. The Uruted NatIOns defines thIS
requIrement of all NatIons m the 1948 Umversal DeclaratIOn of Human RIghts:
ArtIcle 25 Everyone has the nght to a standard of lIvmg adequate for the health and
well-bemg of hunself and of hIS fanllly. mcJuding food. clothmg. housmg and medIcal
care and necessary socIal servIces, and the nght to secunty 10 the event of
unemployment. SIckness, WIdowhood, old age or other lack of ltvelihood in
CIrcumstances beyond hIS control. 2 Motherhood and chIldhood are entItled to specIal
care and aSSIstance. All chIldren, whether born In or out of wedlock, shall enJoy the
same SOCial protectIon
ArtIcle 22 Everyone. as a member of SOCIety, has the nght to SOCIal secUrIty and IS
entItled to reahzanon. through national effort and mternatlonal co-operation and 10
accordance With the orgamzation and resources of each State, of the economic, SOCIal
and cultural nghts mdispensable for his dignity and the free development of his
personalIty
We believe that in this case, use of the phrase socia1 security is intended not as a program but a
consciousness that should be a normal part of our community policy. Santa Monica should peuuon for
mcreased fund10g and national support. If necessary to reheve the growing needs here In our own
commumty We SImply cannot legIslate poverty out of our CIty It wIll take a much deeper commitment to
resolve thiS social 111. It IS VItal that the City recogmze that ordinances can not be constitutionally enforced
agamst an enUre segment of the commumty that has no other alternative but to break law because of theIr
economIc conditIon We all need {Q work together. Side by SIde
Side bv Side
T
+- -"'" -..-+-..........
3005 Hlghland Avenue #8
Ocean Park, Callforn1a 90405-5569
Monday, Aprll 29, 1996
Jul1e Rusk, Human ServIces ~anager
Human SerVIces DIVISIon
CommunIty and Cultural SerVIces Department
CIty of Santa MonIca
. -~
i...,,--
.
-1
CHi
Dear ~s. Rusk,
I have looked over the copy you sent me of the Annual RevIew of
tne C1ty'S Coord1nated Plan for Homeless Serv~ces anu RelaLed
Issues and cannot fInd ln lt anywhere any lndlcatlon of what the
Clty plans to do to make showers avaIlable to people who are not
1n some sort of shelter or Job traln1ng durlng the tIme when the
Memorlal Park wlll be closed for repa1rs.
People who need hot showers do not stop needIng them when the
showers are not avaIlable. It seems to me that there is something
deceptIve about omIt1ng th1S 1nformatlon from the annual reVIew.
No doubt that IS not the case, but I belIeve the CounCIl and the
lnterested publIC have a rlght to know what IS actually happenIng
WIth the showers.
When wIll they be shut down and for how long? What facllltles
wIll be avaIlable for use In the InterIm? Please answer these
questIons and please note that cold water showers on the beach
do not meet the needs of our homeless populatIon.
As you know, the present economIC and human clImate does not make
lt pOSSIble for all homeless people to fInd employment or houslnp,.
those who are not able to do so stIll need to get clean. In my
oplnlon It IS 1n the best Interest of all of us to make It Dosslble
for them to do so.
t"(~;
Yq.u-rs truly, (- , /
}: .~. ",k "'- ~-
J;~~:~~~- /~U:ing CommIss1oner
.~-
Date May 7, 1996
To
Santa MOnIca CIty Counell
eio Ms JulIe Rusk, Human Services Manager
~~?f:.~ of 1991-92 Cay Task
Force on Homelessness
From
RE: Annual Review of City Coordinated Plan for H-omeless - Services
As a member of the City's 1991-92 Task Force on HomelessnesS:;'[I. want to thank
you for hononng the Task Force's request 10 aV01d Implemenung some
components of the report"s recommendations at the expense of others, and to
lOstead adopt the coordmated and comprehensIve approach to homeless
servIces recommended m the Task Force's Report
Bnefly, there are three elements related to Homeless ServIces that need
attention These are
MEA LS : Movmg the meals program mdoors has not worked BasIcally. the
volunteers who had been dOing ONE program outdoors were not able to run
THREE programs mdoors So, they are outdoors agam Instead of trYIng to
"further educate" the volunteers by holdmg them to the standards of
restaurant owners, I slDcerely hope that the CounCIl will try a second tIme to
bnng the meals programs mdoorshthls tIme to ONE indoor site that can
reasonably be staffed by the avallable volunteers The Homeless Task Force's
support of the pnnclple of lInkmg meals programs to services can be met by
sendIng outreach workers to that 10cauon-~Each agency takmg a turn one day
a week IS feaSIble Government leveraglDg of volunteers' ume, rather than
trymg to squelch volunteer efforts, IS In the best conservatIve tradition, and
should nol be anathema to lIberals euher'
RESTROOMS: 24-hour pubhc restrooms are a welcome convemence to homed
reSIdents and tounsts, and a necessny for the homeless TOIlet avaIlabIlIty IS a
pubhc health Issue. ReplaCIng the doors on the presently unsafe-to. use,
. smgie-person restrooms 1D the parkmg garages, addmg exterIor slgnage In
. unIversal symbols, and emplOYing a $5Jhr 24-hour securIty offJcer m each
parkIng garage. IS a hkely solution.
S HOW E R S: Pubhc showers, hke pubhc restfOoms, are a convemence for
homed people, but a necessIty for homeless people Homeless people are not
gOlOg to leave [Own If showers are unavailable, they are gomg to be dIrty,
smelly, and dlsease-ndden The general pubhc health--as well as tounsm-.
benefits when the general public IS clean
LImItIng access to the MemOrIal Park showers would not seem to be as good a
solutIon to their hIgh dally usage as upgradIng theIr number and quality to
meet the demand The under-PIer shower hours could be extended dunng any
upgrade of the Memonal Park showers Opemng SHW ASHLOCK (a members-
only, SOCIal service agency as Implemented by Councd) for longer hours IS a
welcome proposal, bm not as a trade-off for more hours of publIc showers