SR-300-002-01 (81)City of Santa Monica
Consolidated Plan
2005-2010
Proposed Plan
June 10, 2005
Human Services Division
Community and Cultural Services Department
Housing and Redevelopment Division
Resource Management Department
1685 Main Street, Room 212
Santa Monica, California 90401
Consultant to the City
P&D Consultants, Inc.
800 E. Colorado Blvd., Suite 270
Pasadena, 91 1 O6
Executive Summary
The Consolidated Plan
The 2005-2010 Consolidated Plan for the City of Santa Monica represents a strategy to address
critical housing and community development needs faced by the City of Santa Monica. The Plan
consists of the following components:
• An assessment of the jurisdiction's housing and community development needs and
market conditions;
• A strategy that establishes priorities for addressing the identified needs; and
• A one-year investment plan that outlines the intended use of resources.
Community Planning and Development formula funds include Emergency Shelter Grants (ESG),
Housing Opportunities for Persons with AIDS (HOPWA) Program, Community Development Block
Grant (CDBG), HOME Investment Partnership Program (HOME) and American Dream
Downpayment Initiative (ADDI) funds. Santa Monica receives two of these federal funding sources:
CDBG and HOME. The Consolidated Plan focuses on the proposed uses of these two federal
funding resources for a five-year period. This Consolidated Plan covers the period of July 1, 2005
through June 30, 2010.
Community Development Block Grant (CDBG): The primary objective of this program is to
develop viable urban communities by providing decent housing, a suitable living environment, and
economic opportunities, principally for persons of low and moderate income. Funds can be used
for a wide array of activities, including: housing rehabilitation; homeownership assistance; lead-
based paint detection and removal; construction or rehabilitation of public facilities; removal of
architectural barriers; public services; rehabilitation of commercial or industrial buildings; and
loans or grants to businesses. The CDBG allocation for FY 2005/O6 is $1,553,719.
HOME Investment Partnership Program (HOME): The HOME program provides federal funds for
the development and rehabilitation of affordable rental and ownership housing for low and
moderate income households. HOME funds can be used for activities that promote affordable
rental housing and homeownership by lower income households, including: building acquisition;
new construction and reconstruction; moderate or substantial rehabilitation; homebuyer
assistance; and tenant-based rental assistance. The HOME allocation for FY 2005/O6 is
$801,375.
Citizen Participation
The City of Santa Monica encourages citizen involvement in the planning, implementation and
evaluation of its housing and community development programs. The Consolidated Plan is
developed to assist residents of the City, particularly those of lower and moderate incomes and
those with special housing and supportive needs. To encourage citizen participation in the
development of the 2005-2010 Consolidated Plan, the City provided opportunities for public
comment on the following occasions:
City of Santa Monica
2005-2010 Consolidated Plan Page ES-1
Executive Summary
• A consultation workshop was held on March 29, 2005 to solicit input from residents and
service providers on housing, homeless, and community development needs.
• The City provided a feedback form on the City website that asked website visitors to rank
community priorities for funding.
• A 30-day public review of the Draft Consolidated Plan, beginning May 21, 2005
• A public hearing before the City Council on June 21, 2005 to adopt the Consolidated
Plan
In addition, the Human Services Division met with the following City commissions during regularly
scheduled commission meetings to discuss housing and community development needs:
• Disabilities Commission - March 7, 2005
• Commission on the Status of Women - March 9, 2005
• Social Services Commission - March 14, 2005
• Commission for the Senior Community - Marchl 6, 2005
• Housing Commission - March 17, 2005
• Recreation and Parks Commission - March 17, 2005
All commission meetings were open to the public.
A detailed summary of the outreach efforts is discussed in Chapter 2 and a summary of public
comments is provided in Appendix A.
Summary of Housing and Community Development Needs
Housing
Santa Monica is one of the most densely populated urban areas in California. Consisting of only
8.3 square miles, the community has a population of approximately 90,000 residents. Population
gains have been very modest overthe past 30 years.
The Santa Monica population was stagnant between 1970 and 1980, increasing by less than one
percent. During the past two decades, the City population actually decreased by approximately
two percent between 1980 and 1990, and by three percent between 1990 and 2000. This
population trend was largely aitributable to a decline in average household size. However,
according to recent estimates, the Santa Monica population has begun to increase. The State
Department of Finance (DOF) estimated the Santa Monica population at 90,321 as of January
2004, representing a seven-percent increase since 2000.
Between 1990 and 2000, the household composition in Santa Monica experienced several
changes. The share of family households decreased slightly from 40 percent in 1990 to almost
38 percent in 2000. The proportion of elderly single households experienced a noticeable decline
from 25 percent in 1990 to approximately 21 percent in 2000. In contrast, the proportion of
single households increased from 49 percent to 51 percent. The decrease in the proportion of
family households in Santa Monica parallels the decrease in household size. The average
household size in 2000 was 1.83 compared to 1.88 in 1990.
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Executive Summary
The Comprehensive Housing Affordability Strategy (CHAS) developed by the Census Bureau for
HUD provides detailed information on housing needs by income level for different types of
households. Highlights from the CHAS data for the City of Santa Monica include:
• Citywide, 30 percent of all households in Santa Monica earned lower (less than 50
percent of the area Median Family Income (MFI)) and moderate (less than 80 percent of
the MFI) income levels. Specifically, 19 percent of all Santa Monica households earned
lower income levels.
• The proportion of households that earned lower income levels were higher among Black
(38 percent), Hispanic (28 percent), and Asian (23 percent) households than for White
households (17 percent).
• A significant proportion (73 percent) of the Extremely Low Income renter-households (0 to
30 percent of MFI) experienced one or more housing problems in 2000. Most of the
housing problems experienced by Extremely Low Income renter-households were
associated with severe housing cost burden.
• Approximately 87 percent of the Low Income households (31 to 50 percent of MFI)
experienced one or more housing problems in 2000. Low Income renter-households were
more likely to have a housing need than Low Income owner-households.
• A significant proportion (72 percent) of the City's Moderate Income households (51 to 80
percent of the MFI) experienced one or more housing problems in 2000. Among
Moderate Income Households, 20 percent of renter-households and 42 percent of owner-
households paid more than 50 percent of their gross income on housing.
Most land in Santa Monica was developed by the mid-1960s. Since that time growth has resulted
principally from recycling lower intensity land uses to higher density uses. In recent years, the City
has also experienced significant residential development in its commercial zones.
Santa Monica has a diverse mix of homes. Multi-family developments of more than five units
comprised the majority of the homes in the community (65 percent) followed by single-family
aitached and detached homes (23 percent), and smaller multi-family complexes of two to four
units (11 percent). Mobile homes comprised less than one percent of all Santa Monica
residences.'
Reflecting the high proportion of multi-family units, Santa Monica has the highest proportion of
rental households than any other city in Los Angeles County. Approximately 70 percent of all
households rented their homes, while 30 percent of households owned the unit they lived in. The
highest concentration of owner-occupied housing is located north of Wilshire Boulevard, and the
highest concentration of renter-occupied housing is located west of Lincoln Boulevard and along
the Pico Boulevard Corridor.
According to the 2004 Department of Finance estimates, approximately 68 percent of the City's
housing stock is over 30 years old, indicating the potential need for rehabilitation and continued
maintenance of a significant portion of the City's housing stock.
To address housing issues, the City has focused efforts on providing new affordable housing
through new construction, acquisition and rehabilitation for family, seniors and special needs
households, providing rental assistance, offering rehabilitation assistance for owner and renter
~ California State Department of Finance 2005 estimates.
City of Santa Monica
2005-2010 Consolidated Plan Page ES-3
Executive Summary
households, and providing financial assistance for owners of mobile homes who wish to upgrade
their unit.
Lead-Based Paint Elimination
An estimated 8,400 housing units occupied by low and moderate income households in Santa
Monica may contain lead-based paint. To reduce lead-based paint hazards, the City takes the
following actions:
• Monitors the lead-poisoning data maintained by the Los Angeles County Department of
Health Services.
• Incorporates lead-based paint hazard reduction procedures into rehabilitation guidelines
and include abatement costs as part of the subsidy.
• Develops and distributes lead-based paint reduction and abatement information to all
landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as
to community groups.
• Works cooperatively with its nonprofit housing providers and community health
organizations to provide educational material and identify potential sources of lead-
poisoning in City-assisted affordable housing projects.
• Addresses lead-based paint hazards in Section 8 assisted units with children six years and
under by providing grants to property owners for lead-based paint hazard reduction or
a batement.
• Addresses blight in individual buildings by eliminating specific conditions that present
health and safety hazards to the public.
• Conducts educational seminars for property owners on lead-based paint hazards and
provides lead-based paint testing and remediation to existing single- and multi-family
units, targeting low and moderate income households.
Populations with Special Needs
While housing needs are present across the full spectrum of residents in the City, certain segments
of the population may have more difficulty in finding decent, affordable housing due to their
special needs. In Santa Monica, these "special needs" groups include the elderly, persons with
HIV/AIDS, persons with disabilities, female-headed households, large households and persons
with drug and/or alcohol addiction. These special needs groups also have a high need for
community and supportive services.
Elderly: According to 2000 Census data, there were 12,078 residents in Santa Monica,
representing 14 percent of the total population. The City will assist this population through
housing rehabilitation/accessibility improvements, rental assistance, affordable housing
development, and accessibility improvements to sidewalks and public restrooms.
HIV/AIDS: According to the AIDS Epidemiology Unit of the Los Angeles County Department of
Health Services, it is estimated that 178 City residents are currently living with AIDS. A number of
facilities and agencies provide services for residents infected with HIV or AIDS, including Common
Ground, Project New Hope, Westside Women's Health Center, the Los Angeles County Office of
AIDS Coordination, VA Medical Center and UCLA Care Center. The City continues to support the
efforts made by Los Angeles County and local agencies to assist this special needs population.
City of Santa Monica
Page ES-4 2005-2010 Consolidated Plan
Executive Summary
Persons with Disabilities: According to the 2000 Census, 12,769 persons in Santa Monica had a
disability, comprising approximately 14 percent of the population aged five years and older. The
City will assist this population through housing rehabilitation/accessibility assistance and
accessibility improvements to sidewalks and public restrooms.
Female-Headed Households and Large Households: Single-parent households are likely to have
special needs for affordable housing near day care and recreation facilities. Large households
have special housing needs due to their income and the lack of adequately sized units. According
to the 2000 Census, there were 1,723 female-headed households and 1,466 large households
living in Santa Monica. This City will assist this population through rental assistance, housing
rehabilitation assistance and affordable housing development.
Persons with Alcohol/Other Drug Abuse (AODA): AODA is defined as excessive and impairing
use of alcohol or other drugs, including addiction. The National Institute of Alcohol Abuse and
Alcoholism estimates the number of inen with drinking problems (moderate or severe abuse) at 14
percent to 16 percent of the adult male population, and the number of women with similar
problems at 6 percent. Using these estimates, approximately 7,400 Santa Monica residents may
have alcohol abuse issues. The principal providers of alcohol and drug treatment programs in the
Santa Monica area are the CLARE Foundation and the Salvation Army.
Homeless Needs
Homeless individuals and families in Santa Monica need a variety of assistance. The impact of
homelessness in Santa Monica remains a top community concern. Balancing homeless people's
needs for space, food and sanitary facilities with the larger community need to preserve public
open space for all to use and share has been a key policy and operational challenge for the City.
Some homeless individuals, particularly those plagued by mental illness and addiction, do not
abide by the laws and regulations that govern behavior in public spaces. Such unlawful and anti-
social behavior continues to arouse fears and concerns about the safety of public parks and other
public spaces. These individuals require emergency and transitional shelter, medical care, and life
and job skills training.
Santa Monica is unique for a city of its size in having a comprehensive continuum of care for the
homeless. This continuum of care model is characterized by the following components: outreach,
emergency services, intake and assessment, emergency shelter, case management and supportive
services, transitional housing, permanent housing and aftercare. The City's five-year strategy for
homeless services seeks to: 1) continue to implement a comprehensive continuum of care system
by maintaining the existing inventory of homeless services and evaluate the services and service
delivery offered by the continuum; and 2) address gaps and strengthen the delivery of services in
Santa Monica and the Westside, targeting services to assist those chronic, most difficult to reach
and "service resistant" homeless people who have been on Santa Monica's streets for an extended
period of time and ensure that they find permanent housing with supportive services. The goals
are to:
• Effectively assist homeless individuals and families in returning to a self-sufficient status;
• Eliminate unnecessary duplication of services; and
• Emphasize long-term solutions to homelessness by using an active intervention approach
that combines housing, counseling, case management, and job training.
City of Santa Monica
2005-2010 Consolidated Plan Page ES-5
Executive Summary
The City of Santa Monica will support its continuum of care program through CDBG-funded
activities, including the provision of emergency shelter and supportive services for persons at risk
of homelessness.
Community Development Needs
Public and Community Facility Infrastructure Needs: The City has identified a need to provide
accessibility improvements to restrooms located near the beach, create accessibility improvements
at City facilities and to sidewalks and streets, and to provide recreation improvements to parks and
recreational facilities.
Strategic Plan
The key element of the Consolidated Plan is the Strategic Plan for the Five-Year period. This
strategy provides the estimated resources available to meet housing and community development
needs in the next five years as well as long-range measurable goals. The One-Year Action Plan
has specific targets and estimates of the resources commiited to the various projects and programs
to be implemented in the upcoming year.
The foundation for each strategy is a list of priorities for both housing and community development
activities. Each set of priorities was developed in response to the issues identified in the Housing
and Community Development Needs Section.
Priority Housing Activities
Priority lA: Expand the Supply of Housing Affordable to Lower and Moderate Income
Households, particularly for renters
Priority 1 B: Conserve the Supply of Housing Affordable to Lower and Moderate Income
Households, particularly for renters.
Priority 1 C: Expand Homeownership Opportunities for Low and Moderate Income First-Time
Homebuyers
Priority Homeless Activities
Priority 2A: Coordinate Housing and Support Services for the Homeless and Those Threatened
with Homelessness Following a Housing First and Continuum of Care Model.
Evaluate services and service delivery provided through the Continuum of Care.
Priority 2B: Collaborate with City, County Mental Health and local non-profit service providers
to provide individualized intervention, treatment and housing placement plans for
chronically homeless clients, and to locate a sobering center in Santa Monica or
adjacent area
Priority Community and Support Services Activities
City of Santa Monica
Page ES-6 2005-2010 Consolidated Plan
Executive Summary
Priority 3A: Provide Public and Community Services for Low and Moderate Income Persons
Priority 3B: Provide Needed Support Services for Persons with Special Needs
Priority Public and Community Facilities Activities
Priority 4A: Upgrade, Expand, and Create Additional Community, Park, and Recreational
Facilities
Priority Infrastructure Improvements Activities
Priority 5A: Protect and Enhance Environmental and Public Health by Reducing the Level of
Pollutants Entering the Storm Drain System, and Ultimately the Santa Monica Bay
Priority 5B: Protect and Enhance Environmental and Public Health by Reducing the Level of
Wastewater Flows and Replacing and Relining Aging Sewer Lines
Priority 5C: Enhance the Safety, Improve Traffic Flow and Maintain the Aesthetic Viability of the
City by On-Going Maintenance and Improvements to the City's Streets and
Sidewalks
Priority 5D: Provide Aesthetically-Pleasing, Coherent, Energy Efficient, Self-Regulating, and
Economical Street Lighting throughout the City
Priority 5E: Provide a Safe and Continuous Water Supply to the Consumer by the Continual
Operation of the City's Water Storage and Distribution System
Priority 5F: Meet the State's Solid Waste Management Act of 1989 (AB 939) Diversion Goals
and the City's Sustainable Cities Program Guidelines for Environmentally Safe
Refuse Disposal
Priority Economic Development and Anti-Poverty Activities
Priority 6A: Provide for Job Training and Economic Development Activities to Reduce the
Number of Persons in Poverty
Planning and Administration
Priority 7A: Provide for Necessary Planning Activities to Develop both Housing and Community
Development Plans to Address Anticipated Needs
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2005-2010 Consolidated Plan Page ES-7
Executive Summary
Summary of the One Year Action Plan
The One-Year Action Plan identifies specific goals consistent with the Five-Year Strategy and lists
projects, programs and resources that will be used to implement the Strategy during FY 2005/O6.
The following tables identify the amount of CDBG and HOME resources and the specific
recommended allocations and activities for housing and for community development programs.
Fundin Sources Amount
CDBG FY2005/O6Allocation $1,553,719
Program Income $2,713,589
CDBG Entitlement plus Program Income
S u b-tota I $4,267,308
HOME FY 2005/O6 Allocation $801,375
Total $5,068,683
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Page ES-8 2005-2010 Consolidated Plan
Executive Summary
Table 5-2
FY 2005/2006 Proposed Projects
Consolidated Plan
FY 2005/06 throu h FY 2009/10 FY 2005/06 Action Plan
FY 2005/06 5-Year 1-Year Fundin
Project Name Priority Program Objectives Objectives B/M $
Citywide Affordable Priority lA Multi-Family Housing 57 units g $2,982,541 *
Housing Program Production 52
Priority 1B Special Needs 8 units households M $601,375**
Acquisition/Rehabilitation
Priority 1 C Mobile Home 25 Units 10 B $400,000
Improvements Households
Tenant-Based Rental Priority lA Section 8 Assistance 128 25 M $200,000
Assistance households households
Residential Priority 1 B Residential Rehabilitation 200 20 B $300,000
Rehabilitation households households
Program
Residential Priority 3B Home Access Program 150 Persons 30 persons B $1 7,425
Accessibility with with
Modifications disabilities disabilities
Accessibility Priority 3B Accessibility 250 15 curb cuts B $65,000
Improvements Modifications for Streets modifications and 1 facility
and Sidewalks remodeling
Emergency Shelter for Priority 2A Emergency Shelter 2,250 450 B $242,442
Homeless Persons Services homeless homeless
persons persons
Emergency Services to Priority 2A Shelter Plus Care/Family 950 persons 190 persons B $87,700
Persons At-Risk of Self-Sufficiency at-risk of at-risk of
Homelessness homelessness homelessness
Beach Restroom Priority 4A Accessibility 9 restrooms 2 restrooms B $50,000
Accessibility Improvements improved improved
Modifications
CDBG Program Priority 7A Planning Activities Not Not B $122,200
Administration Applicable Applicable
Priority 6A No specific activity for FY 05/O6
Priorit 5A-5F No s ecific activit for FY 05/O6
B= Community Development Block Grant (CDBG) M= HOME
* 44 units at 26th and Santa Monica were funded with prior CDBG ($1,691,967 million) for Acquisition/Redevelopment in August
2004. Units will be completed approximately May 2006.
** 8 units (OPCC) were funded with prior HOME funds ($800,000) in August 2003. Expected completion is late Spring 2006.
** 13 units at 1548 5th Street were funded with prior HOME funds ($1.3 million) in December 2004. Expected completion is FY
06/07.
City of Santa Monica
2005-2010 Consolidated Plan Page ES-9
Table of Contents
Section
Page
1. Coordinating and Managing the Process ................................... 1-1
1.1 Program Descriptions ............................................................. 1-1
1.l .l Community Development Block Grant (CDBG) ................ 1-1
1.l .2 HOME Investment Partnership (HOME) ............................ 1-1
1.2 Consolidated Plan Document ................................................. 1-1
1.3 Lead Agency ........................................................................ 1-2
1.4 Interdepartmental Working Group ........................................ 1-2
1.5 Consultation with Commissions ............................................ 1-2
1.6 Consultation with Service Providers and the Community ....... 1-3
1.6.1 Housing and Community Development Community
Workshop ................................................................... 1-3
1.6.2 Housing and Community Development Priorities Website
Feedback Form ............................................................. 1 -3
1.6.3 Consolidated Plan Preparation ........................................ 1-3
2. Summary of Citizen Participation Process ..................................2-1
2.1 Components of Citizen Participation .....................................2-1
2.1 .l Public Meetings ............................................................. 2-1
2.1 .2 Housing and Community Development Priorities Website
Feedback Form ............................................................. 2-2
2.1.3 Draft Proposed Consolidated Plan Available for Public
Review .......................................................................... 2-3
3. Housing and Community Development Needs .......................... 3-1
3.1 Household Needs ................................................................... 3-2
3.1.1 Demographic and Household Characteristics and Trends.. 3-2
Demographic Trends ...................................................... 3-2
Households Trends ........................................................ 3-5
3.1.2 Areas of Racial/Ethnic and Low Income Concentrations..... 3-6
Racial/Ethnic Concentrations ........................................... 3-6
Concentrations of Low Income Population ........................ 3-12
3.1.3 Special Needs Populations ............................................. 3-14
Elderly and Frail Elderly .................................................. 3-15
Persons with Disabilities .................................................. 3-15
City of Santa Monica
2005-2010 Consolidated Plan Page toc-i
Section Page
People with HIV Infection and AIDS .................................. 3-1 7
Female-Headed Households ........................................... 3-18
Large Households .......................................................... 3-18
Alcohol/Other Drug Abuse ............................................. 3-19
3.1.4 Estimates of Current Housing Needs ................................ 3-20
Overcrowding ............................................................... 3-21
Extremely Low Income Households (0-30% MFI) ................ 3-22
Low Income Households (31-50% MFI) ............................ 3-22
Moderate Income Households (51-80% MFI) .................... 3-22
3.2 Homeless Needs .................................................................... 3-24
3.2.1 Nature and Extent of Homelessness ................................ 3-24
Homeless Population Profile ............................................ 3-25
Point-in-Time Population versus Long-Term Population ....... 3-25
3.2.2 Needs of Persons Threatened with Homelessness .............. 3-25
3.2.3 Inventory of Facilities and Services forthe Homeless and
Persons Threatened with Homelessness ............................ 3-26
Social Service Programs for the Homeless
and Near-Homeless ....................................................... 3-27
3.2.4 Unmet Needs ................................................................ 3-28
3.3 Public and Assisted Housing Needs ........................................ 3-31
3.3.1 Tenant-Based Rental Housing Assistance .......................... 3-31
Section 8 Vouchers ........................................................ 3-31
Waiting List for Rental Assistance ..................................... 3-31
3.3.2 Inventory of Assisted Housing Units .................................. 3-31
Publicly Assisted Affordable Housing ................................ 3-31
Housing Projects At-Risk .................................................. 3-38
3.4 Market Conditions .................................................................. 3-39
3.4.1 Housing Characteristics .................................................. 3-39
Housing Type and Growth .............................................. 3-39
Housing Tenure ............................................................. 3-39
3.4.2 Housing Cost ................................................................ 3-40
Ownership Housing Cost ................................................ 3-40
Rental Housing Cost ....................................................... 3-41
City of Santa Monica
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Section Page
3.4.3 Housing Condition ........................................................ 3-42
Age and Condition ......................................................... 3-42
Lead-Based Paint Hazards .............................................. 3-43
3.5 Barriers to AfFordable Housing ............................................... 3-44
3.5.1 Market Barriers .............................................................. 3-44
Land and Construction Costs ........................................... 3-44
Availability of Financing .................................................. 3-45
3.5.2 Potential Governmental Barriers ...................................... 3-46
Land Use Controls ......................................................... 3-46
Codes and Enforcement ................................................. 3-47
Americans with Disabilities Act ......................................... 3-47
On-Site and Off-Site Improvements ................................. 3-47
Fees and Taxes .............................................................. 3-48
Article 34 ...................................................................... 3-48
Additional Constraints .................................................... 3-49
3.6 Community Development Needs ............................................ 3-49
3.6.1 Public/Community Services and Facilities ......................... 3-49
Anti-Crime Programs ...................................................... 3-49
Substance Abuse Services ............................................... 3-52
Transportation Services ................................................... 3-53
Fair Housing and Tenant/Landlord Counseling ................. 3-54
Health Services and Facilities .......................................... 3-55
Services and Facilities for Persons with Disabilities ............. 3-56
Senior Services and Facilities ........................................... 3-57
Youth Services and Facilities ............................................ 3-58
Childcare Services and Facilities ...................................... 3-61
Parks and Recreation Facilities ........................................ 3-62
Parking Facilities ............................................................ 3-63
Accessibility of Facilities .................................................. 3-63
3.6.2 Infrastructure Improvements ............................................ 3-64
Street Improvements ....................................................... 3-64
Garbage/Trash Removal ................................................ 3-64
Sewer System Improvements ........................................... 3-65
Water System Improvements ........................................... 3-66
Flood Prevention/Drainage Improvements ........................ 3-67
3.6.3 Economic Development .................................................. 3-68
3.6.4 Public Housing Improvements ......................................... 3-70
City of Santa Monica
2005-2010 Consolidated Plan Page toc-iii
4. Housing and Community Development Strategy ........................ 4-1
4.1 Resources for Housing and Community Development
Activities .. .............................................................................. 4-1
4.2 Housing and Community Development Activities ................... 4-5
4.2.1 Priority Housing Needs ................................................... 4-5
Priority lA: Expand the Supply of Housing Affordable to
Lower and Moderate Income Households,
Particularly for Renters .................................................... 4-5
Priority 1 B: Conserve the Supply of Housing Affordable
to Lower and Moderate Income Households ..................... 4-7
Priority 1 C: Expand Homeownership Opportunities for
Low and Moderate Income First-Time Homebuyers............ 4-8
4.2.2 Priority Homeless Needs ................................................. 4-10
Priority 2A: Coordinate Housing and Support Services
for the Homeless and Those Threatened with
Homelessness Following a Continuum of Care Model ....... 4-10
4.2.3 Priority Community and Support Services ......................... 4-15
Priority 3A: Provide Public and Community Services
for Low and Moderate Income Persons ............................. 4-15
Priority 3B: Provide Needed Support Services for
Persons with Special Needs ............................................. 4-16
4.2.4 Priority Public and Community Facilities ........................... 4-17
Priority 4A: Upgrade, Expand, and Create Additional
Community, Park, and Recreational Facilities .................... 4-1 7
4.2.5 Priority Infrastructure Improvements ................................. 4-19
Priority 5A: Protect and Enhance Environmental and Public
Health by Reducing the Level of Pollutants Entering the
Storm Drain System, and Ultimately the Santa Monica
Bay ............................................................................ 4-19
Priority 5B: Protect and Enhance Environmental and Public
Health by Reducing the Level of Wastewater Flows and
Replacing and Relining Aging Sewer Lines ..................... 4-20
Priority 5C: Enhance the Safety, Improve Traffic Flow and
Maintain the Aesthetic Viability of the City by On-Going
Maintenance and Improvements to the City's Streets
And Sidewalks ............................................................. 4-21
Priority 5D: Provide Aesthetically-Pleasing, Coherent,
Energy Efficient, Self-Regulating, and Economical Street
Lighting Throughout the City ........................................ 4-21
Priority 5E: Provide a Safe and Continuous Water Supply....
to the Consumer by the Continual Operation of the
City's Water Storage and Distribution System ................. 4-22
Priority 5F: Meet the State's Solid Waste Management
Act of 1989 (,4B 939) Diversion Goals and the City's
Section
Page
Page toc-iv
City of Santa Monica
2005-2010 Consolidated Plan
Sustainable Cities Program Guidelines for
Environmentally Safe Refuse Disposal ........................... 4-23
4.2.6 Priority Economic Development and Anti-Poverty Activities . 4-24
Priority 6A: Provide for Job Training and Economic
DevelopmentActivities to Reduce the Number of
Persons in Poverty ....................................................... 4-24
4.2.7 Planning and Administration ........................................... 4-25
Priority 7A: Provide for Necessary Planning Activities
Develop both Housing and Community Development
Plans to Address Anticipated Needs .............................. 4-25
4.2.8 Summary of Five-Year Objectives .................................... 4-25
4.3 Removal of Barriers to AfFordable Housing ........................... 4-33
4.4 Anti-Poverty Strategy .............................................................. 4-33
4.5 Lead-Based Paint Reduction Strategy ..................................... 4-34
4.6 Institutional Structure ............................................................. 4-35
4.6.1 Agencies .......................................................................4-35
City of Santa Monica ...................................................... 4-35
Other Public and Quasi-Public Agencies .......................... 4-36
4.6.2 Non-Profit Organizations ................................................ 4-36
4.6.3 Gaps in Service Delivery System ...................................... 4-37
5. Action Plan for FY 2005/06 ............................................................ 5-1
5.1 Housing and Community Development Resources ................. 5-1
5.2 FY 2005/06 Activities and Relationship to
Five-Year Priorities ............................................................... 5-2
5.3 Geographic Distribution ....................................................... 5-7
5.4 Lead-Based Paint Hazard Reduction ..................................... 5-8
5.5 Economic Development and Anti-Poverty Strategy ................ 5-9
5.6 Institutional Structure and Intergovernmental Cooperation ... 5-10
5.7 Monitoring ...........................................................................5-10
5.8 Homelessness ...................................................................... 5-1 1
5.9 Obstacles to Meeting Underserved Needs ............................. 5-1 1
City of Santa Monica
2005-2010 Consolidated Plan Page toc-v
Section
Page
5.10 AfFordable Housing ................................................................ 5-12
5-1 1 Removal of Barriers to AfFordable Housing ............................ 5-12
5-12 Public Housing Resident Initiatives ......................................... 5-12
5.13 Program-Specific Requirements .............................................. 5-13
5.13.1 CDBG Program ........................................................... 5-13
5.13.2 HOME Program .......................................................... 5-13
Appendices:
A. Meeting Summaries
B. Proposed Projects
C. Public Notices
D. Certifications
E. Public Comments
F. 2005/06 Proposed Youth Budget
G. Findings on Homelessness from 2005 Residential Survey
H. Key Findings from Survey of Pico Area Residents
City of Santa Monica
Page toc-vi 2005-2010 Consolidated Plan
List of Tables
3-1 Population Growth: 1950-1999 ................................................................................... 3-3
3-2 Age Characteristics .................................................................................................... ..3-4
3-3 Jobs Held by Santa Monica Residents .......................................................................... .. 3-4
3-4 Estimates of Employment Opportunities ....................................................................... .. 3-5
3-5 Household Characteristics .......................................................................................... .. 3-6
3-6 Race and Ethnicity by Person and Householder ............................................................. .. 3-6
3-7 School Enrollment by Race/Ethnicity ............................................................................ .. 3-7
3-8 Households by Race/Ethnicity and Income: 2000 ......................................................... 3-12
3-9 Orientation and Capacity of Licensed Community Care Facilities ................................... 3-15
3-10 Disability Status of Non-institutional Persons: 2000 ....................................................... 3-16
3-1 1 Housing Assistance Needs of Low and Moderate Income Households ............................. 3-21
3-12 Short-Term Housing Capacity for Homeless Persons in Santa Monica ............................. 3-27
3-13 Homeless Services ..................................................................................................... 3-28
3-14 Homeless Individuals and Persons in Families by Service Planning Area .......................... 3-29
3-15 Continuum of Care Gap Analysis West Service Planning Area ........................................ 3-30
3-16 2004 Inventory of Homeless Beds in Los Angeles Continuum of Care ............................. 3-30
3-17 Publicly Assisted Affordable Housing Summary ............................................................. 3-32
3-18 Inventory of Publicly Assisted Affordable Housing in Santa Monica ................................. 3-33
3-19 Use Restrictions by Funding Source .............................................................................. 3-38
3-20 Housing by Structure Type: 1990-2004 ....................................................................... 3-39
3-21 Housing Sales Prices in Santa Monica and Surrounding Areas ....................................... 3-40
3-22 Affordable Home Prices by Income Category ................................................................ 3-41
3-23 Income Needed to Afford Maximum Allowable Rent (MAR) ............................................ 3-42
3-24 Age of Housing - 2004 .............................................................................................. 3-42
3-25 Reported Incidents of Elevated Blood Level (EBL) ........................................................... 3-43
3-26 Number of Housing Units with LBP Occupied by Lower Income Households .................... 3-44
3-27 Children, Teens, and Family Services ........................................................................... 3-60
4-1 Public and Private Resources Available for Housing
and Community Development Activities ......................................................................... 4-1
4-2 Summary of Households Housing Needs and Five-Year CDBG and HOME Objectives .... .. 4-9
4-3 Summary of Five-Year Housing and Community Development Needs ............................. 4-26
4-4 Priority Non-Homeless Special Needs .......................................................................... 4-27
4-5 Priority Community Development Needs ...................................................................... 4-28
4-6 Summary of Specific Homeless/Special Needs Objectives .............................................. 4-30
5-1 CDBG and HOME Funds Available for FY 2005/06 ....................................................... 5-1
5-2 FY 2005/2006 Proposed Projects ................................................................................. 5-2
City of Santa Monica
2005-2010 Consolidated Plan Page toc-vii
List of Figures
3-1 Concentration of Minority Households ........................................................................... 3-8
3-2 Concentration of Hispanic Households .......................................................................... 3-9
3-3 Concentration of African American Households ............................................................ 3-10
3-4 Concentration of Asian Households ............................................................................. 3-1 1
3-5 Low and Moderate Income Areas ................................................................................ 3-13
3-6 Renter Overcrowding by Census Tract ......................................................................... 3-23
City of Santa Monica
Page toc-viii 2005-2010 Consolidated Plan
Section 1. Coordinating and Managing the Process
1.1 Program Descriptions
The 2005-2010 Consolidated Plan covers the period of FY 2005/O6 through FY 2009/10 (July 1,
2005 through June 30, 2010) for the City of Santa Monica. The Consolidated Plan satisfies the
statutory HUD requirements of the Community Development Block Grant and HOME Investment
Partnership programs.
1.1.1 Community Development Block Grant (CDBG)
The CDBG program was initiated by the Housing and Community Development Act (HCDA) of
1974. The primary objective of this program is to develop viable urban communities by providing
decent housing, a suitable living environment, and economic opportunities, principally for persons
of low and moderate income. Regulations governing the CDBG program also require that each
activity undertaken with CDBG funds meet one of the following three broad national objectives:
^ Benefit low and moderate income persons;
^ Aid in the prevention or elimination of slums and blight; or
^ Meet other community development needs having a particular urgency.
1.1.2 HOME Investment Partnership (HOME)
The HOME program was created as part of the 1990 National Affordable Housing Act. The
HOME program provides federal funds for the development and rehabilitation of affordable rental
and ownership housing for low and moderate income households. The program gives the grantee
flexibility to fund a wide range of affordable housing activities through housing partnerships with
private industry and nonprofit organizations.
1.2 Consolidated Plan Document
The Consolidated Plan identifies Santa Monica's overall housing and community development
needs, and outlines a strategy to address those needs. The Plan must include the following
components:
• An assessment of the housing and community development needs and market conditions;
• A strategy that establishes priorities for addressing the identified housing and community
development needs; and
• A one-year action plan that outlines the intended use of resources.
City of Santa Monica
2005-2010 Consolidated Plan Page 1-1
Coordinating and Managing the Process
HUD regulations require that the needs assessment and housing and community development
strategy cover a three- to five-year planning period. This Consolidated Plan covers the period July
l, 2005 through June 30, 2010.
1.3 Lead Agency
The City of Santa Monica's Human Services Division serves as the lead agency in coordinating the
preparation of the Consolidated Plan.
1.4 Interdepartmental Working Group
The City Interdepartmental Working Group brought together staff of key City departments involved
in community development activities, including representation from the following departments and
divisions:
• Office of the City Aitorney
• Office of the City Manager
• Community and Cultural Services (Administration and Human Services Divisions)
• Environmental and Public Works Management
• Resource Management (Housing and Redevelopment Division, and Economic
Development Division)
The Interdepartmental Working Group reviewed and prioritized needs identified through the needs
assessment and other existing planning studies and was responsible for the development of the
five-year strategic plan.
1.5 Consultation with Commissions
The City of Santa Monica Human Services Division met with various City commissions during
regularly scheduled commission meetings to review the Consolidated Plan process, present and
receive input on community needs, and obtain input on funding priorities. The following
commissions were consulted:
• Disabilities Commission - March 7, 2005
• Commission on the Status of Women - March 9, 2005
• Social Services Commission - March 14, 2005
• Commission for the Senior Community March 16, 2005
• Housing Commission - March 17, 2005
• Recreation and Parks Commission - March 17, 2005
Comments from City Commissions are summarized in Appendix A.
1.6 Consultation with Service Providers and the Community
City of Santa Monica
Page 1-2 2005-2010 Consolidated Plan
Coordinating and Managing the Process
1.6.1 Housing and Community Development Community Workshop
On March 29, 2005, the City of Santa Monica held a Housing and Community Development
Workshop for Santa Monica residents and housing and service providers. This workshop provided
an opportunity to gather feedback on the City's housing, homeless, and community development
needs.
Workshop participants were invited to provide oral or wriiten comments, or comment on a
feedback form provided on the City's website. A complete discussion of the community
participation process is described in Section 2 and comments received are summarized in
Appendix A.
1.6.2 Housing and Community Development Priorities Website Feedback
Form
The City of Santa Monica provided a feedback form on the City website that asked website visitors
to rank community priorities for funding based on the following topic areas: housing; community
facilities; community services; homeless services; economic development activities; and public
improvements.
1.6.3 Consolidated Plan Preparation
The following City departments, community-based organizations, and housing and service
providers contributed to the development of the 2005-2010 Consolidated Plan through direct
coordination and interviews.
Housing Programs
• City of Santa Monica Department of Planning and Community Development
• City of Santa Monica Department of Resource Management, Housing and Redevelopment
Division
• City of Santa Monica Rent Control Agency
• Los Angeles County Housing Authority
• City of Santa Monica, Office of the City Aitorney
Public, Homeless, and Other Supportive Services
• City of Santa Monica Department of Community and Cultural Services, Human Services
Division
• Los Angeles Homeless Services Authority (LAHSA)
Economic Development
• City of Santa Monica Department of Resource Management, Economic Development
Division
City of Santa Monica
2005-2010 Consolidated Plan Page 1-3
Coordinating and Managing the Process
City Public Works, Facilities, and Public Safety
• Santa Monica Police Department
City of Santa Monica Environmental and Public Works Management
City of Santa Monica Department of Community and Cultural Services, Administration
Division
Lead-Based Paint Hazard Reduction
Los Angeles County Department of Health Services (Childhood Lead Poisoning Prevention
Program, Epidemiology Unit)
City of Santa Monica
Page 1-4 2005-2010 Consolidated Plan
Section 2. Summary of Citizen Participation Process
The City encourages and solicits the participation of its residents, community stakeholders, and
other local agencies/governments in the process of identifying housing and community
development needs in Santa Monica and prioritizing the expenditure of CDBG and HOME funds.
2.1 Components of Citizen Participation
2.1.1 Public Meetings
As part of the Consolidated Plan development, the City of Santa Monica conducted a series of
public meetings in various formats to receive public input. All public meetings are conducted at
places that are accessible to persons with disabilities. Disability-related requests, including sign-
language interpreters, are accommodated. In addition, Spanish translation is available.
Commission Meetings
The Human Services Division met with the following City commissions during regularly scheduled
commission meetings to discuss housing and community development needs:
• Disabilities Commission - March 7, 2005
• Commission on the Status of Women - March 9, 2005
• Social Services Commission - March 14, 2005
• Commission for the Senior Community - March 16, 2005
• Housing Commission - March 17, 2005
• Recreation and Park Commission - March 1 7, 2005
All commission meetings were open to the public. Comments received are summarized in
Appendix A.
Housing and Community Development Workshop
On March 29, 2005, the City of Santa Monica held a
Housing and Community Development Workshop at the
Ken Edwards Center for Santa Monica residents and
housing and service providers. This workshop provided
an opportunity to gather feedback on the community's
housing, homeless, and community development needs.
A brief presentation on the City's demographics and
areas of need was provided, followed by two focus group
break-out sessions.
Approximately 3,000 flyers advertising the workshop
were sent out to students at seven schools that are
located within the City's low and moderate income area
for the purpose of notifying their parents. An additional
City of Santa Monica
2005-2010 Consolidated Plan Page 2-1
The Housing and Communify Developmenf
Workshop held on March 29, 2005, provided an
opporFunify for residenfs, and housing and service
providers fo provide commenfs on communify
needs.
Summary of Citizen Participation Process
500 notices/flyers were distributed at all City libraries, the Santa Monica City Hall, the Public
Safety Facility, all City parks, and at community centers within low and moderate income areas.
An additional 1,000 additional flyers were distributed to 30 social service and housing providers
that serve Santa Monica residents. All of the flyers/notices distributed were available in English
and Spanish (see sample flyer in Appendix C).
Information about the Workshop was also provided on the City's website. Notices of the workshop
were published in the Santa Monica Daily Press and the Surf Santa Monica newspapers, as well as
on the City TV station.
In addition to City staff, approximately 25 residents, service providers, and Commission members
aitended the Workshop and provided invaluable input regarding housing, homeless, and
community development needs. Attendees included representatives from the following agencies:
• Homeless Liaison Program (H.L.P. Team)
• Side by Side/Making Change
• Social Services Commission
• Santa Monica College
• SHELTER
• Westside Center for Independent Living (WCIL)
• Step Up On Second
• Community Corporation of Santa Monica (CCSM)
Workshop participants were invited to provide oral or written comments or comment on a
feedback form provided on the City's website (see below). Comments received are summarized in
Appendix A.
Public Hearing
The City will conduct a public hearing on the Draft Consolidated Plan before the City Council on
June 21, 2005. The City provides citizens with advance notice of the public hearing related to the
CDBG and HOME programs and makes copies of all related materials available for public review
as soon as the notice is published. Notice of the public hearing will be published in the Santa
Monica Daily Press and Surf Santa Monica at least 15 days prior to the hearing date.
2.1.2 Housing and Community Development Priorities Website Feedback
Form
The feedback form provided on the City's website asked website visitors to rank community
priorities for funding on the following topic areas: housing; community facilities; community
services; homeless services; economic development activities; and public improvements. The
feedback form was designed only as an additional avenue to receive input from the public; it was
not intended to be a scientific survey with statistical validity.
The website feedback survey had 39 respondents. Results of the website feedback survey
(summarized below) indicated community facilities and public improvements as the highest need
among the respondents. However, most of the respondents identifying community facilities and
public improvements as the highest need further specified the need for a dog beach. Such a use
City of Santa Monica
Page 2-2 2005-2010 Consolidated Plan
Summary of Citizen Participation Process
is not a CDBG-eligible activity and therefore is not relevant to the Consolidated Plan. Excluding
such responses would indeed rank community services as the highest need for purposes of the
Consolidated Plan.
Santa Monica Website Survey Ranking Results
Category Ranking Average Ranking
Community Facilities 1 (tie) 3.00
Public Improvement
Community Services 2 3.39
Housing 3 3.56
Economic Development 4 3.75
Homeless Services 5 4.50
2.1.3 Draft Proposed Consolidated Plan Available for Public Review
The Draft Proposed Consolidated Plan and One-Year Action Plan were available for public review
for a 30-day period beginning May 21, 2005. The Draft Proposed Plan was available at the
following locations:
^ Santa Monica City Hall - Information Desk
^ Santa Monica Department of Community and Cultural Services, Human Services Division,
Room 212
^ City Clerk's Office
^ Santa Monica Main Library and branch libraries
^ Ken Edwards Center
^ City of Santa Monica website
Public comments on the Draft Proposed Consolidated Plan and Action Plan have been addressed
and included in the final Consolidated Plan within Appendix A.
City of Santa Monica
2005-2010 Consolidated Plan Page 2-3
Section 3. Housing and Community Development
Needs Assessment
An overall picture of the housing and community development needs in Santa Monica is
presented in this section. This information will assist the City in establishing priorities and
allocating Federal, State, and local resources to address the identified needs.
Sources of Data
In preparing this Consolidated Plan, many special studies and reports were consulted. These
include:
• Santa Monica 2000-2005 Housing Element: In 2001, the City comprehensively updated
the Housing Element of the General Plan. As part of the update, extensive research was
conducted to identify demographic characteristics and housing market conditions, as well
as to assess any constraint to housing development.
• Special Homeless Census: The City engaged the Los Angeles-based Economic
Roundtable, a non-profit research and public policy group, to plan and coordinate a one-
day survey of homeless people living in Santa Monica. Conducted on October 27, 1999
by 58 enumerators from 15 organizations, it was the first homeless census in ten years.
While a new Census was conducted in January 2005, the results of which will not be
available until Summer 2005, the 1999 Census results continue to be relevant.
• 2000 Census: The 2000 Census contains comprehensive information for describing the
demographic and housing characteristics of Santa Monica.
• 2004 Comprehensive Housing Affordability Strategy (CHAS): Developed by the Census
Bureau for HUD using 2000 Census data, the CHAS database contains information on
low and moderate income households, as well as housing problems (i.e., cost burden,
overcrowding, and substandard conditions) by race/ethnicity.
• State Department of Finance Population and Housing Estimates: The State Department of
Finance provides estimates on current population and housing stock based on housing
construction and demolition data submiited annually by local jurisdictions.
• Analysis of Impediments to Fair Housing Choice (AI): Every five years, the City must
prepare an AI to assess the status of fair housing in the community. The City's latest AI
was completed in 2002.
• City of Santa Monica Community Profile (RAND): In May 2003, the Santa Monica-based
RAND Corporation completed a demographic review for the City in order to help create
an updated profile of the community. The study placed an emphasis on the makeup of
families and other residents. It also assessed demographics according to zip code. The
findings rely on national, State, County, and local planning documents as well as
information from service providers.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-1
Housing and Community Development Needs Assessment
• Community Voices Report 2003: In 1999, at the direction of the City Council, the
Human Services Division initiated its first community-wide planning process, Community
Voices, which resulted in a report that described the City of Santa Monica's demographic
profile, human service needs, and human service priorities. In 2002, the Division
undertook a second planning process, also called Community Voices, for the purpose of
updating data and determining its FY 2003-2006 funding strategies and
recommendations. This effort involved more than 2,000 residents, community leaders,
and service providers in identifying and discussing community needs. Data was gathered
through a variety of inethods including, surveys, discussion groups, presentations and
discussions at five public hearings, and a Community Voices Gathering attended by more
than 250 people.
• Biennial Resident Survey: The 2005 telephone survey of 400 residents citywide and an
additional 150 residents from the Pico Area (living in the 90404 zip code) was conducted
in January 2005. Results indicate that residents are increasingly dissatisfied with the
number of homeless people and homeless people causing problems in the City and
believe the City could do a better job of enforcing laws against panhandling, camping in
parks and sleeping in doorways. Affordability of housing for low income and seniors
remains a serious concern, although it dropped in importance from previous years and
ranked this year with education after traffic, homelessness, crime and parking as issues to
be addressed. Attachments G and H present detailed survey results on homelessness and
Pico Neighborhood resident concerns.
• Child Care in Santa Monica: In September 2000, the Santa Monica Human Services
Division completed a study that assessed the current supply and demand for child care in
the City. The study provided policy makers, child care providers, and employers with
useful information, identified impact of nonresidents who use child care in Santa Monica,
and identified zip code areas and service options most in need of expanded services.
Findings from these special studies, surveys, and discussions help define housing and community
development needs and priorities in Santa Monica.
3.1 Household Needs
Ensuring the availability of adequate housing for all Santa Monica residents is a primary housing
goal for the City. To implement this goal, the City must target its programs toward those
households with the greatest need. This section discusses the City's demographic and household
characteristics to beiter define the nature and extent of unmet housing and community
development needs in Santa Monica.
3.1.1 Demographic and Household Characteristics and Trends
Demographic and household characteristics and trends affect demand and supply for housing in
a community. Understanding the population growth, age distribution, racial/ethnic composition,
and employment trends helps evaluate the extent of housing needs with regard to availability and
affordability. Such characteristics also point to the need for specific community development
needs.
City of Santa Monica
Page 3-2 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Demographic Trends
Population Growth
Between 1950 and 1980, the Santa Monica population increased at declining rates from 14
percent between 1950 and 1960, to 5.7 percent between 1960 and 1970 (Table 3-1). The
Santa Monica population was stagnant between 1970 and 1980, increasing by only 25 people
(less than one percent). During the past two decades, the City population actually decreased by
l.b percent between 1980 and 1990, and by 3.3 percent between 1990 and 2000. This
population trend was largely aitributable to a decline in average household size. However, in
January 2005, the State Department of Finance (DOF) estimated the Santa Monica population at
91,495, representing an 8.8-percent increase since 2000.
In contrast, Los Angeles County grew by 6.9 percent (from 8,863,164 to 9,519,338) between
1990 and 2000. The County population growth for the period 1990-2000 was largely due to
the continued development of vacant land in outlying areas, such as the Santa Clarita and
Antelope valleys. In January 2005, the State DOF estimated the County population at
10,226,506, an increase of another 7.4 percent since 2000.
Table 3-1
Population Growth: 1950-2004
Year Total
Po ulation Population
Increase %
Increase
1950 71,595 --- ---
1960 83,249 11,654 14.0%
1970 88,289 5,040 5.7%
1980 88,314 25 0.0%
1990 86,905 1,409 -l.b%
2000 84,084 2,821 -3.3%
2005 91,495 7,41 1 8.8%
Source: 1950-2000 Census and State Deparfment of
Finance, 2005 Population and Housing Estimates.
Age Characteristics
The changing age distribution of a population is an important factor driving current and future
housing needs. For example, if a community has an aging population, it may become important
to provide more senior housing and supportive services for seniors. Similarly, if a community has
an increasingly younger population of persons below age 18, it may signal the demand for more
or larger single-family housing.
Table 3-2 shows the age distribution of the City population in 1990 and 2000. The trends during
the 1990s reflected significant decrease in many age groups, with substantial declines among very
young children (0-4), young adults (20-24) and (25-34), and seniors (65-74). The population
aged 45-54 years grew significantly from 1990 to 2000, with modest growth experienced by the
5-19 and 55-64 age groups.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-3
Housing and Community Development Needs Assessment
Table 3-2
Age Characteristics
Age Group 1990 2000 % Change
0-4 4,048 3,448 -14.8%
5-19 9,282 9,948 7.2%
20-24 4,885 4,032 -17.5%
25-34 19,674 17,034 -13.4%
35-44 17,501 16,670 -4.7%
45-54 9,742 13,237 35.9%
55-64 7,422 7,637 2.9%
65-74 7,154 5,414 -24.3%
75+ 7,197 6,664 -7.4%
Total 86,905 84,084 -3.2%
Source: 2000 Census.
In 1990, the median age in Santa Monica was 37.9, significantly higher than the County median
age of 30.7. Based on 2000 Census data, the median age in Santa Monica rose to 39.3,
widening further the gap between the County median age of 32.0 in 2000. This increase in
median age was due largely to the significant proportional and numerical increases in the number
of adults aged 45 to 54, and the significant decreases in children between 0 and 4 years old and
young adults between 20 and 24 years old.
Employment Trends
According to the 2000 Census, 47,059 Santa Monica residents aged 16 and over were in the
labor force. Table 3-3 shows the types of occupations held by Santa Monica residents in 2000.
Nearly 85 percent of the City residents were employed in management/professional and
sales/technical/administrative positions.
Table 3-3
Jobs Held by Santa Monica Residents
Job Cate o Number %
Managerial/Professional 28,378 60.3%
Sales, Technical, & Admin (Support) 10,955 23.3%
Service Occupations 4,430 9.4%
Construction, Extraction, & Maintenance 1,575 3.3%
Production, Transportation, & Material Moving 1,721 3.7%
Farming, Forestry, & Fishing 0 0.0%
Total Employed Persons 16 Years & Over 47,059 100%
Source: 2000 Census.
According to the California Employment Development Department (EDD), Santa Monica's
unemployment rate was 4.6 percent in 2003, down 2.8 percentage points since 2000. Santa
Monica's unemployment rate is lower than the County (7.0 percent) and the State (6.7 percent)
rates.
City of Santa Monica
Page 3-4 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
In 2000, the Southern California Association of Governments (SCAG) conducted a survey of
industries in Southern California to develop baseline information and projections on employment
by two-digit Standard Industrial Classification (SIC) codes. These baseline projections are
summarized in Table 3-4. The largest industrial classification is "Services," which includes
professionals, such as physicians and teachers, as well as personal and business service firms;
approximately 48 percent of the jobs available in the City are service-oriented.
Based on SCAG 2004 Regional Transportation Plan (RTP) Growth Forecast Estimates, Santa
Monica had approximately 74,674 jobs available within its corporate limits in 2005, down from
76,497 in 1990. SCAG estimates that the number of jobs in the City will increase moderately
(8.2 percent) between 2005 and 2010. Generally, the availability of employment opportunities
will increase the demand for housing in the area.
Table 3-4
Estimates of Employment Opportunities
1990
Industry No. of Jobs % of Total 2005 2010
Agriculture 143 0.2% 140 151
Mining 103 0.1 % 1 Ol 109
Construction 2,074 2.7% 2,025 2,190
Manufacturing 6,552 8.6% 6,396 6,918
Communication/Utilities 1,496 1.9% 1,460 1,580
Wholesale Trade 2,821 3.7% 2,754 2,979
Retail Trade 16,043 21.0% 15,661 16,940
Finance, Insurance, Real Estate 7,402 9.7% 7,226 7,816
Services 36,573 47.8% 35,701 38,619
Public Administration 3,290 4.3% 3,212 3,474
Total 76,497 100.0% 74,674 80,776
Note: The 1990 distribution of employment by industry group is held constant for 2005 estimates
and 2010 projections. Mining includes corporate offices for mining and gas company operations.
Sources: Southern California Association of Governments 2000 Baseline Growth Projection and
2004 Regional Transporfation Plan.
Household Trends
Household Composition and Size
The Census defines household as all persons who share one housing unit. Families are a subset
of households and include persons living together who are related through blood, marriage or
adoption. Single households refer to persons living alone, except for individuals living in
retirement or convalescent homes, dormitories, prisons, or other group homes. Other households
are unrelated individuals living together, such as roommates. Table 4-5 shows that the number of
households and the average household size in Santa Monica decreased between 1990 and
2000. In addition, the proportion of family households and elderly single householders declined
during this period, while the proportion of single and other households increased.
According to the 2000 Census, average household size in Santa Monica was 1.83, significantly
lower than the countywide average of 2.98. In part, this reflected the higher than average
percentage of elderly persons in the City. This low average household size, coupled with the
City of Santa Monica
2005-2010 Consolidated Plan Page 3-5
Housing and Community Development Needs Assessment
increased median age and increased proportion of persons aged 45-54, indicates a lack of
affordable family housing.
Table 3-5
Household Characteristics
1990 2000
Household Type Number % Number %
Total Population 86,905 100.0% 84,084 100.0%
In Group Quarters 2,570 3.0% 2,516 2.9%
Total Households 44,860 100.0% 44,497 100.0%
Families 18,094 40.3% 16,783 37.7%
All Single Households 22,247 49.6% 22,714 51.0%
Elderly Single 5,593 25.1 % 4,729 20.8%
Other Households 4,519 10.1 % 5,000 1 1.2%
Avera e Household Size 1.88 -- 1.83 --
Note: A family is a household with more than one person related by birfh, marriage, or adoption. A non-
family household is a household with one person either living alone (single household) or with non-relatives
only (other household). An elderly single household is an elderly person age 65 or over living alone.
Source: 1 990 and 2000 Census.
3.1.2 Areas of Racial/Ethnic and Low-Income Concentrations
Racial/Ethnic Concentrations
The greater Los Angeles metropolitan area is known for its diverse and changing ethnic
population. Ethnic diversity in a community can affect housing needs and preferences. Different
cultures may have different preferences for family size or structure that affect the type of housing
needed. Therefore, understanding the ethnic makeup of a community can lead to a beiter
understanding of housing needs.
As illustrated in Table 3-6, the majority of the Santa Monica residents in 2000 were non-Hispanic
White persons (71.9 percent). Of the remaining population, Hispanics constitute 13.4 percent,
Asians constitute 7.2 percent, Blacks constitute 3.7 percent, and the remaining 3.8 percent of the
population is comprised of inembers of other racial or ethnic groups.
Table 3-6
Race and Ethnicity by Person and Householder
Race/ Persons Households
Ethnicity Number % of Total Number % of Total
Asian 6,043 7.2% 2,753 6.2%
Black 3,081 3.7% 1,405 3.1 %
Hispanic 11,304 13.4% 3,906 8.8%
White 60,482 71.9% 35,058 78.8%
Other 3,174 3.8% 1,375 3.1 %
Total 84,084 100% 44,497 100%
Source: 2000 Census.
City of Santa Monica
Page 3-6 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Of the City's total 44,497 households in 2000, 35,058 (78.8 percent) were White households,
3,906 (8.8 percent) were Hispanic households, 3,906 (6.2 percent) were Asian households,
1,405 (3.2 percent) were Black households, and 1,375 (3.1 percent) were households of other
racial or ethnic groups. Among Hispanic households, approximately 19.8 percent were
homeowners and 80.2 percent were renters. In comparison, 39.5 percent of the White
households were owners and 60.5 percent were renters. Asian households in Santa Monica had
the highest homeownership rate - 45.5 percent owners and 54.5 percent renters. In contrast,
Black households had the lowest homeownership rate in Santa Monica - 18.3 percent owners
and 81.7 percent renters.
Figures 3-1 through 3-4 show the locations within the City of Santa Monica where minority
concentrations are higher than the County average. Figure 3-1 shows that the overall minority
concentration is located in the central portion of the City bounded by Colorado Avenue to the
north, 14'h Street to the west, Pico Boulevard to the south, and 28'h Street to the east.
Additionally, there is a small strip bounded by Exposition Boulevard to the north, Stewart Street in
the west, I-10 to the south, and the City's eastern border.
Given that Hispanics are the largest minority group in the City, the Hispanic concentration
coincides largely with the overall minority concentration (Figure 3-2). Concentration of the Black
population is located in the central portion of the City and extends into the western edge of the
City (Figure 3-3). The majority of the area east of Lincoln Boulevard is categorized as high
concentration of Black residents. Figure 3-4 shows that concentrations of Asians can be found in
four small locations in the City.
Information from the Santa Monica-Malibu Unified School District indicates that minority
enrollment in public schools is greater than its representation in the general population (Table 3-
7). In 2004, minorities comprised 42.2 percent of the student population but only about 28.1
percent of the general population. This represents a slight increase in the minority student
population in the District from 1998, when minority students constituted 41.9 percent of the total
student population in the District. The majority of the City's minority population, particularly those
of Hispanic origin, is concentrated in the Pico neighborhood, a low and moderate income area.
Many of these youngsters may need access to parks and affordable recreation activities and
supportive services.
Table 3-7
School Enrollment by Race/Ethnicity
Fall 1998 Fall 2004
Race Number % Number %
Non-Hispanic White 7,014 58.2% 7,432 57.8%
Hispanic 3,260 27.0% 3,505 27.3%
Non-Hispanic Black 1,022 8.5% 1,068 8.3%
Asian 680 5.6% 745 5.8%
Filipino 33 0.3% 44 0.3%
Native American 26 0.2% 34 0.3%
Pacific Islander 23 0.2% 20 0.2%
Total 12,058 100.0% 12,848 100.0%
Source: California Deparfment of Education, Educational Demographics Unit. Santa
Monica-Malibu Unified School District, 2003-04.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-7
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Figure 3-2
Source: 2000 Census Bureau
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Figure 3-4
Source:2000CensusBureau Asian Concentration
O Miles
NORTH o o.ZS o.5 , SANTA MONICA CONSOLIDATED PLAN
Housing and Community Development Needs Assessment
Concentrations of Low Income Population
Household income is an important consideration when evaluating housing and community
development needs because low income typically constrains people's ability to obtain adequate
housing or services.
Income Definitions
For purposes of housing and community development resource programming, HUD has
established the following income definitions based on the Median Family Income (MFI) for a given
Metropolitan Statistical Area (MSA):
• Extremely Low Income: 0 to 30 percent of County MFI
• Low Income: 31 to 50 percent of County MFI
• Moderate Income: 51 to 80 percent of County MFI
• Middle/Upper Income: above 80 percent of County MFI
Income Distribution
Based on the HUD income definitions, 19.2 percent of the City's total households in 2000 were
within Extremely Low Income (0-30 percent MFI) and Low Income (31 -50 percent MFI) levels,
10.6 percent were within Moderate Income (51-80 percent MFI), and 70.2 percent of the
households had incomes above 80 percent of County MFI (Table 3-8). Figure 3-5 illustrates the
low and moderate income areas in Santa Monica.
Based on the 2000 Census, the proportion of households with Extremely Low and Low Incomes
was higher among Black, Hispanic, and Asian households than for White households: 38.1
percent of Black households, 28.3 percent of Hispanic households, and 23.5 percent of Asian
households compared to 16.9 percent of White households. Table 3-8 presents race/ethnicity by
household income. As shown, more than 50 percent of the households in each racial/ethnic
group were middle/upper incomes. Compared to the County, minority households in Santa
Monica fared slightly beiter income-wise, where 45 percent of the Hispanic households and 64
percent of the Asian households earned middle/upper incomes. Black and other households
comprised only small proportions of the City households and their income distributions were fairly
consistent with countywide averages.
Table 3-8
Households by Race/Ethnicity and Income: 2000
ouseholds
Total
Households
% of Total
Households % of
Extremely Low
and Low Incomes
0-50% MFI % of
Moderate
Income
51-80% MFI % of
Middle/Upper
Incomes
>80% MFI
White 34,950 78.6% 16.9% 9.5% 73.5%
Hispanic 3,840 8.6% 28.3% 20.2% 51.6%
Asian 2,719 6.1 % 23.5% 8.5% 68.0%
Black 1,357 3.1 % 38.1 % 10.1 % 51.1 %
Other 1,608 3.6% 23.7% 15.1 % 61.2%
All Households 44,474 100% 19.2% 10.6% 70.2%
Source: HUD CHAS Data Book, based on 2000 Census.
City of Santa Monica
Page 3-12 2005-2010 Consolidated Plan
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-•- Santa Monica City Boundary U~,~ ~' Low and Moderate Income Areas
~ CensUS TI'aCts Santa Monica is an Exception City and Low and Moderate
Income Areas are defined by Census Block Group
0 CensUS BIOCk GI'oUps with 38.5% or more low/moderate income population.
CDBG law authorizes an exception for grantees
with no or very few areas in which 51 pecent
of the residents are low and moderate income F i g u re 3- 5
to be able to undertake area benefit activities.
Source:2000CensusBureau Low and Moderate Income Areas
O Miles
NORTH o o.ZS o.5 , SANTA MONICA CONSOLIDATED PLAN
Housing and Community Development Needs Assessment
Poverty Concentrations
According to the City of Santa Monica Community Profile prepared by RAND in January 2003, a
total of 8,740 persons lived below the poverty level, representing 10.3 percent of city residents.'
RAND compiled poverty and population data by zip code and found that poverty was
concentrated in certain parts of Santa Monica. The greatest concentration of poverty was in ZIP
Codes 90401 and 90404 (19.6 and 14.6 percent, respectively), with the lowest concentration of
poverty found in ZIP Code 90402 (3.6 percent). The percent of residents in poverty in ZIP Codes
90403 and 90405 was 9.4 and 9.0 percent, respectively.
3.1.3 Special Needs Populations
Certain segments of the population may have more difficulty in finding decent, affordable housing
due to special needs. These groups may also need specialized support services. In Santa
Monica, these "special needs" groups include the elderly, people with disabilities, large
households, female-headed households, persons with drug and/or alcohol addiction, and persons
with AIDS and related diseases. An overview of licensed community care facilities in Santa
Monica that serve some of the special needs groups is provided in Table 3-9, followed by a
detailed discussion of each of the special needs groups. Additional discussions on the services
and facilities that cater to the needs of the special needs population are provided in Section 3.6,
Community Development Needs. As shown in Table 3-9, 28 licensed community care facilities
are located in Santa Monica, with a total capacity of 943 beds.
~ Following the Office of Management and Budget's (OMB's) Directive 14, the Census Bureau uses a set of money
income thresholds that vary by family size and composition to detect who is poor. If the total income for a family or
unrelated individual falls below the relevant poverfy threshold, then the family or unrelated individual is classified as
being "below the poverfy level." The poverfy level is approximately $9,039 for a one person, $1 1,569 for a two-
person household, $18,104 for a four-person household, and $21,405 for a five-person (large) household.
City of Santa Monica
Page 3-14 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Table 3-9
Orientation and Capacity of Licensed Community Care Facilities
Total
Number of Total Capacity
(in number of Specialized Care~
(Capacity in number of beds)
Age Facilities beds/persons) Mentally Disabled Non-Ambulatory
Age 0-17
Group home2 1 6 ---- ----
Age 18-59
Adult Residential3 2 197 52 ----
Age 60+
Elderly Residential4 24 680 ---- 145
Adult Day Care 1 60 ---- 1 1
Total 28 943 52 156
Source: State Deparfment of Social Services Community Care Licensing Division, February 1 7, 2005.
Notes:
1 The specialized care columns are not mutually exclusive. For example, a facility may have a total capacity of
10 beds, with 8 beds for elderly persons and 4 of the 10 beds are designed to accommodate non-
ambulatory elderly persons.
2 Group homes provide specialized treatment for persons under age 18. Group home residents are referred
by the Deparfment of Children and Family Services as well as the Probation Deparfment.
3 Adult residential facilities provide care for persons age 18 to 59 years including both developmentally
disabled adults and persons suffering from mental illness or psychiatric disorders.
4 Elderly residential facilities provide care for persons age 60 and above.
Elderly and Frail Elderly
In 2000, there were 12,078 elderly residents in Santa Monica, representing 14.3 percent of the
total population. Countywide, elderly residents comprised 9.7 percent of the population. Elderly
persons are likely to have special housing needs due to the high correlation between age and
disability status. In 2000, 35 percent of Santa Monica residents reporting a disability were over
the age of 65.
According to the 2000 Census, 8,099 households (18.4 percent of total households) in Santa
Monica were headed by persons over age 65. Over half (58.6 percent) of these senior
households were renters and the remaining 41.4 percent owned their own homes. Most people
over age 65 are retired and, therefore, have fixed retirement incomes (social security, pension,
etc.). They cannot afford large increases in rent or make major repairs when needed. Affordable
housing for seniors is needed.
Persons with Disabilities
A disability is a mental or physical condition that impairs one or more major life activities.
Disabilities can hinder access to conventional housing units and prevent a person from earning
adequate income. Therefore, the portion of the population with a disability is considered more
vulnerable and a group with special needs. Based on the 2000 Census data (Table 3-10),
approximately 13 percent of the working age population in Santa Monica (ages 16 to 64) had
one or more disabilities. Of the residents age 65 and older, more than 41 percent reported one
or more disabilities.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-15
Housing and Community Development Needs Assessment
Table 3-10
Disability Status of Non-institutional Persons: 2000
% of Population
Persons with a Disability by Age & Disabilities
and Type of Disability Number Tallied by Age
Persons with a Disability (16-64 Years Old) 8,116 13.3%
Total Disabilities Tallied 13,619 100.0%
Sensory 842 6.2%
Physical 2,204 16.2%
Mental 1,790 13.1 %
Self-Care 608 4.5%
Go outside the home 2,496 18.3%
Employment disability 5,679 41 .7%
Persons with a Disability (65 Years and Over) 4,653 41.5%
Total Disabilities Tallied 9,953 100.0%
Sensory 1,621 16.3%
Physical 3,085 31.0%
Mental 1,549 15.6%
Self-Care 1,347 13.5%
Go outside the home 2,351 23.6%
Total Persons with a Disability (16 Years and Over) 12,769 17.7%
Source: 2000 Census
Note: Percentages corresponding to persons with a disability by age represent the percentage of
the population within that age group that have one or more disabilities. Because many persons
with disabilities have more than one type of disability, the percentages corresponding to type of
disability represent the proporfion of total disabilities tallied.
Physical and Sensory Disabilities
Physical disabilities represent 16 percent of the disabilities reported for working-age persons with
disabilities, and 31 percent of the disabilities reported for elderly persons with a disability.
Overall, 41 percent of persons with a disability had a physical disability. An additional 6 percent
have sensory disability including low vision, blindness and deafness.
The Americans with Disabilities Act (ADA) of 1990 and amendments to the Fair Housing Act, as
well as state law, require all new multi-family construction to be accessible to persons with
disabilities. However, units built prior to 1989 are rarely accessible to persons with disabilities.
Furthermore, not all new construction may have the range of modifications needed by specific
individuals. Older units, particularly older multi-family structures, are very expensive to retrofit for
disabled occupants because space is rarely available for elevator shafts, ramps, widened
doorways, etc. In addition to changes to the units, the site itself may need modification to widen
walkways and gates and installation of ramps.
To alleviate some of these problems, the City funds the Westside Center for Independent Living
(WCIL) to provide home accessibility modifications (i.e., grab bars, ramps, accessible hardware,
assistive devices forthe deaf, etc.) to low income Santa Monica residents with disabilities.
In addition, the City's rehabilitation assistance provides grants that can be used to make
accessibility improvements to units occupied by low income residents with disabilities. In addition,
several community care facilities in Santa Monica serve persons with disabilities. Santa Monica
City of Santa Monica
Page 3-16 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
provides funds to support independent living skills for residents with disabilities, including vision
evaluations, mobility training, and assistive technology training.
Developmental Disabilities
The definition of developmental disability relates to a person's score on standardized intelligence
tests. Persons with an IQ below 70 are typically defined as having a developmental disability.
According to the Association of Retarded Citizens, one to three percent of the population
nationally has a developmental disability.
Many persons with a developmental disability work and live independently within a conventional
housing environment. More severely disabled individuals often fare beiter in a group living
environment where supervision is provided. The most severely affected individuals may prefer an
institutional environment where medical aitention and physical therapy are provided.
The Supreme Court's Olmstead decision requires States to provide services for people with a
disability to allow that person to live in the community, if that is what the person wishes. As this
decision is implemented, additional accessible housing will be required.
The Westside Regional Center, located in Culver City serves the West Los Angeles, Santa Monica,
and Inglewood health districts. Their records indicate that there are approximately 300
developmentally disabled clients residing in Santa Monica; disabilities include mental retardation,
cerebral palsy, epilepsy and autism.
Severe Mental Illness
Severe mental illness includes the psychotic disorders (e.g. schizophrenia) and the major affective
disorders (e.g. bipolar, major depression). To qualify as chronic, the illness must have existed for
at least one year. According to national estimates, approximately one percent of the adult
population meets the criteria for having a severe mental illness on the basis of diagnosis,
duration, and disability. Using these general estimates, approximately 735 Santa Monica
residents may currently have a severe mental illness (not including homeless persons within the
C ity) .
The major barrier to stable, decent housing for persons with a serious mental illness is the
availability of affordable housing. Because a substantial majority of persons in this population
depend solely on Social Security Insurance payments, few persons in this population can afford
rental housing on the open market. The lack of access to affordable housing often leads to
mentally ill persons being homeless, near-homeless, or living in unstable and/or substandard
housing situations. At present, there is a limited range of community-based rehabilitative and
supportive housing options for persons not in crisis who need living accommodations. As shown
in Table 3-9, residential care facilities for people with a severe mental illness include 52 beds in
two residential facilities for adults ages 18-59.
People with HIV Infection and AIDS
According to statistics provided by the AIDS Epidemiology Unit of the Los Angeles County
Department of Health Services, cumulatively through December 31, 2004, there have been 526
adult AIDS cases recorded in Santa Monica. The racial/ethnic breakdown of these cases is: 69
percent White, 16 percent Hispanic, 13 percent Black, and 2 percent Asian. The gender
City of Santa Monica
2005-2010 Consolidated Plan Page 3-17
Housing and Community Development Needs Assessment
breakdown of these cases was 94 percent male and 6 percent female. All reported AIDS cases in
Santa Monica were adults age 20 and above. It is estimated that 178 City residents are currently
living with AIDS.
Persons with HIV infection and AIDS require a broad range of services, including counseling,
medical care, in-home care, transportation, and food. The National Commission on AIDS
estimated that approximately one-third to one-half of all people infected with AIDS are either
homeless or are in imminent danger of becoming homeless. Most available HIV/AIDS planning
documents do not aitempt to estimate or project housing needs. Several reports, however, have
estimated that 5 percent of all people with HIV infection may need 90 days of temporary shelter
during the course of a year, and that 5 percent of persons with AIDS need group home or long-
term residential placement of up to 12 months.
AIDS services are funded by the County of Los Angeles Department of Health Services through
Title I of the Comprehensive AIDS Resources Emergency (CARE) Act of 1990, and include primary
health care, mental health counseling, in-home care and treatment services, dental, case
management, recreation/social, outreach and education, and transportation services. The
following organizations also provide services for persons infected with HIV and AIDS in Santa
Monica:
• Office of AIDS Coordination, Los Angeles County Department of Health Services
• Common Ground - the Westside HIV Community Center
• Project New Hope
• Westside Women's Health Center, Santa Monica
• The Women's AIDS Project, West Hollywood
• V.A. Medical Center/West Los Angeles
• U.C.L.A. Care Center/AIDS Research
Female-Headed Households
Single-parent households are likely to have special needs for housing near day care and
recreation facilities and with access to public transportation. Households headed by females are
especially likely to need assistance because women continue to earn less on average than men in
comparable jobs. In 2000, 3,318 households living in Santa Monica were headed by women, or
7.5 percent of the total households. Approximately 52 percent of these (1,723 households)
included children.
According to the 2000 Census, 13.4 percent of the City's female-headed households were living
below the poverty level, compared to 5.4 percent of all households living below the poverty level.
Among female-headed households with children, 19.2 percent (370 households) were
documented as earning incomes that fell below the poverty level.
Large Households
Large households, those with five or more persons, are often considered a group with special
housing needs due to their income and the lack of adequately sized, affordable housing. As a
result, large households often must live in overcrowded units, which in turn accelerate
deterioration of the structure.
City of Santa Monica
Page 3-18 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
The 2000 Census indicated a total of 1,466 large households, representing only 3.3 percent of
the City's total households. Among these, 46 percent (668) were owner-households and 54
percent (798) were renter-households.
Alcohol/Other Drug Abuse (AODA)
AODA is defined as excessive and impairing use of alcohol or other drugs, including addiction.
The National Institute of Alcohol Abuse and Alcoholism estimates the number of inen with drinking
problems (moderate or severe abuse) at 14 percent to 16 percent of the adult male population,
and the number of women with similar problems at 6 percent. Using these estimates,
approximately 7,400 Santa Monica residents may have alcohol abuse issues (not including
homeless persons). Abusers of alcohol and other drugs have special housing needs during
treatment and recovery. Group quarters typically provide appropriate seitings for treatment and
recovery. Affordable rental units provide housing during the transition to a responsible lifestyle.
The principal providers of alcohol and drug treatment programs in the Santa Monica area are the
CLARE Foundation and the Salvation Army whose facilities are summarized below.
• CLARE Foundation/Men's Recovery is a 58-bed recovery home for men and women,
providing Social Model 12-Step facilitation, AOD education and discussion groups, Self-
Help (AA, NA, CA) recovery meetings, as well as assistance with job preparedness training
and employment placement. Stay is 3 to 6 months.
• CLARE Foundation/Women's Recovery is a 14-bed recovery home for women, providing
Social Model 12-Step facilitation, AOD education and discussion groups, Self-Help (AA,
NA, CA) recovery meetings, as well as assistance with job preparedness training and
employment placement. Stay is 3 to 6 months.
• CLARE Foundation/Santa Monica Service Center is a 31-bed detoxification and 30-day
recovery program which offers recovery planning, introduction to 12-Step Meetings and
referral into longer term programs. The Center provides beds, food, clothing and
counseling.
• CLARE Foundation/844 Pico Facility is a 20-bed facility providing sober living spaces for
adult males.
• CLARE Foundation/Women with Children Program provides sober living accommodations
to 12 mothers and 16 children.
• Salvation Army Adult Recovery Center 60-bed facility provides adult male alcohol and
drug rehabilitation programs (one year maximum) with individual and group counseling.
Los Angeles County Health Services Department provides substance abuse treatment through
residential programs as well as outpatient programs and support groups. Two support groups,
Alcoholics Anonymous and Narcotics Anonymous, meet at various locations in the Santa Monica
area. The CLARE Foundation offers a wide range of recovery services at their facilities in Santa
Monica and Culver City. Additional drug and alcohol rehabilitation services include:
• Matrix Center, which provides adult outpatient chemical dependency treatment with free
evaluation and referrals. Treatment is structured and intensive. Services for alcohol,
stimulant, opiate, marijuana and prescription drug dependencies are provided. Free
treatment is available for certain drug dependencies and those with limited financial
resources.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-19
Housing and Community Development Needs Assessment
• New Start, providing outpatient chemical dependency program for adults and teens.
Family co-dependency, adolescent early intervention, dual diagnosis, and drug diversion
programs; and
• Turnabout ASAP (Detox Center), which offers detox from drugs, alcohol and tobacco
through acupuncture procedures; services are based on ability to pay.
3.1.4 Estimates of Current Housing Needs
Table 3-1 1 summarizes the housing assistance needs of lower and moderate income households
(less than 80 percent MFI) in Santa Monica by household tenure (owner/renter), household type
(elderly, small/large family), and "housing problems." This tabulation of households with "housing
problems" includes those that: 1) occupy units with physical defects (lacking complete kitchen or
bathroom); 2) live in overcrowded conditions (housing units with more than one person per
room); 3) have a housing cost burden, including utilities, exceeding 30 percent of gross income;
or 4) have a severe housing cost burden, including utilities, exceeding 50 percent of gross
i ncome.
According to these criteria, 39.7 percent of the City households experienced some kind of housing
problems. The extent of problems among renters (40.5 percent of 31,184 renter-households) was
somewhat greater than among owners (37.9 percent of 13,290 owner-households). Among the
household types, large family tenants were most likely to experience housing problems (80.5
percent) and elderly owners reported the lowest incidence of housing problems (33.4 percent).
Among the renter-households, over 95 percent of large families at lower and moderate income
levels (less than 80 percent MFI) reported as experiencing one or more housing problems.
Specifically, 88.8 percent of the extremely low income large-family renters reported a cost burden,
compared to 69.2 percent of Low Income large-family renters and 8.6 percent of Moderate
Income large-family renters. This means a significant proportion of these large-family renter-
households experienced other housing problems such as overcrowding or substandard housing
cond itions.
The following discussion summarizes the housing problems identified in Table 3-11. Any
disproportionate need by household type is identified. "Disproportionate need" is defined as any
need that is higher than 10 percentage points above the need demonstrated for the population as
a whole.
City of Santa Monica
Page 3-20 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Table 3-11
Housing Assistance Needs of Low and Moderate Income Households
Renters Owners
Household by Type, Income, &
Housing Problem
Elderly Small
Families Large
Families Total
Renters
Elderly Total
Owners Total
Hhlds
Extremely Low Income
0-30% MFI
1,300
439
107
4,150
249
628
4,778
% with any housing problem 76.2% 88.6% 96.3% 72.9% 79.9% 72.1 % 72.8%
% with cost burden > 30% 75.1 % 80.6% 88.8% 70.5% 79.9% 70.5% 70.5%
% with cost burden > 50% 60.2% 69.5% 70.1 % 63.3% 74.3% 64.3% 63.4%
Low Income
31-50% MFI
1,093
555
91
3,358
239
406
3,764
% with any housing problem 66.3% 84.7% 95.6% 88.3% 64.4% 72.9% 86.6%
% with cost burden > 30% 77.2% 80.2% 69.2% 85.8% 64.4% 72.9% 84.4%
% with cost burden > 50% 48.9% 36.0% 4.4% 57.7% 48.1 % 59.9% 57.9%
Moderate Income
51-80%MFI
1,038
850
174
3,876
469
830
4,706
% with any housing problem 66.3% 73.5% 97.7% 75.0% 41.6% 58.7% 72.1 %
% with cost burden > 30% 63.4% 59.4% 8.6% 66.1 % 41.6% 55.9% 64.3%
% with cost burden > 50% 17.6% 18.2% 0.0% 20.1 % 30.9% 42.0% 23.9%
Total Lower and Moderate
Income Households
3,431
1,844
372
1 1,384
957
1,864
13,248
Total Households 5,288 6,934 755 31,184 3,582 13,290 44,474
% with any housing problem 55.9% 37.3% 80.5% 40.5% 33.4% 37.9% 39.7%
Abbreviation: Hhlds = Households.
Note: Data presented in this table is based on special tabulations from sample Census data. The number of
households in each category usually deviates slightly from the 1 00% count due to the need to extrapolate sample data out
to total households. Interpretations of this data should focus on the proporfion of households in need of assistance rather
than on precise numbers.
Source: HUD Comprehensive Housing Affordability Strategy (CHAS) Databook, 2004.
Overcrowdi ng
Typically, an overcrowded household is one with more than one person per room. Such
overcrowding is hard on the housing (it wears out sooner) and undesirable for the people who live
in such conditions. In 2000, there were 2,361 households, or 5.3 percent of the total
households, that were considered overcrowded. In comparison to all of Los Angeles County
where over 22 percent of all households were overcrowded, household overcrowding is relatively
low in Santa Monica.
Figure 3-6 illustrates Census tracts where renter overcrowding exceeded the City average of 6.3
percent. Seven Census tracts in the City had over 6.3 percent of overcrowded renter-households
in 2000. These are: 7015.02 (6.7 percent); 7017.01 (7.0 percent); 7017.02 (8.8 percent);
7018.01 (22.1 percent); 7018.02 (21.4 percent); 7022.02 (6.4 percent); and 7023 (6.7
percent). In 2000, the two Census tracts (7018.01 and 7018.02) with the highest levels of renter
overcrowding are also areas with the lowest median income.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-21
Housing and Community Development Needs Assessment
6ctremely Low Income Households (0-30% MFI)
A significant proportion (72.9 percent) of the Extremely Low Income renter-households (0 to 30
percent of Area MFI) experienced one or more housing problems in 2000. Most of the housing
problems experienced by Extremely Low Income renter-households were associated with severe
housing cost burden. Among the Extremely Low Income households, approximately 63.3 percent
of the renter-households and 64.3 percent of the owner-households paid more than 50 percent of
their gross incomes on housing.
Low Income Households (31-50% MFI)
A larger proportion (86.6 percent) of the Low Income households (31 to 50 percent of Area MFI)
experienced one or more housing problems in 2000. Low Income renter-households were more
likely to have a housing need than Low Income owner-households; approximately 88.3 percent of
all Low Income rental-households experienced housing problems compared to 72.9 percent for
Low Income owner-households. Most of the housing problems were associated with cost burden
factors.
Moderate Income Households (51-80% MFI)
A significant proportion (72.1 percent) of the City's Moderate Income households (51 to 80
percent of the Area MFI) experienced one or more housing problems in 2000. Among Moderate
Income Households, 20.1 percent of renter-households and 42.0 percent of owner-households
paid more than 50 percent of their gross income on housing.
Renter-households experienced more housing problems than owner-households (75.0 percent
versus 58.7 percent). Among renter-households, large family and small family households
experienced the most housing problems (97.7 percent and 73.5 percent, respectively). With the
exception of large family renters, most of the housing problems faced by Moderate Income
households were related to cost burden factors. Housing problems experienced by large family
renters in this income group probably related more to overcrowding, which usually results from a
limited supply of adequately sized housing units at affordable rents.
City of Santa Monica
Page 3-22 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Figure 3-6: Renter Overcrowding by Census Tract
City of Santa Monica
2005-2010 Consolidated Plan Page 3-23
Housing and Community Development Needs Assessment
3.2 Homeless Needs
It is the goal of Santa Monica to implement a homeless services model that actively engages and
specifically targets the most gravely mentally disabled and longtime homeless people, with the
goal of geiting them housed with support services to sustain them in permanent housing, in
addition to coordinating services and facilities available for the homeless as a continuum of care.
A continuum of care begins with a point of entry in which the needs of a homeless individual or
family are assessed. Once a needs assessment is completed, the person/family may be referred
to permanent housing or to transitional housing where supportive services are provided to prepare
them for independent living or permanent supportive housing. The goal of a comprehensive
homeless service system is to ensure that homeless individuals and families move from
homelessness to maximum self-sufficiency, permanent supportive housing, or independent living.
The following section summarizes the housing and supportive service needs of the homeless in
Santa Monica, as well as persons and families at risk of becoming homeless. This section also
includes an inventory of services and facilities available to serve the City's homeless population
and those who are at risk of becoming homeless.
3.2.1 Nature and E~ctent of Homelessness
On the night of October 27, 1999, Santa Monica conducted a census of the homeless
population within its City limits. The central problem in counting homeless residents is that they
are "placeless", making them difficult to find and count, and raising the possibility that if they are
counted at all they may be counted more than once. Conducting a person-based rather than
housing-based census posed at least two problems for producing a reliable estimate of Santa
Monica's homeless population:
l. Because homeless residents were counted at several times of the day and in multiple
locations in order to achieve the most complete count possible, some individuals were
counted more than once, making it necessary to eliminate duplication.
2. Some homeless individuals were missed during the count, so it was necessary to estimate
the number of uncounted persons in order to estimate the size of the total homeless
population.
As a result of this survey, the homeless population of Santa Monica was estimated to be 1,037 on
any given night, with low-range and high-range estimates of 950 and 1,084, respectively.
The 1999 data can be compared with 2004 data on the number of homeless persons who
received services in 2003-2004. The 2004 estimated population is based upon the services
provided using a shared computerized data bank to track unduplicated participants and their
outcomes. According to statistics gathered by City-funded homeless programs, 2,188 homeless
persons in Santa Monica were provided with case management, temporary housing, addiction
recovery, mental health services, and employment assistance over the course of the 2003-2004
program year. The significant loss of affordable housing units under rent control due to changes
in State law has exacerbated the problem of homelessness. According to City records, City-
funded agencies placed a total of 339 people (15 percent) into permanent housing and another
405 (19 percent) into temporary housing during FY 2003/04.
City of Santa Monica
Page 3-24 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Homeless Population Profile
Based on the 2,188 persons who received services in 2003-2004, the following statistics provide
a general profile for Santa Monica's homeless population:
• Slightly over half of the homeless residents (54 percent ) were men and 46 percent were
women. Women made up a disproportionately large share of the shelter population and
men predominated among residents sleeping outdoors. In the data collected in 1999,
which enumerated persons on the street regardless of whether or not they were receiving
services,-72 percent of homeless residents were male and 28 percent were female.
• The average age of homeless residents was 41 years. Individuals sleeping in shelters
tended to be younger than those sleeping outdoors.
• Ethnic and racial characteristics of homeless residents were similar among the sheltered
and unsheltered. Fifty-one percent were White, 23 percent Black, 18 percent Hispanic, 3
percent Native American, and 2 percent Asian.
• It is estimated that one-third (36 percent) of homeless residents were sheltered and two-
thirds (64 percent) were unsheltered.
• Among homeless persons, 80 percent said they were homeless regularly; 17 percent were
chronically homeless/homeless for longerthan one yearwith a disabling condition.
Point-in-Time Population versus Long-Term Population
The 1999 Special Census offers a snapshot of the number of people who were homeless on a
single day. This population included some individuals who were chronically homeless, others who
were intermittently homeless, and others who may have been experiencing one-time episodes of
homelessness. Over an extended period of time, some of these individuals will exit homelessness
and others with declining incomes who were precariously housed will enter homelessness. This
means that the total number of people in Santa Monica who experience homelessness over the
course of a year is larger than the number of people who are counted on a single day, thus the
finding that 2,188 homeless persons received services in 2003/04. In considering the service
needs of homeless individuals, it is important to note that the total population is larger than the
point-in-time population. Assistance for individuals who are at-risk of homelessness or
intermiitently homeless may reduce the numbers who are chronically homeless.
3.2.2 Needs of Persons Threatened with Homelessness
The "at-risk" population is comprised of lower-income families and individuals who, upon loss of
employment, would lose their housing and end up residing in shelters or becoming homeless.
Lower-income families, especially those earning extremely low incomes, are considered to be at
risk of becoming homeless. These families are generally experiencing a housing cost burden,
paying more than 30 percent of their income for housing. In more severe cases, some families
pay more than 50 percent of their income for housing. As stated earlier, approximately 89
percent of extremely low income large-family renters in Santa Monica reported a cost burden,
City of Santa Monica
2005-2010 Consolidated Plan Page 3-25
Housing and Community Development Needs Assessment
compared to 63 percent of low income large-family renters and 9 percent of moderate income
large-family renters.
The at-risk population also includes individuals who are in imminent danger of residing in shelters
or being unsheltered. This is primarily due to the lack of access to permanent housing and the
absence of an adequate support network, such as a parental family or relatives in whose homes
they could temporarily reside. These individuals, especially those being released from penal,
mental health or substance abuse facilities, require social services that help them make the
transition back into society and remain off the streets. Needed services include counseling, rental
assistance, and job training/assistance.
Another at-risk population group includes those currently in foster care and who may become
homeless when they reach 18 years of age. Rental assistance is the most effective way to prevent
homelessness among this group.
3.2.3 Inventory of Facilities and Services for the Homeless and Persons
Threatened with Homelessness
There are beds/cots for 350 homeless persons in emergency shelters, 373 beds in transitional
housing, and 46 beds in permanent supportive units in Santa Monica, as summarized in Table 3-
12. If filled to capacity, short-term transitional housing facilities in Santa Monica would have
sheltered 12 percent of the total homeless population estimated to be in the City on any given
night.
• CLARE Foundation facilities and services were described earlier in Section 3.1.3, Special
Needs Population.
• Cold Weather Shelter, Santa Monica offers emergency shelter December 1 through March
15'h for 325 homeless individuals
• Ocean Park Community Center (OPCC) for low-income or homeless families, individuals
and youth offers emergency and permanent housing, showers, laundry, advocacy, meals;
15-bed emergency shelter (Sojourn), 70-bed transitional housing (Turning Point &
Daybreak) and 10-bed permanent housing (Safe Haven).
• Jump Street/Didi Hirsch Community Health crisis residential care with 28-day maximum
stay (10 beds) for chronically mentally ill adults, age 18-59; must be referred by mental
health professional.
• Salvation Army Adult Rehabilitation Center is a 60-bed facility that provides an adult male
alcohol and drug rehabilitation program (6 months maximum) with individual and group
counseling.
• SAMOSHEL is a 1 10-bed shelter for single adults.
• Upward Bound House of Santa Monica is a 21-unit of transitional housing and supportive
services for homeless families with minor children.
• YWCA Santa Monica/Transitional Housing and Education provides 30-month transitional
housing and an educational program for young women ages 18-22 years who are
leaving foster care. Participants must have no major mental illness, have high personal
motivation, and be emancipated from foster care. Services are free.
• Step Up on 2~d offers 36-bed units for mentally ill adults in a permanent housing situation
• The Shelter Plus Care Program is a partnership between the Housing Authority and local
homeless service agencies. Shelter Plus care provides Section 8 rental assistance and
City of Santa Monica
Page 3-26 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
supportive services to program participants. In addition to OPCC, and Step Up on
Second, the City contracts with St. Joseph Center to provide case management, housing
assistance and coordination of other necessary community services.
Table 3-12
Short-Term Housing Capacity for Homeless Persons in Santa Monica
Shelter, Rehabilitation and
Transitional Housin Pro rams Emergency
Shelters Transitional
Housin Permanent
Su ortive
CLARE Foundation --- 100 ---
Cold Weather Shelter* 325 --- ---
OPCC 15 70 10
Jump Street --- 10 ---
Salvation Army Adult Recovery Center --- 60 ---
Samoshel 10 100 ---
Upward Bound --- 21 ---
Step Up on 2°d --- --- 36
YWCA --- 12 ---
Total 350 373 46
Source: City of Santa Monica Analysis of Impediments to Fair Housing Choice, 2002. Agencies were
contacted to confirm or update data, 2005. * Seasonal beds, December 15}through March 15'h.
Social Service Programs for the Homeless and Near-Homeless
There are many social service programs for the homeless in Santa Monica. As described above,
most of the short-term and transitional housing facilities for homeless persons and families include
a variety of services and referrals. Additional service providers include:
• Burke Health Center/Venice Family Center provides primary medical and specialty services
to unemployed, low income, and homeless persons. Optometry, ophthalmology,
orthopedics, neurology and other specialties; social worker services also provided for
patients.
• OPCC/ACCESS (formerly the Drop-In Center) provides emergency services for homeless
and low-income persons. Sack lunches, clothing, showers, referrals to shelter, case
management, etc.
• People Assisting the Homeless, PATHFinders Job & Career Center helps homeless and at-
risk homeless individuals find work by providing skills training, job search assistance, and
all necessary job search equipment such as fax, telephone, computers, printers, etc.
Services are provided at OPCC.
• Salvation Army/Santa Monica social service window provides groceries once a month for
low income Santa Monica and Venice residents; blankets, hygiene kits; and referrals to
shelters. Other programs include ESL classes, senior citizen clubs and youth activities.
An average of $2,100,000, including CDBG, SHP, Proposition A(transportation) and General
Fund dollars, is budgeted annually toward homeless services in Santa Monica through the
Community Development Plan for FYs 2003-2006. Table 3-13 lists the 23 programs funded by
the City to provide a"continuum of care." These programs provide outreach, emergency shelter,
transitional housing, case management, permanent housing, and employment assistance to
approximately 2,000 homeless persons annually.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-27
Housing and Community Development Needs Assessment
Table 3-13
Homeless Services
Organization
Program FY 2003-04
Funding Level
Chrysalis Employment Program $226,788
Chrysalis Supportive Housing Program $36,686
CLARE Foundation Coordinated Case Management $92,567
New Directions Supportive Housing Program $42,823
OPCC Access Center $137,780
OPCC Daybreak Day Center $170,513
OPCC Shelter Plus Care $70,103
OPCC Turning Point Transitional Housing $277,051
OPCC Supportive Housing Program $71,562
Salvation Army SAMOSHEL $418,400
Salvation Army SHWASHLOCK $1 12,041
Salvation Army Supportive Housing Program $47,376
St Joseph Center Coordinated Case Management $72,571
St Joseph Center Shelter Plus Care $36,203
St Joseph Center Supportive Housing Program $60,758
Step Up on 2"d Case Management and Job Program $72,571
Step Up on 2"d Shelter Plus Care Program $36,203
Step Up on 2"d Supportive Housing Program $60,758
Upward Bound House Family Place $10,250
Westside Food Bank Emergency Food Distribution $96,145
Total= $2,149,149
3.2.4 Unmet Needs
The Los Angeles Homeless Service Authority (LASHA) coordinates the continuum of care for the
homeless throughout Los Angeles County. Santa Monica is located within the West Service
Planning Area (SPA 5), where there were approximately 5,109 homeless in 2004 (4,087
individuals and 1,022 persons in families), representing 6.5 percent of the total number of
homeless in the County. In the 2005 Los Angeles Continuum of Care Strategy, LAHSA identified
gaps existing in the regional continuum of care system. For the West Service Planning Area, the
Continuum of Care Strategy identifies emergency housing for 187 individuals and 15 family
members (total of 202 beds). The Continuum also proposes transitional housing for 715
individuals and 288 family members (total 1,003 persons). SPA-wide there are 345 permanent
housing units identified specifically for the homeless. This is 6.7 percent of the SPA's estimated
homeless population.
In spite of the significant achievements made by homeless persons availing themselves of Santa
Monica's network of services, the impact of homelessness in Santa Monica remains a top
community concern. In the citywide resident satisfaction survey conducted in January 2005,
homelessness once again emerged as the top resident issue, with 39 percent of residents
identifying "too many homeless" as the most important problem facing Santa Monica in response
to an open-ended question. This is a significant increase of 14 percent from the 2002 survey. In
City of Santa Monica
Page 3-28 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
a separate question asking about the seriousness of homeless in Santa Monica, 74 percent of
respondents rated it as serious.
Table 3-14
Homeless Individuals and Persons in Families by Service Planning Area
Service Plannin Area
Number
Homeless
Percent
Allocation
Individuals 80% Persons in
Families
20%
SPA 1-Antelope Valley 2,279 2.9% 1,824 456
SPA2-San FernandoValley 10,847 13.8% 8,677 2,169
SPA 3-San Gabriel Valley 10,297 13.1 % 8,237 2,059
SPA 4-Metro 18,078 23.0% 14,462 3,616
SPAS-West 5,109 6.5% 4,087 1,022
SPA 6-South 15,013 19.1 % 12,010 3,003
SPA 7-East 8,803 11.2% 7,043 1,761
SPA8-South Bay 8,174 10.4% 6,540 1,635
Total 78,600 100% 33,922 44,678
NOTE 1
Estimated total homeless population of 78,600 is derived from Economic Roundtable's 2004 Homeless In Los Angeles reporf.
NOTE 2
Estimated breakout of Individuals and Families (80% Individuals and 20% Persons in families) is taken from Shelter Parfnership 1995
reporf titled "Number of Homeless People in LA City and LA County - July 1993 to June 1994."
NOTE 3 The percent allocation in each SPA comes from the 1997 study done by Economic Roundtable and is based on 1990 poverfy
data (also excludes Glendale, Pasadena and Long Beach)
City of Santa Monica
2005-2010 Consolidated Plan Page 3-29
Housing and Community Development Needs Assessment
Table 3-15
Continuum of Care Gap Analysis
West Service Planning Area2
% of
Pop
Type
op Type
arget Population
# of
Trans.
Beds
# of
Perm.
Beds Total
Transitional &
Permanent
Beds
Estimated
Population
% of Pop
Being Served
Dif between Est
pop & Existing
Beds
1% FAM Dually Diagnosed 0 0 0 10 0.0% -10
1% FAM Multi Diagnosed 0 0 0 10 0.0% -10
3% FAM Disabled 0 0 0 31 0.0% -31
4% FAM Mentally III 0 0 0 41 0.0% -41
3% IND Disabled 0 0 0 123 0.0% -123
17% FAM Veterans 0 0 0 174 0.0% -174
5% IND Multi Diagnosed 0 0 0 204 0.0% -204
32% FAM Substance Abuse 0 0 0 327 0.0% -327
9% IND Domestic Violence 0 0 0 368 0.0% -368
12% IND Elderly 0 0 0 500 0.0% -500
16% IND Dually Diagnosed 0 0 0 654 0.0% -654
3% IND HIV/AIDS 0 1 1 123 0.8% -122
IND Adults 217 0 217 4,087 5.3% -3870
34% FAM Domestic Violence 20 0 20 347 5.8% -327
8%* IND Youth 6 0 6 81 7.4% -75
50% IND Substance Abuse 156 7 163 2,044 8.0% -1881
50% IND Veterans 257 24 281 2,044 13.8% -1763
25% IND Mentally III 51 104 155 1,022 15.2% -867
3% FAM HIV/AIDS 0 6 6 31 19.6% -25
FAM Families 254 0 254 1,022 24.9% -768
*Note: Bed Inventory does not include beds in the cities of Long Beach, Pasadena, or Glendale which prepare their own
Continuum of Cares.
Table 3-16
2004 Inventory of Homeless Beds in Los Angeles Continuum of Care
Emer enc Housin Transitional Housin Permanent Housin
Service Planning Area
Individuals
Families
Total Beds
Individuals
Families
Total Beds
Individuals
Families Total
Beds
SPA 1-Antelope Valley 83 42 125 344 392 736 12 0 12
SPA 2-San Fernando Valley 178 85 263 581 626 1207 1 7 74 91
SPA 3-San Gabriel Valley 63 109 1 72 82 30 1 12 0 0 0
SPA 4-Metro 1566 304 1870 2707 646 3353 2064 186 2250
SPA 5-West 187 15 202 715 288 1003 325 20 345
SPA 6-South 330 230 560 432 495 927 144 24 168
SPA 7-East 194 44 238 376 218 594 198 0 198
SPA 8-South Bay 53 90 143 497 230 727 67 1 1 78
Total Beds in LA CofC 2654 919 3573 5734 2925 8659 2827 315 3142
*Note: Bed Inventory does not include beds in the cities of Long Beach, Pasadena, or Glendale which prepare their own
Continuum of Cares.
2 Estimated Youth population in LA County = 4,294 (8 percent of the adult individual population). Based on youth
organizations studies there are 3,500 youth in SPA 4; The 1,294 was divided proporfionately (based on total adult
individual population) between the other 7 SPAs. Therefore, in SPA 5 the youth population represents 3 percent of
the adult individual population. Reporf prepared April 27, 2005.
City of Santa Monica
Page 3-30 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Santa Monica's January 2003 Community Voices process identified the following homeless-
related needs as "strong":
• Affordable housing
• Transitional/ long-term housing
• Food programs
• Health care access
• Emergency shelter and food for short term homelessness
3.3 Public and Assisted Housing Needs
3.3.1 Tenant-Based Rental Housing Assistance
Section 8 Vouchers
Currently, the Santa Monica Housing Authority (SMHA) administers a total of 1,082 Section 8
vouchers, 140 Shelter Plus Care and 24 HOME Tenant-Based Rental Assistance (TBRA) vouchers.
Among these vouchers, 878 (67 percent) are assigned to elderly, disabled or handicapped
households. The average household size of voucher users is l.b members per household.
Among Housing Authority-assisted households in Santa Monica, the racial/ethnic mix is 57
percent White, 23 percent Black, 19 percent Hispanic, and 1 percent Other.3
Waiting List for Rental Assistance
An important indicator of unmet affordable housing needs in Santa Monica is the number of
households eligible for rent assistance but unable to receive assistance due to lack of funds. The
SMHA currently maintains a waiting list of approximately 800 applicants for rental assistance. The
waiting list has been closed for five years. Between May 1 and May 12, 2000, the SMHA opened
the waiting list to accept additional applicants; the SMHA received 3,500 applications.
3.3.2 Inventory of Assisted Housing Units
Santa Monica has facilitated affordable housing development using a variety of inechanisms (such
as loans, monetary grants, land grants, and other support). In addition to the publicly assisted
housing, affordable housing has also been produced in private developments in the City as a
result of regulatory mechanisms such as inclusionary housing regulations, development
agreements, settlement agreements, and rent control removal permit requirements. The following
section discusses both publicly-assisted housing and regulated affordable housing in private
developments.
Publicly Assisted Aifordable Housing
Table 3-17 provides a summary of the number of completed affordable housing units utilizing
different types of public assistance in the City. These include units produced with HUD funding
3 Santa Monica Housing Authority, April 2005.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-31
Housing and Community Development Needs Assessment
assistance, City trust fund loan assistance, City Multifamily Earthquake Repair Loan (MERL)
Program assistance, and units owned by the Los Angeles County Housing Authority. Specific
project information associated with these publicly-assisted housing projects is shown in Table 3-
18.
Table 3-17
Publicly-Assisted Affordable Housing Summary
Number
Source of Deed-Restriction of Units
HUD Section 202, 81 l, and 236 1,005
Los Angeles County Affordable Housing and Public Housing 81
CityAssistance, including: 1,779
- Redevelopment
- HOME
- Low Income Housing Tax Credits
- Pico Neighborhood Housing Trust Fund (PNHTF)
- Rental Housing Construction Program (RHCP)
- Citywide Housing Acquisition and Rehabilitation Program
(CHARP) (revised in 1998 to Redevelopment Housing
Trustfund)
- Housing Development Action Grant (HODAG)
Multifamily Earthquake Repair Loan (MERL) Program
Emergency Supplemental Funds from CDBG/HOME
Total 2,865
Source: Santa Monica Housing and Redevelopment Division, April 2005.
City of Santa Monica
Page 3-32 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Table 3-18
Inventory of Publicly Assisted Affordable Housing in Santa Monica
ProjectlLocation
Total Units Funding Program/
Source Year Built/
Rehabilitated
Type of Housing
Sponsor/Owner Earliest Conversion
Date(s)
HUD Programs
Santa Monica Towers
1233 Sixth Street 163 Section 202 1964 Senior Santa Monica Christian
Towers, Inc. 10/1/2028
Westminster Towers
1112 Seventh Street 285 Section 202 1969 Senior Westminster Towers; First
Presbyterian Church of
Santa Monica 2/1/2031
Neilson Villas 100 Section 236(j)(1) 1977 Senior Neilson Villas Limited 10/7/2017
3100 Neilson Way Section 8 Partnership 6/30/2005
Geneva Plaza 100 Section 202 1979 Senior Westminster Towers Inc. 7/14/2020
1441 21 st Street Section 8 6/14/2000
Barnard Park Villas 60 HUD insured 1981 Senior Bernard Villas Ltd. 12/11/2026
3356 Barnard Way Section 8 2/15/08
Ocean Park Villas 24 Section 221(d)(4) 1982 Senior Ocean Park Villas Limited Not Applicable
2019 & 2219 5th Street Section 8 Partnership 8/31/2009
Wilshire House
1125 3rd Street 72 Section 202/RHF
CHTF 1992 Senior Retirement Housing
Foundation 1/4/2046
Lincoln Court
2807 Lincoln Boulevard 40 Section 202
CHARP 1999 Senior Volunteers of America 2052
Project New Hope
1637 Appian Way 25 Section 811
CHTF 1999 Special Needs S.M. New Hope 2052
Upward Bound Senior Villa
1011 11th Street 70 Section 202
RHTF/CHTF 2000 Senior Upward Bound Senior 2038
1116 4th Street 66 CHARP/CHTF 2002 Senior Fourth Street Senior 1/9/2056
Subtotal: 1 ,005
Los Ange/es County Affordable Housing
Colorado Place
1444 14th Street 18 Housing mitigation for
construction of One 1982 Family Privately owned, 99-year
lease to LA Co. Housing 2081
Colorado Place
1855 9th Street 11 Colorado Place office
project. 1982 Family Authority which manages
the facility; nominal lease 2081
Colorado Place
2006 20th Street 11 1982 Family rate of $1/year. RJG/LP
Corp. owns the land and
improvements which were
purchased as part of
housing mitigation
agreement. 2081
Subtotal: 40
City of Santa Monica
2005-2010 Consolidated Plan Page 3-33
Housing and Community Development Needs Assessment
Table 3-18
Inventory of Publicly Assisted Affordable Housing in Santa Monica
ProjectlLocation
Total Units Funding Program/
Source Year Built/
Rehabilitated
Los Ange/es County Public Housing
175 Ocean Park Blvd. 22 Public Hsg./LA Co. 1985
Monica Manor
1901-07 11 th Street 19 Public Hsg./LA Co. 1988
Subtotal: 41
City Assistance
2017-23 20th Street 12 PNHTF 1983
2625 Kansas Avenue 16 PNHTF 1984
724 Pacific Avenue 8 Rental Rehab/ CHARP 1984
2525 Kansas Avenue 20 PNHTF 1984
1959 Cloverfield 62 CHARP 1985
1843 17th Street 8 PNHTF 1985
2302 5th Street 6 CHARP/
Rental Rehab 1986
1629 Michigan 4 PNHTF 1986
1937 18th Street 6 PNHTF 1986
1827 19th Street 6 PNHTF 1986
1808 17th Street 6 PNHTF 1986
1943 17th Street 7 PNHTF 1987
2402 5th Street (OP 12) 6 LIHF 1987
2207 6th Street (OP 12) 6 LIHF 1987
2405-2407 4th Street 10 Colorado Place
Housing Mitigation 1982
1917 17th Street 7 PNHTF 1987
1314 18th Street 6 CHARP 1988
1427 Berkeley 7 CHARP 1988
2009-15 Cloverfield 10 PNHTF/CHARP 1988
2323 4th Street 6 CHARP 1988
2121 Arizona 11 CHARP 1988
* Community Corporation of Santa Monica
of Housin
Senior
Family
Family/Senior
Family
Family
Family
Family
Family
Family/Senior
Family
Family
Family
Family
Other
Family/Senior
Family/Senior
Family
Family
Family
Family
Family
Senior
Familv
Public Housing/LA Co.
Public Housing/LA Co.
CCSM*
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
CCSM
Owned by PJG/LP Corp.
Leased to CCSM
CCSM
CCSM
CCSM
CCSM
Alternative Living for
Aging
CCSM
2015
Indefinite
12/13/2008 +10 yrs
7/5/2009 + 10 yrs
3/21/2009 + 10 yrs
6/14/2009 +10 yrs
11 /30/2021 + 15 yrs
12/20/2009 +10 yrs
12/30/2020
2/28/2021 + 15 yrs
12/6/2020 + 15 yrs
8/13/2021 + 15 yrs
12/13/2021 +15 yrs
3/31/2022 + 15 yrs
12/30/2020 +15 yrs
12/30/2020 +15 yrs
2081
12/18/2021 + 15 yrs
8/6/2022 + 15 yrs
1/15/2021 + 15 yrs
5/25/2023 + 15 yrs
3/18/2032 + 10 yrs
6/3/2023 + 15 Vrs
Earliest Conversion I
na+A~~~
City of Santa Monica
Page 3-34 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Table 3-18
Inventory of Publicly Assisted Affordable Housing in Santa Monica
ProjectlLocation
Total Units Funding Program/
Source Year Built/
Rehabilitated
Type of Housing
Sponsor/Owner Earliest Conversion
Date(s)
Ocean Park 43 Coop:
504 Ashland Ave.
536 Ashland Ave.
3005 Highland Ave.
642 Marine Street
518 Pier Avenue 43 HODAG/Redev 1989 Family CCSM 10/21/2021
3 Vicente Terrace 25 CHARP/
Rental Rehab 1989 SRO CCSM 4/4/2023 + 15 yrs
2020-30 Cloverfield 32 Rental Rehab/
LIHTC 1989 Family/Senior CCSM 4/25/2025
1038 2°d Street 15 CHTF 1991 Family CCSM 5/15/2066
1952-56 Frank Street 5 PNHTF/CHARP 1992 Family CCSM 7/16/2030 + 10 yrs
1434 Santa Monica 24 Rental Rehab 1992 Family
1968 19th Street (Garcia) 7 LIHTC/RHCP/CHTF 1993 Family CCSM 10/2031 + 10 yrs
1747 15th Street (Garcia) 7 LIHTC/RHCP/CHTF 1993 Family CCSM 10/2031 + 10 yrs
1544 Berkeley Street (Garcia) 9 LIHTC/RHCP/CHTF 1993 Family CCSM 10/2031 + 10 yrs
1828 17th Street (Garcia) 7 LIHTC/RHCP/CHTF 1993 Family CCSM 10/2031 + 10 yrs
2423 Virginia Avenue 12 PNHTF/LIHTC 1993 Family CCSM 6/2032 + 10 yrs
1423 2~d Street 44 CHTF/LIHTC 1994 SRO CCSM 6/2043
1328 2~d Street 36 CHTF/LIHTC 1994 SRO Step Up On Second 9/2043 + 25 yrs
1206 Pico Boulevard 26 HOME 1995 SRO CCSM 11/2044 + 25 yrs
815 Ashland Avenue 45 CHTF/RHCP/LIHTC 1995 Family CCSM 8/2049 + 25 yrs
1020 12th Street 22 HOME 1997 Special Needs Upward Bound House 2046
855 Bay Street 15 HOME/CHARP
(Rehab) 1999 Family CCSM 2048
1227 9th Street 10 HOME/RHTF 1999 Family CCSM 2048
1344 14th Street 11 RHTF/HOME 2000 Family CCSM 2054
1017 4th Street 16 CDBG (Rehab) 2000 Family CCSM 2054
911 2°d Street 16 CHTF/HOME (Rehab) 2000 Family CCSM 2054
502 Colorado Ave 44 CHTF 2002 SRO CCSM N/A
821 11th Street 10 RHTF (Rehab) 2000 Family CCSM 2054
1925 20th Street 34 CHTF/TORCA (Rehab) 2001 Family CCSM 2054
1514 14th Street 36 CHTF (Rehab) 2001 Family CCSM 2054
11301 Wilshire Boulevard 12 HOME (Rehab) 1997 Disabled New Directions Inc. 2046
City of Santa Monica
2005-2010 Consolidated Plan Page 3-35
Housing and Community Development Needs Assessment
Table 3-18
Inventory of Publicly Assisted Affordable Housing in Santa Monica
ProjectlLocation
Total Units Funding Program/
Source Year Built/
Rehabilitated
Type of Housing
Sponsor/Owner Earliest Conversion
Date(s)
Santa Monica Accessible
Housing
1525 Euclid Street 13 CDBG 2003 Special Needs Ocean Housing
Foundation 4/9/2058
225 San Vicente Blvd 36 RHTF (Rehab) 2002 Family CCSM 6/1/2055
420 Pico Blvd 25 HOME/RHTF (Rehab) 2001 Family CCSM 6/14/2055
2028 14th Street 22 RHTF/THTF (Rehab) 2002 Family CCSM 7/26/2055
2112 Delaware Ave 38 RHTF/THTF/CDBG
(Rehab) 2002 Family CCSM 8/10/2055
2120 4th Street 27 RHTF (Rehab) 2002 Family CCSM 10/9/2055
2411-23 CentinelaAve 36 RHTF Pre-Dev Family CCSM 12/21/2055
2260 28th Street 12 RHTF (Rehab) 2002 Family CCSM 1/31/2056
2608 28th Street 12 RHTF (Rehab) 2002 Family CCSM 1/31/2056
2449 CentinelaAve. 20 RHTF (Rehab) 2002 Family CCSM 1/31/2056
2907 3`d Street 11 RHTF (Rehab) 2003 Family CCSM 3/25/2056
2428 34th Street 12 HOME/RHTF (Rehab) 2004 Family CCSM 4/1/2056
813 9th Street 10 HOME/RHTF (Rehab) 2003 Family CCSM 5/28/2056
1052 18th Street 15 RHTF (Rehab) 2003 Family CCSM 6/24/2056
2243 28th Street 12 RHTF (Rehab) 2003 Family CCSM 8/20/2056
2209 Main Street 44 CHTF/LIHTC/MHP In Constr. Family CCSM 3/8/2060
2404 Kansas Ave 10 CDBG (Rehab) 2004 Family CCSM 7/14/2057
1942 High Place 13 CDBG (Rehab) Pending Family CCSM 8/13/2057
1943 High Place 14 RHTF (Rehab) Pending Family CCSM 8/15/2057
2018 19th Street 5 RHTF Pre-Dev Family Habitat for Humanity 10/23/2057
1424 Broadway/1512 15th St 41 CHTF/RHTF/LIHTC In Constr. Family CCSM 10/26/2059
2122 Pico Blvd 8 RHTF (Rehab) 2003 Family CCSM 12/30/2057
1349 26th St 44 CDBG/RHTF/LIHTC In Constr. Family CCSM 10/26/2059
1751 Cloverfield Blvd 55 HOME/RHTF/THTF In Constr. Special Needs OPCC 9/29/2058
3031 Santa Monica Blvd 47 THTF Pre-Dev Family CCSM 2/9/2059
1342 Berkeley St 9 THTF Pre-Dev Family CCSM 2/9/2059
1548 5th St 46 HOME/RHTF Pre-Dev Special Needs Step Up on Fifth 12/17/2059
1343 11th Street 8 CDBG (Rehab) 1996 Family CCSM 2050
807 4th Street 17 CDBG (Rehab) 1996 Family CCSM 2051
1144 12th Street 5 CDBG 1996 Family 1144 12th St. LLC 2028
931 Euclid Street 3 CDBG (Rehab) 1996 Family Euclid LLC 2025
1422 7th Street 28 CDBG 1997 Family JSM Ravenna 2026
City of Santa Monica
Page 3-36 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Table 3-18
Inventory of Publicly Assisted Affordable Housing in Santa Monica
ProjectlLocation
Total Units Funding Program/
Source Year Built/
Rehabilitated
Type of Housing
Sponsor/Owner Earliest Conversion
Date(s)
1430 7th Street 28 CDBG 1997 Family JSM Siena 2026
1422 6th Street 28 CDBG 1997 Family JSM Firenze 2026
908 14th Street 3 CDBG 1997 Family 908 14th St. LLC 2026
937 11th Street 11 CDBG (Rehab) 1997 Family CCSM 2051
205 Washington Avenue 22 CDBG (Rehab) 1997 Family The Sovereign 2026
1117 3`d Street 4 CDBG 1997 Family Edward James York 2026
1002 Marine Street 30 CDBG (Rehab) 1998 Family CCSM 2050
1 1 28-1 1 44 5th Street 32 CDBG/CHTF/LIHTC 1998 Family CCSM 2051
1118 5th Street 10 CDBG (Rehab) 1998 Family CCSM 2052
1423 6th Street 24 CDBG 1998 Family JSM Napoli 2027
1425 6th Street 24 CDBG 1998 Family JSM Cielo 2027
1143 12th Street 11 CDBG (Rehab) 1998 Family CCSM 2052
1149 12th Street 14 CDBG (Rehab) 1998 Family CCSM 2052
1438 16th Street 17 CDBG 1999 Family CCSM 2053
1544 9th Street 3 CDBG 1999 Family Pines LLC 2028
1005 Pico Boulevard 7 CDBG 2000 Family Art Colony LLC 2028
708 Pico Boulevard 20 CDBG/PNHTF/
LIHTC 2000 Family CCSM 2051
Subtotal: 1 ,779
TOTAL 2,865
* CCSM = Community Corporation of Santa Monica
Source: Santa Monica Housing and Redevelopment Division, April 2005.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-37
Housing and Community Development Needs Assessment
Housing Projects At-Risk (July 1, 2005 to June 30, 2015)
Publicly Assisted Affordable Housing
The first project assisted by City trust funds was built in 1983. Use restrictions on City-assisted
projects vary in length depending on the project type and funding source as summarized in Table
3-19.
Table 3-19
Use Restrictions by Funding Source
Fundin Source Develo ment T e Use Restriction
MERL
CDBG Non-profit 55 years plus
(
)
For-profit 30 years
Other Non-profit,
Non-profit 35 - 50 years
depending on trust funds
before November 1998 used
55 years with possible
Other Non-profit, Non-profit 25-year extension in
aRer November 1998 exchange for loan
forg ive n ess
Depending upon the category of loan, Multi-family Earthquake Repair Loan (MERL) program loans
carry deed-restrictions of either 30 or 55 years. Since the first MERL project was completed in
1996, no MERL projects are at risk of converting to market-rate housing during this planning
period.
Several of the HUD-assisted projects carry loans with prepayment options that would theoretically
permit prepayment of the remaining debts during the applicable analysis period. Also, several
projects are assisted with Section 8 rent subsidy contracts that can potentially expire during this
analysis period. However, none of these projects was on the California Housing Partnership
Corporation's (CHPC) list of At-Risk Properties Filing Notice with HUD to indicate prepayment or
expiration of use restrictions.
Units subject to the City's Inclusionary Housing Program were built after 1984 and generally
contain affordability restrictions lasting 55 years, with only a handful having use restrictions of 30
years. Therefore, none of these units is subject to conversion to market rate housing during the
applicable time period.
Other deed-restricted units subject to the Earthquake Recovery Act, Rent Control Removal Permits,
Development Agreements, Coastal Commission Restrictions, and Seitlement Agreements were
built without public funding and are not included in the at-risk housing analysis because they do
not fall under the definition of assisted housing according to State or federal law.
City of Santa Monica
Page 3-38 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
3.4 Market Conditions
3.4.1 Housing Characteristics
Housing Type and Growth
Most land in Santa Monica was developed in the mid-1960s. Since that time growth has resulted
principally from recycling lower intensity land uses to higher density uses. In recent years, the City
has also experienced significant residential development in its commercial zones. Table 3-20
presents housing by structure type according to the 1990 Census and estimated housing for 2005
as developed by the DOF. Overall, the housing stock in Santa Monica increased by 1,805 units
(approximately four percent) between 1990 and 2005. This increase resulted primarily from an
increase of high-density units. The number of multi-family units in structures with two to four units
decreased 6.8 percent, while multi-family units in structures with five or more units increased 7.9
percent. Single-family aitached units increased by 6.9 percent while single family detached units
increased by 2.7 percent. The loss of single-family units and the modest gains in multi-family units
seem to be indicative of the trend to increase land use intensity on previously developed parcels.
Table 3-20
Housing by Structure Type: 1990 - 2005
Number of Units Change in Units
1990 - 2005
Unit Type 1990 2004 Chan e %
Single Family Detached 9,159 9,406 247 2.7%
Single Family Aitached 1,802 1,928 126 6.9%
Multifamily 2-4 Units 6,005 5,594 -411 -6.8%
Multifamily 5+ Units 29,979 32,341 2,362 7.9%
Mobile Home 275 289 14 5.0%
Other 533 -- N/A N/A
Total 47,753 49,558 1,805 3.7%
Sources: 1990 Census; State Deparfment of Finance (2005) Population and
Housing Estimates.
Notes:
1. "Other° housing units include vans, campers, houseboats, etc.
2. When performing housing estimates for non-census years, the Deparfment of
Finance combines the "Other° housing units with the "Multifamily (5+
Units)." This reporf separates out the "Other° housing units, assuming that
since no special count on these units was performed since 1 990, the number
of "Other° units remains unchanged.
Housing Tenure
Housing tenure refers to whether the inhabitant of a unit owns or rents the occupied unit.
According to the 2000 Census, 29.8 percent of the City households owned the unit they lived in
and the remaining 70.2 percent rented. This is a much higher percentage of renters than in any
other city in Los Angeles County. At least one-third of the households in other cities owned their
homes, and the countywide ownership average was 48 percent. The highest concentration of
owner-occupied housing is located north of Wilshire Boulevard, and the highest concentration of
City of Santa Monica
2005-2010 Consolidated Plan Page 3-39
Housing and Community Development Needs Assessment
renter-occupied housing is located west of Lincoln Boulevard and along the Pico Boulevard
Corridor.
3.4.2 Housing Cost
Ownership Housing Cost
As a means of evaluating sales prices in Santa Monica in comparison to surrounding
communities, sales data compiled through Dataquick is presented in Table 3-21 for all units sold
in February 2005. As illustrated in this table, ZIP Code 90402 located north of Montana Avenue
contains some of the most expensive single-family homes in Santa Monica and in the sub-region,
with two homes sold in this area at a median sales price of $2,238,000. Single-family sales
prices in ZIP Code 90404 (east of Lincoln, between Wilshire and Pico) and ZIP Code 90405
(south of Pico Boulevard) are generally comparable to adjacent ZIP Codes in Mar Vista and West
Los Angeles (between Olympic and Wilshire Boulevards). Condominium sales prices in Santa
Monica showed a wide range of values. Median sales price for 15 different condo units in ZIP
Code 90404 was $390,000 while the median price for 16 condo sales in ZIP Code 90403 was
$631,000. The highest price condominium sales were in ZIP Code 90402, which also achieved
the highest prices for single-family homes.
Table 3-21
Housing Sales Prices in Santa Monica and Surrounding Areas
February 2005
Sin le-Famil Homes Condominiums
City/Area
Zip Code # of Units
Sold Median
Price # of Units
Sold Median
Price
Santa Monica 90402
90403
90404
90405* 2
N/A
N/A
3 $2,238,000
N/A
N/A
$2,000,000 3
16
15
5 $945,000
$631,000
$390,000
$600,000
Pacific Palisades 90272 13 $1,650,000 7 $650,000
Brentwood 90049 12 $1,335,000 13 $654,000
Westwood 90024 2 $862,000 10 $481,000
West L.A. 90025 5 $841,000 12 $568,000
Los Angeles 90034
90035 12
4 $692,000
$789,000 4
4 $378,000
$563,000
Rancho Park 90064 12 $806,000 3 $465,000
Century City 90067 N/A N/A 6 $730,000
Culver City 90230
90232 8
9 $621,000
$675,000 19
N/A $376,000
N/A
Mar Vista 90066 21 $729,000 7 $530,000
Venice 90291 12 $335,000 1 $535,000
Source: DataQuick Services, 2005.
Assuming that the potential homebuyer within each income group has sufficient credit,
downpayment (10 percent) and maintains affordable housing expenses (i.e., spends no greater
than 30 percent of their income on the mortgage, taxes and insurance), the maximum affordable
home prices can be calculated. Table 3-22 demonstrates the purchasing power of these income
groups. Given the median home prices shown in Table 3-19, homeownership is beyond the
City of Santa Monica
Page 3-40 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
reach of low and moderate income households; even condominiums in Santa Monica are too
expensive for moderate income households.
Table 3-22
Affordable Home Prices by Income Category
Property Max.
Monthly Taxes, Utilities, Affordable Affordable Max.
Income Affordable Homeowner's Mortgage 30-Year Affordable
Income Group Limits Housing Cost Insurance Payment Mortgage Home Price
Extremely Low $16,335 $408 $250 $158 $26,353 $29,281
Low $27,225 $681 $350 $331 $55,208 $61,342
Moderate $43,560 $1,089 $450 $639 $106,580 $1 18,422
Note: Calculation of affordable morfgage and home price based on an 6 percent interest rate, 10 percent
downpayment, and Los Angeles County Area Median Family Income of $54,450 for 2005.
Rental Housing Cost
The 1995 Costa-Hawkins Act mandated changes to local rent control laws across the state.
Between October 1, 1995 and December 31, 1998 rent increases of up to 15 percent were
permitted for new tenants following a voluntary vacancy or eviction of a tenant for failure to pay
rent. As of January l, 1999, landlords have been able to increase the rent to market rate
following a vacancy. As a result of these provisions, between January 1999 and December 2004,
12,132 units had been rented at market rates. This represents 44 percent of the controlled rental
units for which the Santa Monica Rent Control Board has registered rents, up from 40 percent
(10,929) units at the end of 2003.
Prior to the increases, the median Maximum Allowable Rent (MAR) for these units was affordable
to a household whose income was 80 percent of the adjusted County MFI. Affordability of rental
units to lower and moderate income renters is generally lost with the first market rate increase.
Upon re-rental, median monthly average rents have increased from $630 to $936 (49 percent)
for studio/efficiency units, from $715 to $1,255 (76 percent) for one-bedroom units, from $921
to $1,675 (82 percent) for two-bedroom units, and from $1,l 73 to $2,150 (83 percent) for three
or more bedroom units. Market rate vacancies are not concentrated in any portion of the City,
and seem to be impacting rental units of all size in rough proportionality.
Table 3-21 presents the household income needed to afford the pre-increase rents versus the
income needed to afford the post-increase rents. For example, studio units, suitable as housing
for single-person households, had a median MAR of $630 in 1999. In 2004, vacancy decontrol
had caused an increase in MAR to $936 for a studio unit, requiring a 47-percent increase income
(i.e., an additional $17,000) to afford this unit. Studio units affordable to low income households
in 1999 were no longer affordable to them in 2004.
Similarly, three-bedroom units had a median MAR of $1,173 in 1999, which increased to $2,150
in 2004. Households must have an income of close to $80,000 (i.e., an additional $36,018) to
afford the units in 2004. While these three-bedroom units might be affordable to moderate
income households back in 1999, they were no longer affordable to moderate income
households in 2004.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-41
Housing and Community Development Needs Assessment
Table 3-23
Income Needed to Afford Maximum Allowable Rent (MAR) Units with Vacancy Increases
January 1999 - December 2004
Pre-Increase Post-Increase Difference in
Unit Size
Median
MAR
Annual
Income
Median
MAR
Annual
Income Income
Needed to
Afford Unit
0 Bedrooms $630 $36,000 $936 $53,486 $17,486
1 Bedroom $715 $35,750 $1,255 $62,750 $27,000
2 Bedrooms $921 $38,779 $1,675 $70,526 $31,747
3+ Bedrooms $1,173 I $43,244 I $2,150 I $79,263 $36,018
Note: Affordability or annual income required to supporf aparfment rent is calculated in the
following manner: Median Monthly Average Rent (MAR) annualized (multiplied by 12) is divided
by the product of the Unit Factor and the Income Factor.
Source: City of Santa Monica Rent Control Board, March 2005.
3.4.3 Housing Condition
Age and Condition
Accurate assessment of housing conditions can provide the basis for developing appropriate
policies and programs to maintain the quality of life within the City. Declining housing conditions
can depress property values and serve as a disincentive for reinvestment.
One of the best indicators to measure housing condition is age, as shown in Table 3-24.
Approximately 68 percent of the housing in Santa Monica was built prior to 1970. This raises an
important issue with respect to housing maintenance. Most residential structures begin to show
signs of deterioration as they approach 30 years. Homes older than 30 years begin to require
rehabilitation work to their major components, such as roofing, siding, plumbing, and electrical
systems. Lastly, structures older than 70 years are assumed to have exceeded their useful life.
Table 3-24
Age of Housing - 2004
Year Built # Units % Share
1939 or Earlier 7,940 16.1%
1940 - 1949 6,385 12.9%
1950 - 1959 8,455 17.1 %
1960 - 1969 10,632 21.4%
1970 - 1979 8,228 16.6%
1980 - 1989 3,487 7.0%
1990 -2000 2,736 5.5%
March 2000 - January 2004 1,695 3.4%
Total 49,558 100.0%
Sources: 2000 U.S. Census, Deparfment of Finance 2005
Population and Housing Estimates.
City of Santa Monica
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Lead-Based Paint Hazards
Lead poisoning is the number one environmental hazard to children in America today. Lead's
health effects are devastating and irreversible. Lead poisoning causes IQ reductions; reading and
learning disabilities; decreased aitention span; and hyperactive and aggressive behavior. The
Center for Disease Control has determined that a child with a blood lead level of 15 to 19 /.~g/dL
(micrograms per deciliter) is at high risk for lead poisoning and a child with a blood lead level
above 19 /.~g/dL requires full medical evaluation and public health follow-up.
The Childhood Lead Poisoning Prevention Program (CLPPP), Epidemiology Unit of the Los Angeles
County Department of Health Services indicates that there were six reported incidents of elevated
blood level (EBL) and one actual case of lead poisoning in Santa Monica for the period 2000-
2004. As indicated in Table 3-25, four census tracts had reported EBL incidents and one census
tract had an actual EBL case. Two of the census tracts that reported EBL, 7018.01 and 7018.02,
are low and moderate-income census tracts where more than 50 percent of the population is low
and moderate income.
Table 3-25
Reported Incidents of Elevated Blood Level (EBL)
2000-2004
Census Tract EBL Re orted EBL Cases
7018.01 3 1
7018.02 1 0
7021.00 1 0
7023.00 1 0
Tota I 6 1
Source: Los Angeles County Deparfment of Health Services;
Childhood Lead Poisoning Prevention Program - Epidemiology Unit.
April 5, 2005.
Los Angeles County has a two-tiered approach to the evaluation and elimination of lead-based
paint hazards where the problem has been determined to be most prevalent: the Lead Hazard
Evaluation Program and the Lead Hazard Reduction Program. Currently, the Los Angeles County
DHS and the State-funded CLPPP investigate cases of childhood lead poisoning referred by
physicians. The County Environmental Health Service (EHS) takes steps to determine the source of
lead in children's blood by obtaining samples from areas where the child spends a great amount
of time, such as the bedroom or yard. The CLPPP Lead Coordinator initiates the medical and
environmental response once children with elevated blood levels are reported.
Estimating Number of Housing Units with Lead-Based Paint
The age of the housing stock is the key variable for estimating the number of housing units with
lead-based paint. Starting in 1978, the use of all lead-based paint on residential property was
prohibited. It is estimated that 75 percent of all residential structures built prior to 1978 contain
lead-based paint (LBP) and that older structures have the highest percentage of LBP.
In assessing the potential LBP hazard of these older structures, several factors must be considered.
First, not all units with lead-based paint have lead-based paint hazards. Only testing for lead in
dust, soil, deteriorated paint, chewable paint surfaces, friction paint surfaces, or impact paint
City of Santa Monica
2005-2010 Consolidated Plan Page 3-43
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surfaces provides information about hazards. Close to 8,400 units in the City may be occupied
by low and moderate income households and may contain lead-based paint (Table 3-26).
Table 3-26
Number of Housing Units with LBP Occupied by
Low and Moderate Income Households
Occu ied Units
Ext. Low Low Moderate Percent Units
0-30% MFI * 31-50% MFI 51-80% MFI with LBP
No. of Pre-1970 Units Occupied by
Low and Moderate Income 1,007 1,312 8,864 75%
Households
Estimated No. of Units with LBP and
Occupied by Low and Moderate 755 984 6,648 8,387
Income Households
*Owner occupied units for extremely low income group not available. Figure includes only rental units
Source: HUD CHAS Data, 2004.
3.5 Barriers to AfFordable Housing
Barriers to the provision of adequate and affordable housing are posed by market, governmental,
and infrastructure and environmental factors. These barriers may result in housing that is not
affordable to low and moderate income households, or may render residential construction
economically infeasible for developers. Barriers to housing production significantly impact
households with low and moderate incomes and special needs. A detailed assessment of these
barriers is included in the 2000-2005 Housing Element for Santa Monica. This section
summarizes the conclusions contained in the Housing Element and provides updates based on
changes in market conditions.
3.5.1 Market Barriers
Land and Construction Costs
Land Costs and Availability
In Santa Monica, one of the primary market constraints to producing affordable housing is land
cost. This is directly aitributable to the limited availability of vacant and developable land for
residential development. Current Multiple Listing Services (MLS) listings for vacant/underutilized
land suitable for residential development in Santa Monica indicate an average cost of nearly $4
million per acre.
The increasing demand for housing and competition for housing construction lead to a
corresponding increase in land values. Higher land values are balanced with higher sales prices
due to market pressure. This new balance between cost and revenues rendered new, smaller
condominium projects in higher cost areas of the City feasible (e.g., north of Wilshire Boulevard),
but not for large projects in general or for projects in lower cost areas. This new market
equilibrium helps explain the recent surge of development activities in the multi-family
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neighborhoods in the northern part of the City and in commercial and non-traditional areas,
where higher densities are permitted. Overall, land costs continue to be a substantial impediment
to multi-family development in the City.4
Construction Costs
Besides the limited availability of land, another significant cost associated with providing housing
is construction cost. Although on a per-square-foot basis, construction costs for multi-family units
are lower than for single-family homes, overall project construction costs are more substantial for
multi-family housing especially for multi-story buildings. Underground parking adds significantly
to construction costs. Controlling the cost of residential construction is particularly problematic
because most the costs are market driven.
While construction costs typically comprise a significant portion of the total development cost of a
housing project, these costs are fairly consistent throughout Los Angeles County, and therefore,
would not appearto constitute an actual constraint to housing production in Santa Monica.
Availability of Financing
Construction Financing
The cost to develop affordable housing has increased dramatically in recent years, due to rising
land and construction costs. These factors all contributed to the widening affordability gap
between market-rate and affordable housing. To bridge the gap, substantial subsidies are
required. However, local, state, and federal governments are all facing budget cuts. Often,
multiple funding sources are required to finance the construction of affordable housing.
Furthermore, only a few affordable housing developers have the ability to assemble multiple
funding sources and experience in complying with the complex regulatory requirements governing
the use of various funding programs.
Mortgage and Home Improvement Financing
Under the Community Reinvestment Act (CRA) of 1977, banks are required to lend within low and
moderate income communities, to have meaningful communication with members of the
community regarding banking services, and to market or provide special credit-related
information programs to make residents aware of the bank's credit services. In tandem with the
CRA, the Home Mortgage Disclosure Act (HMDA) requires lending institutions to disclose the
disposition of each home purchase and improvement loan application. The following summarizes
residential lending activities of conventional home purchase loans.
The annual HMDA report for 2003 indicates that 1,981 conventional home purchase loan
applications were submiited for homes in Santa Monica. Of those applications, 65.8 percent
were approved by the lenders and accepted by the applicants and 10.6 percent were approved by
the banks but not accepted by the applicants. Of the applications submitted for homes in Santa
Monica in 2003, 11.0 percent were denied. About 10.3 percent of all applications were
withdrawn by the applicants and 2.4 percent of all applications were closed for being incomplete.
A higher proportion of loans were approved in Santa Monica when compared to the County of
Los Angeles. During 2003, 44 percent of applications filed in Los Angeles County were approved
4 City of Santa Monica, 2000-2005 Housing Element, page III-4
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by lenders and accepted by the applicants, whereas 38 percent of applications were denied.
Mortgage financing is generally available to homebuyers in Santa Monica.
The 2003 HMDA data also indicates that 68.5 percent of the home loan applicants were from
White households. Minority applicants accounted for only 10.6 percent of households applying
for loans: 6.7 percent by Asian applicants, 3.1 percent by Hispanic applicants, and 0.6 percent
Black applicants. The rest of the loan applications were either filed by joint applicants or did not
provide information on race/ethnicity.
As might be expected from the high value of property in Santa Monica, mortgage loan
applications were primarily from upper income households earning more than 120 percent of
median income. Only 0.9 percent of applicants earned less than 80 percent of the median
income. Loan approval rates were lower for low and moderate income groups, ranging from
23.5 percent to 58.2 percent approval rates for households with income up to 120 percent of the
median income, compared to 66.6 percent approval for the households with income greater than
120 percent of the median income.
Among the 1,981 applications, 88.6 percent were for homes in upper-income neighborhoods,
7.4 percent were for homes in middle income neighborhoods, and the remaining 3.9 percent
were for moderate-income neighborhoods. The loan approval rates were similar for upper-
income and moderate income neighborhoods (66.5 percent and 65.4 percent respectively) while
the loan approval rates for middle-income neighborhoods was 57.1 percent.
3.5.2 Potential Governmental Barriers
Land Use Controls
Santa Monica regulates the type, location, density, scale, and other development standards of
residential development primarily through the Zoning Ordinance (ZO). In general, the City's
zoning regulations are designed to balance the goal of providing affordable housing opportunities
for all income groups with the goals of protecting the health and safety of residents and preserving
the character and integrity of existing neighborhoods.
The City recognizes that there is a growing need for a range of housing opportunities in the City,
including transitional housing, congregate housing, homeless shelters, single room occupancy
housing, and affordable housing that is deed-restricted or restricted by an agreement approved by
the City. The ZO contains numerous incentives specifically designed to facilitate the development
of affordable and special needs housing. Incentives identified in the ZO include:
• Planning Fee Waiver: Planning and Zoning review fees are waived for projects that are
100 percent deed-restricted for affordable housing.
• Special Needs Housing by Right in Residential Zones: Senior and senior group housing,
transitional housing, congregate housing, and domestic violence shelters are permitted by
right in all multi-family residential districts.
• Special Needs Housing by Right in Commercial Zones: Shelters of 55 beds or less,
domestic violence shelters, congregate housing, transitional housing, single room
occupancy housing, and senior housing are permitted by right in the BCD, BSC, C2, C3,
C3C, C4, C6, CM, and CP zones.
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• Exemption from Story Limit: 100 percent affordable housing projects are exempt from the
applicable limits on the number of stories. However, such projects are still subject to
applicable height limits in each zone.
• Height Bonus: 100 percent affordable housing projects in non-residential zones are
eligible for height bonus of ten (10) feet subject to consistency with the Land Use Element.
• Augmented Density Bonus: Affordable housing projects that meet the requirements for a
density bonus under State law are also entitled to a separate local density bonus of 25
percent; however, the total density bonus for affordable housing, including the State
density bonus must not exceed 50 percent.
• Reduced Parking Requirements: The ZO contains reduced parking requirements for
affordable housing, senior housing, shelters, congregate care housing, and transitional
housing. Typically, the reduction allowed is 0.5 space per unit.
• Floor Area Bonus: 100 percent affordable housing projects located in non-residential
zones are eligible for a 50 percent floor area bonus (50 percent of FAR devoted to the
units~.
Codes and Enforcement
A variety of building and safety codes, while adopted for the purposes of preserving public health
and safety, and ensuring the construction of safe and decent housing, have the potential to
increase the cost of housing construction or maintenance.
California Building Code
Santa Monica uses the 2001 Edition of the California Building Code as published by the
California Building Standards Commission and the International Conference of Building Officials,
with local amendments. The California Building Code contains minimum building requirements
for such issues as insulation to achieve an interior noise level of 45 dBA, as well as installation of
devices/fixtures that reduce energy consumption. While the City is required to enforce the
California Building Code, compliance may sometimes increase the cost of housing production.
Residential code enforcement in Santa Monica is performed on a complaint basis. City policy is
to resolve code violations without displacing residents if possible.
Americans with Disabilities Act (ADA)
The City's building code requires new residential construction to comply with the ADA. Provisions
include requirements for a minimum percentage of units in new developments to be fully
accessible to the physically disabled, which may also increase the overall project development
costs. However, like the California Building Code, enforcement of ADA requirements is not at the
discretion of the City, but is mandated under federal law.
On-Site and Oif-Site Improvements
While Santa Monica is fully developed with its primary infrastructure systems in place, upgrading
of such systems is sometimes necessary to accommodate new development. As part of the
building permit process, the City can require the provision of on-site and off-site improvements
necessitated by the development, such as improvements to alleys, curbs and guiters, streets,
sidewalks and street lights, and utility undergrounding. According to the City's Environmental and
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2005-2010 Consolidated Plan Page 3-47
Housing and Community Development Needs Assessment
Public Works Management Department, the average cost of off-site improvements can be
generally estimated at five percent of the building permit valuation. The cost of such
improvements may increase the cost of development, which would ultimately be passed through to
future tenants or owners.
Fees and Taxes
Development fees and taxes charged by local governments contribute to the cost of housing.
Santa Monica charges a variety of planning-related fees to offset the costs associated with permit
processing. Fees that may be charged include: Conditional Use Permit (CUP) application fee (for
example, condominiums); administrative approval application fee, development review permit
application fee, negative declaration preparation fee; tentative and final map application fees;
architectural review application fee; plan checks fees for processing by the City's Planning
Division, Building and Safety Division, and Environmental and Public Works Management
Department; and deed-restriction application fee for inclusionary housing units. In addition to
standard processing fees, Santa Monica charges the following fees/taxes for new residential
development:
• School Fee (state-assessed fee collected by the City)
• Park and Recreation Tax
• Condominium Tax
Periodically, the City conducts a review of its fees to ensure they reflect the actual cost of providing
services. Most user fees are indexed to the Consumer Price Index (CPI) and adjusted annually.
Also, the City aitempts to keep its fees in line with similar jurisdictions.5 Furthermore, planning
and zoning review fees are waived for affordable housing projects, and Park/Recreation and
Condominium taxes are deferred for inclusionary units and low/moderate income units built using
in-lieu fees, for as long as the units remain affordable to low/moderate income residents. The
high land cost in Santa Monica is the overriding constraint to housing development in the City.
The City's development fees do not directly impact housing maintenance or improvement.
Article 34
Article 34 of the State Constitution requires that any affordable rent housing project developed,
constructed, or acquired by a public agency must first be approved by a majority of the voters
living in that jurisdiction. On July 21, 1998, the City Council adopted a resolution requesting that
the Los Angeles County Board of Supervisors place Proposition I on the November 1998 ballot in
order to gain voter approval to expand the City's authority to "develop, construct or acquire" low
income housing. On November 3, 1998 Santa Monica voters approved Proposition I authorizing
the City to "develop, construct or acquire" low rent housing units in an amount not to exceed one
half of one percent (0.5 percent) of the total housing units in the City existing at the end of FY
1997/98. The total housing units in the City at that time was 48,573 units. Proposition I also
allows that any annual authorization not used during the fiscal year may be carried over for up to
three subsequent fiscal years.
The total number of affordable housing units subject to Article 34 in FY 03-04 was 56 units,
leaving a carryover from FY01-02 and FY 02-03 of 603 units. The total number of housing units
5 City of Santa Monica Finance Deparfment, April 2005.
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in the City as of June 30, 2004 was 50,319, yielding a base authority of 252 new units. With the
carry over from FY01 -02 through FY 03-04, the total FY 04-05 Article 34 authority is 855 units.
Additional Constraints
As part of the 2000-2005 Housing Element Update, additional analyses were conducted to
analyze the impact of changes to the City's regulatory framework on housing development. These
analyses focused on three areas:
• City Council actions to modify development and construction regulations. These include
the development moratorium in the City's multi-family districts, changes in multi-family
district development standards, and a construction rate program.
• Specific discretionary review procedures, including Rent Control law removal permits, the
Landmark Ordinance, project scale thresholds for Development Review Permits, Design
Compatibility Permits for condominiums, and other discretionary review procedures.
• Features of the City's Affordable Housing Production Program with specific focus on the
affordable housing fee for condominium projects and administrative procedures for
exercising the available mitigation options.
The analyses concluded that the City's various initiatives, individually or cumulatively, imply
additional procedural and/or substantive costs. However, the scale of these costs is not
substantial to cause an otherwise viable project to become financially infeasible.
3.6 Community Development Needs
Community development needs for public/community services and facilities, infrastructure
improvement, and economic development are discussed in this section.
3.6.1 Public/Community Services and Facilities
Nearly 90 percent of respondents to the January 2003 Community Voices survey indicated use of
some type of health or human service agency in 2002. Santa Monica-based agencies were
reported to have been used by 89 percent of respondents.
Anti-Crime Programs
The Community Voices Report (May 2003) identified "reducing the number of juveniles engaged
in criminal activity° as one of the top four needs and priorities for the City.
Overall Crime Data 1996-2002 provided by the Santa Monica Police Department showed that
criminal offenses reported within the City have continued to decline. The overall reported
incidences of crime decreased by 20 percent for the period 1996 to 2002. Crimes characterized
as "serious offenses," such as murder, rape, aggravated assault, and burglary were down 36
percent and "less serious" crimes decreased by three percent during the same period.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-49
Housing and Community Development Needs Assessment
However, nearly one-quarter (24.6 percent) of youth respondents to the Community Voices survey
had been in trouble with the police an average of 2.42 times. More than one in ten (10.8
percent) indicated that they have been involved with a gang. The most utilized services among
surveyed youth and young adults were after-school programs (39.5 percent), social and
recreational activities (36.5 percent), and educational services (30.4 percent). Services that youth
and young adults indicated the need for expansion include educational, help geiting into college,
and health care. According to the Santa Monica Police Department, juvenile arrests have
doubled between 1996 and 2002; there were 153 juvenile arrests in 1996 and 347 in 2002.
Existing Services
Existing services offered by the City address crime prevention needs of individuals, neighborhoods,
and businesses.
Neighborhood Centered Policing: Within the past two years, the Santa Monica Police Department
implemented a new policing model/philosophy entitled Neighborhood Centered Policing (NCP).
The NCP assigns high ranking officials and Lieutenants to each of the four regions within the City.
The Lieutenants serve as Neighborhood Service Area Coordinators (NSACs), working to establish
relationships with community groups within the City. Among other duties, NSACs attend
community meetings and deploy police resources to address community concerns, manage
community livability enforcement efforts, and report efforts/progress monthly to the Chief of Police
and his command staff. NCP recaps are posted on the Department's Web page, along with
relevant contact information about the NSACsb.
The Police Department's Web page continues to list current information concerning general data
about the Department, frequent crime updates, and quarterly Neighborhood Centered Policing
reports, among other items.
Neighborhood/Community Programs: The City offers a variety of neighborhood and community-wide
programs:
• National Night Out Against Crime: This is nationally celebrated event intended to send a
strong message of community unity against crime.
• Citizen's Police Academy/Academia Communidad (Offered in both English and Spanish):
This course, taught by Police Department personnel, continues to be one of the
Department's more popular programs. The 1 1-week program is designed to give Santa
Monica residents a beiter understanding of City government and Police Department
policies and procedures. Community Relations also conducts a Spanish-Speaking
Citizen's Academy, the first in Los Angeles County.
• Community FAX: Through the Community FAX Program, Santa Monica residents, business
owners, managers and employees receive important information related to crime trends,
as well as information about various crime prevention techniques, through a faxed bulletin
that is sent by the Police Department on a weekly basis.
• Bank Fax Program: The Bank Fax Program will ensure that all of the banks in Santa
Monica have current and up-to-date information regarding bank robberies.
b City of Santa Monica Police Deparfment, April 2005.
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• Residential Security Surveys: A Crime Prevention Coordinator will go to a home or
apartment to conduct a residential security survey at no cost. Areas covered include
lighting, landscaping, locks, alarms, and much more. The Crime Prevention Coordinator
can then offer suggestions on how to decrease the chances of becoming a victim of a
burglary or robbery.
• Personal Safety Presentations: The Community Relations Unit provides personal safety
presentations for groups throughout the City. The topics of these presentations include:
Personal Safety and Assault Prevention, Crime Prevention for Senior Citizens, Crime
Prevention for the Handicapped, and Bunco and Scam Prevention.
• Self-Defense Classes: The popular Self-Defense Class is organized by Community
Relations and taught by the Police Department's Defensive Tactics Team.
• Operation Identification: Through Operation Identification, owners engrave their
California driver's license or I.D. number on their valuable property. In addition to
deterring theft, this program also helps law enforcement personnel locate the owner of
recovered stolen property. The Santa Monica Police Department lends electric engravers
to the public free of charge.
• Business Watch Program: The Business Watch Program is a cooperative effort between the
Police Department and local merchants to prevent business-related crimes within the City.
Similar to Neighborhood Watch, Business Watch members combat crime by reporting all
suspicious activities.
• Commercial Crime Prevention Program: The Community Relations Unit provides
specialized presentations to businesses and their employees. These presentations cover a
variety of topics, including armed robbery, shoplifting, internal theft, bomb threats, and
check and credit card scams.
• Commercial Security Surveys Program: At no cost, a Crime Prevention Coordinator will
come to a business and make suggestions regarding lighting, alarms, and locks, among
others.
Youth Programs, Education and Awareness: A number of crime prevention programs are targeted toward the
community's youth:
• Police Activities League (PAL): The PAL Program provides a safe and educational
environment for local youth. Personal awareness is achieved through programs that
include: Youth Counselor Group; Athletic Events at the local, regional, and state level;
Homework Assistance Program; Technology and Computer Assistance Program;
Mentoring Program; and Arts Program. Approximately 675 young people access the PAL
center on a monthly basis, and a total of 2000 youth are enrolled in the program.
• Police Cadet Program: The Santa Monica Police Department employs approximately 21
police cadets. The program is designed for older youth (18 - 23 years) and fosters a
basic understanding of how a police department functions and serves its community.
Cadets are provided "on the job training" relating to their specific responsibilities,
City of Santa Monica
2005-2010 Consolidated Plan Page 3-51
Housing and Community Development Needs Assessment
complete with a uniform and badge. Participants in the program are required to attend
college and maintain full-time academic status.
• Junior Police Academy: The Department coordinates and hosts a Junior Police Academy
for community youth. To date, the Department has hosted eight sessions. Personal
awareness is achieved by exposing participants to all aspects of law enforcement,
specifically the infrastructure of the Santa Monica Police Department. Participants learn
about the Department's mission, vision, and values and police-related duties. At the
conclusion of the academy, participants graduate and receive certificates from the Chief
of Police recognizing their achievement.
• Police Explorer Program: The Santa Monica Police Department sponsors and supports a
Police Explorer Post. Young adults who participate in the Post are exposed to all aspects
of law enforcement and have the opportunity to attend an Explorer Academy. Explorers
can achieve a greater level of responsibility within the Post through the promotion process
and regularly compete against other units at Regional Explorer Competitions.
• School Resource Officer Program: This program has two School Resource Officers who
are available to speak to groups of children on a variety of topics, such as Gun Safety,
Pedestrian Safety, Inappropriate Touching, Dialing 9-1-1, Cyber Safety for Kids Online,
Stranger Danger, It's O.K. to Tell, and School Violence/School Safety presentations.
Developed in 2000, the Community Outreach Center at Olympic High School provides
youth with strategies to develop a positive self-image, achieve success in their academic
and personal lives, and contribute to the community in which they live.
Additional Needs
The continuing decline in the incidence of crime in Santa Monica is due in part to the City's
various crime prevention efforts. Continuation and expansion of the above crime prevention and
awareness efforts are necessary to continue improving the safety of Santa Monica residents. Upon
request, any of the crime awareness and prevention programs described above can be organized
for presentation in Spanish to Santa Monica's Spanish-speaking community.
Substance Abuse Services
According to the Santa Monica Police Department, drug sales arrests within Santa Monica
remained stable (37 arrests; 0 percent change) between 1999 and 2002; however drug
possession arrests rose from 265 in 1999 to 322 in 2002 (22 percent increase). Therefore, the
need for services to provide assistance to drug-related offenders and chemically-dependent
individuals is of great importance to the City of Santa Monica.
Existing Services
A number of organizations are available in Los Angeles County to provide treatment of Santa
Monica residents with alcohol and drug problems. The following organizations provide a variety
of services including counseling, short and long-term housing, and testing:
• Los Angeles County Health Services Department provides substance abuse treatment
through residential programs as well as outpatient programs and support groups
• Alcoholics Anonymous
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• Narcotics Anonymous
• Matrix Center provides outpatient chemical dependency treatment
• St. John's Hospital Chemical Dependency Center
• The CLARE Foundation
• Matrix Center
• New Start
• Turnabout ASAP (Detox Center)
Additional Needs
The Community Voices process identified the need for increased substance abuse services for
persons with dual diagnoses, particularly among the homeless population.
Transportation Services
The 2003 Community Voices Report found that nearly two-thirds (61.3 percent) of consumers and
clients within Santa Monica had used public transportation services in the past 12 months.
Existing Services
Santa Monica's Big Blue Bus and the Los Angeles County Metropolitan Transportation Authority
(MTA) provide local and regional transit service within the City of Santa Monica. The Big Blue Bus
is the primary provider of transit services within the City, operating 1 1 local routes that serve the
communities of Santa Monica, Pacific Palisades, Brentwood, Westwood, Century City, Cheviot
Hills, Rancho Park, Mar Vista, Westchester/LAX and the Green Line Station, Marina Del Rey, and
Los Angeles. Approximately 6,500 weekly riders board and exit the Big Blue Bus at stops between
Lincoln/PCH and Wilshire/10 Freeway.
MTA operates the line from Santa Monica via Wilshire Blvd. to downtown LA and points east,
while Big Blue Bus will inaugurate Rapid 3 service to LAX and the Green Line Aviation station via
Lincoln in June 2005. Three-quarters of the 50-square mile service area of the Big Blue Bus is
outside of the City of Santa Monica. All service is provided on ADA accessible buses.
The Big Blue Bus also provides a local shuttle service known as the Tide Shuitle. This service,
which utilizes electric vehicles, operates within the downtown area and serves the major visitor
destinations in the City: the Third Street Promenade, Pier, beaches, Main Street business area,
major hotels, as well as Santa Monica High School.
Local paratransit service for seniors and persons with disabilities is also provided by the Big Blue
Bus. This service is open to any City resident age 60 or older, or age 18 and over with a
disability. The service operates everyday on an "on-call" basis. WISE Senior Services provides
outreach, education, eligibility and subsidy determinations, certifications, and complaint resolution
for seniors using this local paratransit service.
Additional Needs
The Community Voices process identified that expanded transportation alternatives for the seniors
are desired to reduce isolation and increase opportunities for seniors through participation in
social events and volunteer work.
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Fair Housing and Tenant/Landlord Counseling
Existing Services
The City has a range of anti-discrimination policies to further fair housing. These include policies
prohibiting housing discrimination against protected classes, a tenant harassment ordinance, and
a just-cause eviction ordinance. In addition, Santa Monica implements a full range of housing
programs to facilitate and encourage affordable and special needs housing.
The Fair Housing Unit of the Office of the City Aitorney administers the City's fair housing
program. It is staffed by a full-time aitorney, a fair housing specialist, and a bilingual Community
Liaison. There is also a 24-hour bilingual hotline. The Fair Housing Unit takes complaints
involving housing discrimination, lock-outs, and utility shut-offs.
In 2002, the Fair Housing Unit conducted a fair housing assessment. The study indicates that,
from a fair housing perspective, there is no major hindrance to the availability of housing in the
City and that reported fair housing incidents are on the decline. The Fair Housing Unit fielded on
average a dozen complaints annually in the 1990s, but now receives six to seven annually. From
FY 2002-03 to FY 2004-05, the Fair Housing Unit received 22 formal complaints with no lawsuits
filed.'
However, the largest change was the dramatic rise in tenant harassment in recent years. In FY
1996-97, the first year after the City's tenant harassment ordinance was passed, the City recorded
23 formal complaints. Since then, the number of tenant harassment complaints has increased
nearly three-fold as 181 of complaints were received between FY 2002-03 and FY 2004-05,
resulting in four civil and one criminal lawsuit.$
The City has already taken aggressive steps to address the issues of impediments to fair housing
by implementing policies that are conducive to encouraging the development of low-cost housing.
Its planning and zoning policies are such that low and moderately priced housing units are exempt
from the more restrictive regulations. Although it does not engage in direct counseling with the
parties, the Fair Housing Unit has conducted and aitended numerous events to educate the public
about fair housing laws affecting tenants and landlords.
The City's Rent Control Board also provides a variety of services to both tenants and landlords by:
• Maintaining records of the rents and amenities for each rent controlled unit in the City;
• Informing tenants and landlords of their rights and responsibilities under the Rent Control
Law;
• Resolving excess rent claims; and
• Encouraging owners to make needed repairs through the rent decrease mediation and
petition process.
In addition, the City funds a non-profit organization to provide general legal and tenant/landlord
counsel and advice for low and moderate income households. The Santa Monica Disabilities
Commission is preparing to distribute a brochure outlining the rights and responsibilities of renters
with disabilities and their landlords. In addition, the Santa Monica Outreach Coordinator for the
' Office of the City Attorney, 4/1 8.
8 Office of the City Attorney, 4/1 8.
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Westside Center for Independent Living (WCIL) educates landlords and tenants on their rights and
responsibilities. WCIL also assists with tenant complaints and files grievances with the appropriate
authorities. WISE Senior Services, a local non-profit agency, does this as well on a limited basis.
Additional Needs
The Fair Housing Unit has taken an aggressive approach to educating tenants and property
owners and will continue to educate the public about the Fair Housing laws. It will also make
efforts to contact property owners and owner associations to encourage compliance with fair
housing laws.
The Community Voices report indicates that increased accountability and enforcement of laws is
needed to protect persons with disabilities.
Health Services and Facilities
The 2003 Community Voices Report identified "improving access to health care for children and
their families" and "ensuring that every child is born healthy and enters school ready to succeed"
as two of the top four identified needs and priorities for Santa Monica. Increasing the availability
of inental health services was a new priority identified in the 2003 Report.
Existing Services and Facilities
The following facilities provide affordable health services in Santa Monica:
• Venice Family Clinic/Yvonne B. Burke Health Center: provides primary medical care and
specialty services to unemployed, low income, and homeless persons.
• Los Angeles County Health Services/ Yvonne B. Burke Health Center: provides general
adult medical, pediatrics, OB/GYN, prenatal, immunizations, and pregnancy testing.
• Les Kelley Family Health Center: provides a full range of family medical services including
obstetrics, pediatrics, geriatrics, general medical care and office surgery.
• Westside Women's Health Center: provides family planning, routine GYN, pregnancy
testing and counseling, screening and treatment for STD, prenatal & pediatric care; AIDS
testing and education.
The Los Angeles County Health Services Department program operating at the Venice Family
Clinic/Yvonne B. Burke Health Center provides low- and no-cost health care to low income Santa
Monica residents. Both facilities provide primary care and referral services. When the Yvonne
Burke Health Center is unable to handle the patient load, patients are referred to the H. Clyde
Hudson Health Center in downtown Los Angeles or to the Harbor UCLA facility in Torrance. The
Burke Health Center operates a van to transport patients to the UCLA facility. Bus tokens are also
available to homeless patients or to low income persons who cannot afford bus fares. The Center
offers free health care services to low income persons based on their ability to pay. Patients must
be re-certified every six months to determine their eligibility for assistance.
The Venice Family Clinic is another primary health care provider for the City's lower income
residents. This clinic offers health services including general pediatric, adult and comprehensive
family medicine, a comprehensive teen clinic, specialty clinics, and health outreach services for
homeless persons.
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Additional Needs
The City currently funds free primary health care and specialty care for low-income residents and
participates in service coordination and resource building activities with groups such as the
Westside Health Coalition, Westside Mental Health Network, and St. John's Health Center
Community Benefit Plan Commiitee. However, the Community Voices report recommends
increased funding for all services that impact low-income residents, including health care. It was
also recommended that the City expand homeless access to health care, dental care and mental
health care.
Services and Facilities for Persons with Disabilities
Existing Services and Facilities
A range of services and facilities are already in place to serve the disability community in Santa
Monica. Major service centers for people with disabilities in the Santa Monica area include:
• California Department of Rehabilitation/Westchester
• Easter Seals of Southern California/Culver City: independent living skills training,
vocational rehabilitation, supported employment and day program for persons with
developmental disabilities.
• L.A. Goal: adaptive living skills and training; social and recreational services for adults
with developmental disabilities.
• Westside Regional Center/Culver City: diagnosis, case management, prevention,
advocacy, community education, referral and other services for people with
developmental disabilities and their families.
• Special Education program, Santa Monica-Malibu Unified School District
• WISE Paratransit: open to any city resident age 18 and over with a disability; the service
operates everyday on an appointment basis.
• City Community Programs Division: recreational and social opportunities for people with
disabilities, including Westside Special Olympics.
• Goodwill Industries/West LA: job training and supported employment for people with
disabilities.
• Westside Center for Independent Living: benefits advocacy, housing and employment
search assistance, peer counseling training and placement for people of all ages with a
disability.
• Center for the Partially Sighted: vision exams, support groups, counseling, mobility and
independent living training and assisted living devices for people who are partially sighted
and/or are losing their eyesight.
Mental Health: Services for people with a mental illness are available region-wide through the Los
Angeles County Department of Mental Health Services (LACMHS) and its contracting agencies.
These agencies provide services for people with a persistent and chronic mental illness. Services
are divided into 24-hour crisis services, crisis walk-in services, child and adolescent screening, and
non-24 hour services (frontline crisis services and senior outreach). The County Department of
Mental Health operates the Edmund D. Edelman Westside Mental Health Center (MHC) that
serves Santa Monica, West Los Angeles and Westchester. Family Service of Santa Monica
provides long-term, short-term and cognitive treatment for children, adults and families, while the
Gateways Westside Geriatric Center in Santa Monica provides comprehensive mental health
services for seniors with outreach to family members. The Center for Healthy Aging has a day
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treatment program, peer counseling, outreach and family support for seniors. Jewish Family
Services/Santa Monica also provides counseling for families, individuals, children, adolescents,
and seniors. Community care facilities (board and care) provide approximately 52 beds in Santa
Monica for people with a mental disability.
Developmental Disabilities: The Westside Regional Center for the Developmentally Disabled is a state-
funded, non-profit agency serving individuals with mental retardation, cerebral palsy, epilepsy,
and autism. The agency functions primarily as a diagnostic and testing center to determine
eligibility for state-funded services. Additional services include genetic counseling to persons who
have or may be at risk of having a child with a developmental disability. The Center is responsible
for planning and developing services for persons with developmental disabilities to ensure that a
full continuum of services is available.
Additional Needs
The Community Voices process identified the following needs to serve persons with disabilities in
Santa Monica:
• Increase the availability of affordable, accessible housing;
• Expand public education and advocacy efforts;
• Increase accountability and enforcement of laws; and
• Improve access to services for persons with disabilities.
Senior Services and Facilities
According to the Community Voices Survey, paratransit services, home delivered meals, and
support for WISE's new Adult Day Care Center serving frail seniors were the highest ranked needs
within the City.
Existing Services and Facilities
In general, service needs of the elderly include: adult day care, basic needs and resources,
crime/victim and legal services, education services, employment and training, emergency services,
financial aid and benefits, health information and services (inpatient and outpatient), housing
services, in-home services, mental health services, protective and placement services, and
transportation services.
A variety of senior services are available to residents in Santa Monica. The Center for Healthy
Aging provides health care services, including health screening, health education, and peer
counseling services. Meals-on-Wheels West operates a meals-on-wheels program for
homebound seniors. WISE Senior Services provides case management, information referral, day
care, in-home services, and outreach and education for the City-run paratransit service. Facilities
and organizations which provide services specifically to seniors are listed below.
Center for Healthy Aging: social service and health care including mental health, health
education and physical health services to older adults and their caregivers.
Gateways Westside Geriatric Center/Outpatient Mental Health Program: comprehensive
mental health services for age 65 and over.
Santa Monica Senior Recreation Center: nutrition program (hot lunches), classes,
activities, and field trips.
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• UCLA Healthcare 50 Plus: health education and health screenings, physician referrals,
Medicare workshops, insurance assistance and counseling, and walking programs.
• WISE Adult Day Care Center: Day care services for clients with stroke and mild memory
loss.
• Santa Monica Dial-A-Ride: Open to any city resident age 60 or older or any resident with
a disability age 18 and older. Provides curb-to-curb service daily on an appointment
basis.
Many older adults in Santa Monica live on fixed incomes and are isolated from family, friends,
and community services. With the advent of welfare reform and anticipated changes in Medicare
and Medi-Cal in-home assistance, SSI benefits may be dramatically reduced or eliminated and
Medi-Cal benefits significantly curtailed.
Elderly residents are justifiably concerned about becoming victims of fraud. Much of the
information they receive from healthcare agencies, insurance agents, financial advisors and
government entitlement administrators is needlessly complex and confusing. Education and other
activities for older adults can help them achieve greater control over their lives and protect their
savings.
The City of Santa Monica funds the following programs and services that target older adults:
• Day care services for older adults with Alzheimer's disease and other debilitating
cond itions.
• Money management services, including bill paying and representative payee assistance;
• Home delivered meals to homebound older adults.
• Case management and peer counseling services.
• Advocacy opportunities for seniors through the Commission for the Senior Community, the
Senior Recreation Center Council, and the Senior Nutrition Program Advisory Council.
• Health services, including geriatric care.
• Para-transit services.
• Congregate meal programs at four locations.
• Involvement of seniors in volunteer opportunities City-wide.
• Recreational trips, classes, and social activities.
• Recreational activities targeting older Latino adults.
Additional Needs
The Community Voices report indicated the following additional needs for seniors:
• Preserve and expand the supply of affordable housing for seniors;
• Increase opportunities for seniors to share their wisdom and talent through volunteerism,
intergenerational mentoring, and expanded transportation alternatives;
• Provide education and legal aid to protect seniors from becoming victims and teach them
to be their own advocates; and
• Maintain affordable, long-term care and support for aging family members.
Youth Services and Facilities
The 2003 Community Voices Report identified "Reducing the number of juveniles engaged in
criminal activity° as one of four top priorities and needs in Santa Monica. "Increasing support for
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education in general, and for Santa Monica public schools, specifically," was also identified in the
report as a new priority.
More than one-half (53.4 percent) of the youth surveyed reported that they belong to a school or
community club. Slightly more than two-thirds (68.6 percent) of youth said that they had
volunteered at some time of their lives through the programs (most common - Boys and Girls
Club, Police Activities League, and the Red Cross)
Existing Services and Facilities
The first comprehensive assessment of the needs of Santa Monica's youth and their families was
conducted in 1989 with the publication of Kids in Santa Monica, Part 1:"The Community Speaks
Out", and Part 2: "An Action Plan for the 1990s." These documents identified problems facing
families with children and provided possible solutions. In Part l, it was stated that, "Young people
today feel especially fragile and vulnerable. They are exposed to pressures at increasingly early
ages...they feel unsafe and threatened by a variety of things, ranging from earthquakes to random
gang violence." The report also points out that youths share feelings of lack of control and lack of
choices, powerlessness, and skepticism.
Recent data developed through Community Voices, as well as other studies and community events
completed in the last decade, suggest that needs have not changed much. According to the city's
Biennial Telephone Survey, which included an over sampling of residents from the Pico
Neighborhood, 25% of Pico area respondents felt that crime, gangs or drugs are the most
important issues facing the City and that police officers should work with youth to prevent gangs
and youth crime. The recent February and April 2005 Community Workshops on Gang Violence
with over 400 participants illustrate that the concerns about gang violence have not changed.
While these workshops resulted in an opportunity for community members to engage in a
dialogue about how to find solutions to gang violence, there is much work still needed to make
sure that the developed community action plan happens.
Santa Monica currently funds approximately $20 million in youth-related services (see aitached
Youth Budget). These services are provided both as community-based services and in conjunction
with the School District. Organizations that provide youth-oriented services and programs are
identified in Table 3-27. Santa Monica currently funds the following programs and services for
youth and their families:
• Domestic violence intervention program to children in domestic violence shelters and staff
and parents at local preschools.
• Conflict resolution services and training in middle schools.
• Group counseling services at Olympic continuation High School.
• Publication of Family Guide, a guide to youth services and programs for children and
youth.
• Academic support and enrichment activities during after-school programs administered by
youth service agencies.
• School- and park-based youth programs administered by youth service agencies and City
staff.
• Police Activities League (PAL) Youth Center, offering fitness, academic, cultural and social
programs for youth ages 6 to 17.
• Employment and academic support for Santa Monica youth entering Santa Monica
College.
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• An apprenticeship program for young adults ages 14-24 years, offering employment and
training at the city's public works facilities.
• Adolescent Health and Sex Education.
• School- and community-based individual and family counseling, case management, and
supportive services such as parenting education.
• Housing Authority and Family Self-Sufficiency programs that provide rental assistance and
supportive services for low-income households receiving Section 8 assistance.
• Comprehensive case management services, including job preparation and placement,
conflict resolution, college/career planning, and services for teen parents at risk of
dropping out of school.
• Recreational activities provided by the Boys and Girls Club.
• Employment, counseling, prison outreach and leadership training for older at-risk youth
residing in the Santa Monica Pico neighborhood.
• College awareness and preparation programs for 8-12'h graders.
Table 3-27
Children, Teens, and Family Services
Or anization Pro ram
PAL Youth Center
Connections for Children Quality Childcare and Family Support Program
Dispute Resolution Services Youth and Family Program
EI Nido Family Center Santa Monica Outreach Program
Family Service of SM Agency-based Programs
Family Service of SM John Muir and McKinley Elementary School-based
Programs
Family Service of SM CAL-Safe (Teen Parent)Family support at Santa
Monica High School
Growing Place Mentoring Program
Growing Place Marine Park Child Development Center
Jewish Family Services SM High School Program
Santa Monica College Pico partnership/On the Move
CREST After school childcare center, enrichment and sports
Middle School Sports Sports program
VAP (Virginia Avenue Park) Opening in Fall 2005, this center will include a youth
center, a gym, including health and fitness
opportunities and academic support and educational
enrichment
Saint John's Child and Family Development
Center Youth Development Project and Pico Youth and Family
Center
Saint Joseph Center Family Self-Sufficiency
Pico Youth and Family Center PYFC Neighborhood-based youth service program
Additional Needs
The Community Voices report and recent community workshop on reducing youth violence
identified additional needs for expanded services to children, youth and their families, including:
1) Increase culturally sensitive programming for teens and older youth.
2) Increase family and youth leadership opportunities.
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3) Expand school-based counseling and support services, including after-school
programs for middle schoolers.
4) Expand programs addressing teen pregnancy and youth violence.
5) Increase job readiness and employment opportunities for youth and adults with
children.
6) Create job retention program for youth.
7) Develop more academic and employment career mentoring programs.
8) Increase the supply of affordable rental housing and rehabilitation of Santa Monica's
aging housing stock.
9) Improve linkages among school campuses, parks and youth serving programs to
support families and provide opportunities for families across the City.
Childcare Services and Facilities
According to respondents of the 2003 Community Voices Survey, "Increasing access to affordable
childcare" was identified as a new priority for Santa Monica.
Existing Services
The Human Services Division oversees a number of childcare and early childhood development
services through the Community Development Grants Program and direct service programs
operated by the Division's Youth and Family Development Team. Currently, the City supports the
following childcare and related services:
• Childcare subsidies for infant, toddler and elementary school children;
• An early childhood development mentoring and training program for youth serving as
childhood assistants in an accredited childcare seiting;
• Quality improvement assistance funds to licensed child
providers;
• Marine Park Child Development Center, providing full
preschoolers; and
• Structured homework assistance, recreational activities
no-fee programs.
care centers and family day care
day care for infants, toddlers and
and enrichment classes, including
In collaboration with the Santa Monica-Malibu Unified School District, the City operates CREST
(Childcare, Recreation, Enrichment, Sports, Together) for children in kindergarten through fifth
grade. CREST provides a variety of childcare and child development activities including "full-
time" after-school care, "part-time" before- and after-school care, formal cultural/educational
enrichment classes, sports leagues, and a"playground access" program that provides supervised,
recreational time for children to play on school sites after school.
Additional Needs
In collaboration with the County of Los Angeles and Connections for Children (a local nonprofit
organization), the City conducted a Childcare Needs Assessment of licensed childcare in Santa
Monica. The 2000 study aimed to assess the overall availability of child care spaces, as well as
access to care during non-traditional hours, access to care with capacities to speak languages
other than English, the availability of care for ill or special needs children, and barriers to
expanding the supply of childcare.
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Since the 2000 Report, the supply of part-time preschool appears to continue to meet much of
the residents' demand. The Childcare Needs Assessment made the following specific findings that
continue today:
• There is a need to expand the supply of infant care and school-age care;
• Supply exceeds residents' demand for part-time day care, but meets demand when
nonresidents' needs are taken into account;
• There is a need to expand the supply of care;
• Child care centers report they face space and staffing barriers to expansion;
• School-district run programs could enroll more children, but their vacancies are almost
exclusively unsubsidized spaces;
• FCCHs are most flexible with respect to nontraditional-hour care and the primary barrier
to expanding such care is a perceived lack of demand; and
• Most capacity to provide special needs care exists in district-run programs and the primary
barriers to enhancing this capacity are liability concerns and training staff at FCCHs and
hiring and training staff at centers.
Affordability of child care continues to be of great concern for many parents. The Childcare
Needs Assessment study found that full-time child care costs for a preschooler and a school age
child can consume between 23 percent and 28 percent of a family's budget if no one is able to
stay home to care for the children. A low-income family may be eligible to receive assistance to
pay for child care in the form of a subsidy. However, subsidized full-time childcare is not
adequate to meet the demand. The Childcare Needs Assessment study found that demand for
subsidized care varies by neighborhood. In ZIP Code 90404, demand for subsidized care
accounts for 83 percent of its total child care demand, and 69 percent of all demand for
subsidized care in the City.
The Childcare Needs Assessment of 2000 concluded with a summary of issues that continue to be
worthy of additional analysis, including:
• Needs of nonresident parents who work in Santa Monica;
• Characteristics of those waiting for child care;
• Supply of care for children ages 1 1 to 14;
• Need for and supply of special needs care; and
• Barriers to accessing and providing care.
Parks and Recreation Facilities
Existing Facilities
The Open Space Management Division of the Santa Monica Department of Community and
Cultural Services currently maintains approximately 420 acres of public open space, which
includes 245 acres of Santa Monica State Beach, 25 regional, community, and neighborhood
parks, over 59 other public landscape areas, 27 community facility sites, and the Community
Forest. Additional parks and recreational resources include and a park located within the
Colorado Place office development. The City's Master Environmental Assessment contains a
detailed inventory of park facilities in the City, and recreation and cultural programs sponsored by
the City.
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Additional Needs
Three parks are located within the low/moderate income Pico neighborhood: Memorial Park,
Stewart Street Park, and Virginia Avenue Park. Construction on the 3.7-acre expansion of Virginia
Avenue Park is in progress and is expected to finish in late 2005. Renovation of public restrooms,
and concession and storage buildings is underway in two City parks, including the structures at
Memorial Park which serve the Pico neighborhood. The City will continue to consider other park
and recreation facilities throughout the City that will serve low and moderate income residents.
The City's Master Environmental Assessment contains a detailed inventory of park facilities in the
City, and recreation and cultural programs sponsored by the City. Construction on a new
restroom to replace the existing one at Stewart Street Park is expected to begin in 2006.
Parking Facilities
Existing Facilities
The primary generator of parking demand adjacent to Santa Monica's low and moderate income
neighborhoods are institutions such as hospitals and Santa Monica College, downtown business
activity and commercial activity. According to the City's Planning and Community Development
Department, preferential parking in the area immediately surrounding Santa Monica College, St.
John's Hospital, and Santa Monica-UCLA Hospital, and north of the downtown helps retain
residential parking, although parking spillover into the outlying residential neighborhoods does
occur during peak hours. Most of the development, residential and commercial, was built during
a period of lower parking requirements; this now creates additional on-street demand.
Additional Needs
Parking studies prepared for the downtown area point to a desire for additional parking with
seismic improvements needed for the older structures as well as the possibility of acquiring
additional property for downtown parking. In aggregate, the City's unmet needs related to
parking facilities in its lower income areas are relatively minor.
Accessibility of Facilities
The Americans with Disabilities Act (ADA), which became effective in July 1991, provides
comprehensive civil rights protection to persons with disabilities in the areas of public
accommodation, employment, State and local government services, transportation, and
telecommunications. The design, implementation, and maintenance of all City-owned facilities or
leased facilities, including recreational facilities and open spaces, must comply with Title II of the
ADA.
The City of Santa Monica has a strong commitment to providing maximum community access to
foster independent living opportunities and total community inclusion. In 1992, the City
conducted an assessment of all public facilities and developed a Transition Plan that identifies the
improvements to public facilities needed in order to comply with ADA. In developing the
Transition Plan, the City contracted with an access consultant to conduct a survey of all City-
owned facilities and open spaces. The City also contracted with an engineering consultant to
survey existing curb cuts throughout the City's streets and alleys to inventory barriers to wheelchair
accessibility. In addition, the Engineering Division contracted with an ADA consultant to review all
recent facility renovation plans and identify ADA deficiencies to ensure full compliance with current
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codes. The Transition Plan was then reviewed by a community advisory group and public input
solicited at a public hearing.
Through its Capital Improvement Program (CIP) and Annual Action Plan process, the City
continues to fund yearly projects based on public usage priorities to address architectural,
communication, and visual barriers throughout the City. In addition, CIP projects are reviewed for
ADA compliance. The following ADA improvement projects are still needed:
• Curb Cuts: Fewer than 20 remain to be installed City-wide. 50 per year will be rebuilt as
necessary to comply with current standards.
• Push Buitons: City-wide installation of push buttons at signalized intersections.
• City-Owned Facilities and Open Spaces: Existing facilities including open spaces were
made accessible to the extent possible. As facilities are renovated or built prioritized
according to the level of public usage, they are made accessible and compliant with
current code.
3.6.2 Infrastructure Improvements
The following information on public improvement needs is obtained from the City's Master
Environmental Assessment (MEA) and through discussions with City staff.
Street Improvements
Existing Conditions
The Environmental and Public Works Management Department, repairs damaged streets, curbs,
guiters, and sidewalks, and repairs and replaces streetlights and streetlight circuitry.
Deficiencies
A new Pavement Management System outlining the conditions of all streets in Santa Monica has
been adopted. It defines the needs of the system for the next seven years (2005-2012); a Capital
Improvements Program mirrors the Plan.
The Pico Boulevard Streetscape Project, which forms the southern boundary of the City's
designated low and moderate income neighborhoods, has been completed. A second
streetscape project that includes 20'h Street & Cloverfield Boulevard from Pico Boulevard to the 10
Freeway is in the design stage. This project will provide:9
• New street trees with irrigation
• New street lights
• Converting existing series lighting circuits to safer, more reliable multiple circuits;
• Bus stop improvements
• Crosswalk improvements
• Traffic calming elements, as appropriate
• New sidewalks to eliminate any tripping hazards
Garbage/Trash Removal
9 Santa Monica Public Works Deparfment, 4/1 8/05
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AB 939 recognizes that an integrated approach to waste management is required to prolong the
life of existing landfills and to prevent the need to devote additional valuable land resources to
trash disposal. The City participates in a variety of efforts to meet the source reduction, recycling,
and composting requirements.
Existing Conditions
The City provides trash collection service to all Santa Monica residents and approximately 50
percent of commercial and industrial establishments. The solid waste disposal system is operated
by the Department of Environmental and Public Works Management, Solid Waste Management
Division. The City's Solid Waste operation is self-supporting with fees charged to residents and
businesses. The commercial and industrial businesses which are not served by the City, mostly
hotels and large businesses, are served by a number of private contractors.
Refuse is delivered to a transfer station located at 2401 Delaware AVE. The station is permiited to
receive up to 400 tons of solid waste per day. Currently, the station receives between 200 to 300
tons per day. No immediate plan for expansion of the transfer station exists, but the station may
eventually be expanded and combined with the adjacent recycling center to create a materials
recovery center.
Waste collected from Santa Monica currently goes to three different landfills: Puente Hills landfill
located in the City of Whiitier, Bradley landfill located in Los Angeles, and Simi landfill located in
Simi Valley. In addition, the City uses the Commerce and Long Beach Waste to Energy facilities.
Solid Waste met the 2000 target of a 50 percent reduction in waste reaching landfills and is
striving to reach the 2003 Adopted Sustainable City Plan diversion target of a reduction of 70
percent of waste reaching landfills by the year 2010. An additional goal is to achieve 50 percent
average post-consumer recycled and/ortree-free content in all City paper purchases
Deficiencies
According to City staff, current equipment and staffing for the Solid Waste Division is adequate to
serve businesses and residents in Santa Monica.
Sewer System Improvements
Existing Conditions
The City of Santa Monica has a well-maintained sewer system. The local sewer collection system
is owned by the City and is managed, operated, and maintained by the Water Resources Division
of the Environmental and Public Works Management Department. Sewer flow is treated at the
City of Los Angeles' Hyperion Treatment Plant located approximately four miles southeast of Santa
Monica, along the Santa Monica Bay coastline. The Hyperion Plant has a capacity of 420 million
gallons per day (mgd). Santa Monica's Sustainable City Program had proposed a target of
reducing wastewater flows by 15 percent from its 1990 level (10.4 mgd) to 8.8 mgd by the Year
2000. Even with the City's permanent water conservation measures such as new development
requirements and retrofit programs, the City has exceeded this average allocation due to
densification in many areas. Development standards now allow for multi-story residential
development in the downtown area and for residential densification in other formerly single-family
residential and commercial areas.
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Deficiencies
The City has recently completed a City-wide sewer system rehabilitation and replacement
program. The mains were damaged due to the 1994 Northridge Earthquake and the funds for
this City-wide program were provided by FEMA and the state OES. The system is now designed
for full build-out at maximum use allowed by current zoning.10
Water System Improvements
Existing Conditions
Water for the Santa Monica service area is supplied from both groundwater and imported
sources. Presently, the City has 1 1 wells in the Santa Monica subbasin. All Santa Monica wells,
except Santa Monica No. l, pump to the water softening plant. Santa Monica No. 1 pumps to
the Riviera Reservoir and is blended with treated water. Historically, well water production in
Santa Monica has averaged 70 percent of the total water production. Currently 7 of the 1 1 wells
are closed due to MTBE contamination.
The Metropolitan Water District (MWD) of Southern California delivers water imported from the
Colorado River and State Water Project to the City. Water treated at the Jensen Filtration Plant on
the northern edge of the San Fernando Valley is conveyed to the Santa Monica service area
through the Sepulveda and Santa Monica Feeders.
Water system storage is provided by the City's four reservoirs: Arcadia, Riviera, San Vicente, and
Mount Oliveite, with a total capacity of 40.1 million gallons. The largest storage facility in the
City's system is the Riviera Reservoir with a capacity of 25 million gallons of water.
As part of the City's conservation policy, the Sustainable City Program has established a target of
reducing the potable water usage by 20 percent from its 1990 consumption level (14.3 mgd) to
1 1.4 mgd by the Year 2000. City staff is currently reviewing the water use target for the year
2010 as water consumption has increased from 1 1.4 mgd in 1992 to 13.0 mgd in 1999.
Deficiencies
The City's water system operates adequately to meet the domestic needs of the City, and supplies
sufficient fire suppression pressure to provide the needed range of fire flows. However, the 1985
Water System Capital Improvement Study indicated that a shortage existed in the City's ability to
provide emergency storage. Emergency storage criteria were established as the volume necessary
to supply five days of the maximum demand in the absence of electrical power. In the 1985
study, the analysis of the City's capacity to provide equalizing storage, fire suppression storage,
and emergency storage were based on then-current demand estimates and forecast growth for the
year 2000. The 1985 analysis showed a deficit of 3.62 million gallons in storage, and the
projected shortfall forthe year2000 was 19.8 million gallons.
The City plans to augment the existing total storage volume of 40.1 million gallons. Furthermore,
present water consumption and maximum day demands are less than those recorded in 1984-85
10 Santa Monica Public Works Deparfment, 4/1 8/05
City of Santa Monica
Page 3-66 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
because of an aggressive permanent plumbing fixture retrofit program, as well as other water
conservation efforts. No emergency water conservation regulations are currently in effect.
Approximately 60 percent of the City's water supply mains are made of cast iron and are over 50
years old. The average life of cast iron is 50 years; however, it can vary considerably depending
on the depth of burial, bedding conditions, soil conditions, traffic loading, and water quality.
The City maintains an active Capital Improvement Program for water main replacement, which
has consisted of approximately 20,000 lineal feet per year of main replacement in recent years.
Given this replacement rate, and a total length of water main of 1,072,896 feet, the entire
distribution system will be replaced approximately every 50 years."
Flood Prevention/Drainage Improvements
Existing Conditions
The overall drainage pattern of the City of Santa Monica is to the southwest. An underground
storm drain system intercepts surface runoff through a series of catch basins, connector pipes and
mainlines and carries the majority of the storm water to the Santa Monica Bay portion of the
Pacific Ocean. The storm drain system is comprised principally of pipes and channels owned by
two separate entities: the City of Santa Monica and the County of Los Angeles. Additionally, a
few drainage facilities within the right-of-way of Interstate 10 are under CALTRANS jurisdiction.
The storm drain pipes/channels in the City range from 16 inches to 11 feet in diameter. The
conduits are mainly constructed of reinforced concrete pipe (RCP) or reinforced concrete (RC). A
few of the structures are brick arch drains, or corrugated metal pipes (CMP). Approximately 20
miles of storm drain pipes are within the City. Of the 2,308 catch basins collecting runoff into the
storm drain system, 1,484 are owned and maintained by the County; the remaining 824 catch
basins are owned and maintained by the City of Santa Monica.
Deficiencies
The Kenter Canyon drain is presently undersized and incapable of accommodating the runoff
from a 50-year storm. In the past, the City has requested that LA County consider funding a
parallel drain. Because of this important deficiency, the City of Santa Monica Department of
Environmental and Public Works Management has in some cases required large developments to
install detention facilities onsite to reduce runoff during peak flow periods. Additionally, the City
Council passed an ordinance requiring all new development to reduce runoff quantities 3/4-inch
of first one inch of a storm over 24 hours.
Deficiencies in the City's storm drain system have been addressed by City staff primarily with
respect to effluent water quality issues. A physical deficiency in the system, as identified by City
staff, is the existing 48-inch drain in 26th street, from Colorado to Wilshire. This line appears to
be undersized for heavy rains. There are no capital improvement funds currently budgeted for this
system.
>> Santa Monica Public Works Deparfment, 4/1 8/05
City of Santa Monica
2005-2010 Consolidated Plan Page 3-67
Housing and Community Development Needs Assessment
The City has constructed an urban runoff recycling facility to treat the dry weather storm drain
discharges and recycle it for irrigation purposes, accounting for 90 percent of the City's urban
runoff discharge.12
3.6.3 Economic Development
During the last quarter of the twentieth century the City of Santa Monica went through a number
of economic turns. Some were due to national, regional and local economic changes such as the
recessions of the late 1980s and early 1990s, and the related reductions of aerospace, defense
and industrial enterprises. Another was due to the natural disaster of the 1994 Northridge
Earthquake.
The City is well served by a variety of commercial, office, and industrial land uses that provide a
diverse economic base. The community has a unique resource of highly talented and skilled
people combined with an aitractive and modern office stock located near restaurant and
entertainment amenities. Santa Monica has also had success in establishing new luxury hotel
space and expansion of visitor-serving businesses in the coastal area. Moreover, different parts of
the City serve different economic purposes as neighborhood service centers, auto dealers, and
boutiques are not typically found in the coastal area.
The health and character of Santa Monica's commercial community is vital to the economic well
being of its citizens and those who work in and visit the City. Santa Monica has more than
90,000 residents but its "day time" population is much larger because of the number of people
employed in the City. The strength and composition of the business sector directly impacts the
quality of life for residents through the services and jobs it provides, the amenities it supports, and
through taxes and fees it generates.
In addition, the extent to which residents are prepared to fill positions that become available
through economic development contributes to individual and neighborhood economic growth. To
this end, the City maintains a Youth Employment Plan to train youth through apprenticeships and
direct employment programs operated by the City and non-profit agencies funded under the City's
Community and Economic Development Program. Specifically, the City offers apprenticeships
through the Public Works Department. The City also supports employment programs for adults
and continues to play a role in the coordination of employment resource development by
participating with the Santa Monica College and other efforts to increase resources for the
development of employment and training opportunities in Santa Monica.
The City must identify and implement policies and programs that encourage sustainable and
environmentally friendly enterprises: businesses that provide jobs with good wages and desirable
working conditions to local residents and others; businesses that address the diversity of the
residential community; promote arts, media, educational, and technology-based enterprises; and
promote businesses that are active, involved and supportive of the community.
Economic Development Activities
12 Santa Monica Public Works Deparfment, 4/1 8/05
City of Santa Monica
Page 3-68 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
Tourism and visitor-related activities are major components of Santa Monica's local economy, with
millions visiting the Santa Monica Pier and Third Street Promenade every year. The City assists in
funding six unique economic development agencies and districts:
• The Pier Restoration Corporation is a non-profit public benefit corporation appointed by
the City Council whose charter is to promote the healthy business environment of the City-
owned pier. The Corporation solicits corporate sponsors to support events, conducts a
licensing program, and organizes and manages a variety of special events such as the
Twilight Dance Series.
• The Third Street Promenade is managed by the Bayside District Corporation, a non-profit
Council appointed public benefit corporation. Management services include:
marketing/promotion, special events, and vendor cart program. A three-layer assessment
district has been established to fund: 1) streetscapes; 2) operations and maintenance; and
3) parking structures.
• The Main Street Business Improvement Association (MSBIA), formerly known as the Main
Street Merchants Association, was established to promote, market, and represent the
retail, restaurant and other business license holders in the Main Street Business
Improvement District (BID). A seven-member Board consisting of six Main Street
merchants and one neighborhood appointee oversees the budget funded by the
assessment district and sets related policy; daily administration is provided by the
Association's Executive Director. The Association's two standing commiitees, the Events
Commiitee and the Marketing & Development Commiitee, work on the details of events
and promotion & marketing.13
• The Montana Avenue Business Improvement District was also formed to assist in the
marketing and promotion of this district comprised of neighborhood serving commercial
and office uses. The assessment district funds are administered through an Assessment
Board elected by Montana Avenue merchants.14
• The Pico Boulevard business improvement district was authorized by City Council of July
l, 2000. An assessment board consisting of Pico Boulevard merchants has organized
and is conducting marketing and public information and a storefront facade
improvements improvement program.
• The Santa Monica Convention and Visitors Bureau is funded from the City's hotel bed tax,
and is utilized to market and promote the City as a tourist destination.
The Westside Small Business Development Center, operated by the Valley Economic Development
Center and funded through SBA and local matching funds, provides free of cost business
counseling, low-cost training and loans to small businesses in Santa Monica and the Westside of
Los Angeles.
Counseling services provided free of charge include: financing, bookkeeping, marketing and
business planning and training workshops are provided on a variety of subjects that include
13 Main Street Business Improvement Association, 4/22/05.
14 Montana Avenue Business Improvement District 4/1 5/05.
City of Santa Monica
2005-2010 Consolidated Plan Page 3-69
Housing and Community Development Needs Assessment
insurance requirements, franchising, import and export, marketing, procurement, e-commerce,
accounting, and other business related subjects. The Westside SBDC also offers loans funded by
the SBA and local banking institutions.15
The City sponsors four Farmer's Markets which attract shoppers to town and provide a community
service to city residents:
• Wednesday Downtown Market
• Saturday Downtown Market - largest west of Mississippi
• Saturday Pico Market - currently operating at the Santa Monica Airport while Virginia Park
is under construction, but will return to Virginia Park in fall 2005
• Sunday Main Street/Ocean Park Market
The City contracts with local non-profit organizations that employ formerly homeless and former
substance abusers for maintenance and set-up of the markets.
City Economic Development staff also provides a variety of functions such as business attraction
and retention, bringing state and federal economic development funds to the City, and supporting
local commercial districts seeking to enhance and improve the economic vitality of their areas.
3.6.4 Public Housing Improvements
The Housing Authority of the County of Los Angeles (HACoLA) owns and operates two public
housing projects in Santa Monica, Ocean Park and Monica Manor, with a total of 39 units.
These projects were built by HACoLA prior to the City establishing its own public housing.
Three properties identified as Colorado Place are privately-owned residential units operated by the
HACoLA; they are not public housing. These are affordable housing units, which were purchased
by the developer of the Colorado Place office project as housing mitigation for development of
that project. The three properties operated by HACoLA, totaling 40 units, are: 1855 9th Street,
1444 14th Street, and 2006 20th Street. All of these residential facilities are governed by
affordability agreements of a 99-year lease that expires in 2081 .
The HACoLA has resident managers at each project site, but has yet to establish any resident
management council. The Housing Authority does not provide programs to residents in the area
of childcare, job readiness, crime awareness, or crime prevention (e.g. "Non-housing needs of
Public Housing Tenants").
Currently scheduled rehabilitation and improvements include:
• Ocean Park: For FY 2005, the replacement of all fire extinguishers and smoke detectors.
In addition, according to the Capital Fund Program Five-Year Action Plan, a total of
$471,118 is allocated for improvements of this site. The improvements include; repair/
repaint building exterior, replace windows, install security screens, and replace exterior
doors and thresholds.
15 Westside Small Business Development Center, 4/1 5/05.
City of Santa Monica
Page 3-70 2005-2010 Consolidated Plan
Housing and Community Development Needs Assessment
• Monica Manor: For FY 2005, the replacement of all fire extinguishers and smoke
detectors.' 6
Regarding Americans with Disabilities Act (ADA) improvements, all doorknobs, kitchen and
bathroom faucets meet Section 504 compliance; entryways to disabled units are wheelchair
accessible, bathrooms in disabled units are Section 504 compliant.
~b Los Angeles County Community Development Commission website at:
http://www.lacdc.org/housing/communities/index.shtm
City of Santa Monica
2005-2010 Consolidated Plan Page 3-71
Section 4. Housing and Community Development
Strategy
The Housing and Community Development Strategy for the City of Santa Monica addresses the
following:
• Resources available to address housing and community development needs
• General priorities for assisting households
• Strategies and activities to assist those households in need
• Specific objectives to be accomplished over the next five years
4.1 Resources for Housing and Community Development
Activities
The City of Santa Monica currently receives entitlement grants from HUD through the HOME
Investment Partnership Act (HOME) and Community Development Block Grant (CDBG) programs,
and administers a variety of HUD-assisted programs including Section 8 Vouchers, Family
Unification, Family Self-Sufficiency, and Shelter Plus Care programs. In addition, the City provides
funding to housing and community development activities through its own local resources. Table
4-1 identifies major potential funding sources that Santa Monica may pursue in order to expand
affordable housing opportunities to existing and future residents and to address community
development needs.
Table 4-1
Public and Private Resources Available for
Housing and Community Development Activities
Program Name Description Eligible Activities
1. Federal Programs
Community Development Grants awarded to the City on a formula basis • Acquisition
Block Grant for housing and community development • Rehabilitation
activities. • Home Buyer Assistance
• Economic Development
Santa Monica currently receives approximately • Homeless Assistance
$1,553,000 in CDBG funds annually • Public Services
• New Construction
HOME Flexible grant program awarded to the City on a • Acquisition
formula basis for housing activities. • Rehabilitation
• Home Buyer Assistance
Santa Monica currently receives approximately • Rental Assistance
$801,000 in HOME funds annually • New Construction
Section 8 Rental assistance payments to owners of private • Rental Assistance
Rental Assistance market rate units on behalf of very low income
Program tenants.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-1
Housing and Community Development Strategy
Table 4-1
Public and Private Resources Available for
Housing and Community Development Activities
Program Name Description Eligible Activities
Shelter Plus Care Program Grants for rental assistance that are offered with • Rental Assistance
support services to homeless with disabilities. • Homeless Assistance
Rental assistance can be: • Support Services
Section 8 Moderate Rehabilitation (SRO~ -
project based rental assistance administered by
the local PHA with state or local government
application.
Sponsor-Based Rental Assistance - provides
assistance through an applicant to a private non-
profit sponsor who owns or leases dwelling units
in which participating residents reside.
Tenant-Based Rental Assistance (TBRA~ - grants
for rental assistance.
Project-Based Rental Assistance - grants to
provide rental assistance through contracts
between grant recipients and owners of
buildings.
Mortgage Credit Income tax credits available to first-time • Home Buyer Assistance
Certificate Program homebuyers for the purchase of new or existing
single-family housing. Local agencies (County)
make certificates available.
Section 108 Loan Provides loan guarantee to CDBG entitlement • Acquisition
jurisdictions for pursuing large capital • Rehabilitation
improvements or other projects. The jurisdictions • Home Buyer Assistance
must pledge it to future CDBG allocations for • Economic Development
repayment of the loan. Maximum loan amount • Homeless Assistance
can be up to five times the entitlement • Public Services
jurisdiction's most recent approved annual
allocation. Maximum loan term is 20 years.
Supportive Housing Grants for development of supportive housing • Transitional Housing
Program (SHP) and support services to assist homeless persons • Permanent Housing for
in the transition from homelessness. Disabled
• Supportive Housing
• Support Services
• Safe Havens
City of Santa Monica
Page 4-2 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Table 4-1
Public and Private Resources Available for
Housing and Community Development Activities
Program Name Description Eligible Activities
2. State Programs
School Facilities Program A downpayment assistance program using school • Downpayment Assistance
facility fees collected from developers. Low-
income buyers of affordable housing are eligible
to receive down payments assistance from the
State.
Multi-family Housing Tax-exempt bonds (Proposition 46) provide • New Construction,
Programs (MHP) below-market interest rate financing to builders rehabilitation and
and developers of multi-family and elderly rental preservation of permanent
housing. For public entities, for-profit and non- and transitional rental
profit corporations. housing for low-income
households.
California Housing CaIHFA sells tax-exempt bonds (Proposition 46) • First Time Home Buyers
Finance Agency (CaIHFA) to make below market loans to first time Assistance
homebuyers. Program operates through • Multi-family new construction
participating lenders who originate loans for and preservation loans
CaIHFA purchase. • Mortgage Insurance
Low-Income Housing Tax Federal and State tax credits enable developers • New Construction
Credits (LIHTC) to raise equity through the sale of tax benefits to • Acquisition and rehabilitation
large investors for the construction of affordable of eligible projects.
rental housing.
3. Local Programs
Tenant Ownership Rights TORCA tax revenues shall be used for • Acquisition
Charter Amendment homeownership and for the development of • Rehabilitation
(TORCA) Shared low/mod income housing. • New Construction
Appreciation Loan • Home Ownership Loans
Program
Santa Monica 20 percent of Agency funds are set aside for • Acquisition
Redevelopment Agency affordable housing activities governed by state • Rehabilitation
law. • New Construction
Affordable Housing Developers of market-rate housing may satisfy • New Construction
Production Program their AHPP requirement by providing on-site or
(AHPP) off-site units at below market rents to low-income
households or deeding land to the City or
payment of an affordable housing fee.
Development Agreements City receives revenues for affordable housing as • Acquisition
part of negotiated development agreements. • Rehabilitation
• New Construction
• Child care services
Office Mitigation Local program requiring developers of • Acquisition
commercial office space to either provide low • Rehabilitation
income housing or pay an in-lieu fee. • New Construction
City of Santa Monica
2005-2010 Consolidated Plan Page 4-3
Housing and Community Development Strategy
Table 4-1
Public and Private Resources Available for
Housing and Community Development Activities
Program Name Description Eligible Activities
General Fund City contributes approximately $4.9 million • Social Service Delivery and
annually in general funds Emergency Housing
Assistance
4. Private Resources/Financing Programs
Federal National Loan applicants apply to participating lenders for • Home Buyer Assistance
Mortgage Association the following programs: • Rehabilitation
(Fannie Mae)
Fixed rate mortgages issued by private mortgage
insurers.
Mortgages which fund the purchase and
rehabilitation of a home.
Low down-payment mortgages for Single-Family
Homes in underserved low-income and minority
communities.
Federal Home Loan Bank Direct subsidies to non-profit and for-profit • New Construction
Affordable Housing developers and public agencies for affordable
Program (AHP) low income ownership and rental projects.
Freddie Mac Home Works - Provides 1 s' and 2"d mortgages • Home Buyer Assistance
that include rehabilitation loans. City provides combined with Rehabilitation
gap financing for rehabilitation component.
Households earning up to 80 percent MFI
qualify.
Lease Purchase Program The City could participate in a Joint Powers • Home Buyer Assistance
Authority that issues tax-exempt bonds. Bonds
enable City to purchase homes for households
earning up to 140 percent MFI. JPA pays 3
percent down and closing costs. Lease
purchasers make monthly payments equivalent to
mortgage payments with the option to buy after
three years.
City of Santa Monica
Page 4-4 2005-2010 Consolidated Plan
Housing and Community Development Strategy
4.2 Housing and Community Development Activities
The City undertakes a variety of activities using a wide range of funding sources to address the
housing and community development needs of residents and businesses in Santa Monica. The
Consolidated Plan focuses on the City's housing and community development programs using
HUD Community Planning and Development (CPD) entitlement grants - Community Development
Block Grants (CDBG) and HOME Investment Partnership Act (HOME) funds. Non-entitlement
grant-funded programs are also described to provide an overall picture of the City's strategies in
addressing housing and community development needs. However, information on program
objectives and funding allocations is only provided for CDBG- and HOME-funded programs. A
priority need ranking has been assigned to each priority action according to the following HUD-
specified ranking:
High Priority: Activities to address this need will be funded by the City during the five-year
period.
Medium Priority: If funds are available, activities to address this need may be funded by the
City during the five-year period. Also, the City may take other actions to help this group
locate other sources of funds.
Low Priority: The City will not directly fund activities using funds to address this need during
the five-year period, but other entities' applications for federal assistance might be supported
and found to be consistent with this Plan.
No Such Need: The City finds there is no need or that this need is already substantially
addressed. The City will not support other entities applications for federal assistance for
activities where no such need has been identified.
4.2.1 Priority Housing Needs
Housing priorities, programs, and objectives to be pursued over the next five years are described
below. Quantified objectives of CDBG and HOME-funded activities by household type, tenure,
and income are summarized in Table 4-2.
Priority 1 A: Expand the Supply of Housing Aifordable to Lower and Moderate
Income Households, particularly for Renters
Statement of Need
According to the 2004 CHAS data based on the 2000 Census, approximately 30 percent of all
Santa Monica households earned low and moderate incomes. In addition, almost 40 percent of
all City households experienced some kind of housing problem.' The level of housing problems
was somewhat greater among renters (40 percent) than owners (38 percent).
~ CHAS definitions: The tabulation of households with "housing problems" includes those that: 1) occupy units with physical defects
(lacking complete kitchen or bathroom); 2) live in overcrowded conditions (housing units with more than one person per room);
3) have a housing cost burden, including utilities, exceeding 30 percent of gross income; or 4) have a severe housing cost
burden, including utilities, exceeding 50 percent of gross income.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-5
Housing and Community Development Strategy
Santa Monica has lost a significant number of affordable rental units since 1986 as a result of the
Ellis Act which permits landlords to remove units from the rental market without obtaining a
removal permit from the City's Rent Control Board. The Costa-Hawkins provisions that allow rent
increases upon vacancy of units also resulted in significant losses in the affordable housing units.
Entitlement Grant-Funded Programs
Program lA-l: Multifamily Housing Production Program
The City of Santa Monica actively assists in the production of affordable rental housing and
operates a number of programs to assist with development financing. Types of financing
assistance include pre-development loans, bridge loans, site acquisition, and permanent
financing. In addition to HOME and CDBG monies, Santa Monica has created several local
programs that generate revenues dedicated to the production of affordable housing
(Redevelopment set-aside, TORCA Trust Fund, and Citywide Housing Trust Fund). In addition to
publicly assisted housing, affordable housing has also been produced in private developments as
a result of regulatory agreements, seitlement agreements, and rent control removal permit
requirements. The City works extensively with the non-profit housing sector, which further
leverages City funding with other public and private sources of funds to maximize the number and
affordability of units provided.
Five-Year Objectives
• Assist in the development of 57 new units of affordable rental housing through new
construction and acquisition using CDBG funds.
Program lA-2: Tenant Based Rental Assistance Program (TBRA)
The Santa Monica Housing Authority administers the Section 8 Housing Voucher program for the
City. As of April 2005, the Housing Authority administered 1,082 Section 8 vouchers, 140 Shelter
Plus Care and 24 Tenant Based Rental Assistance Program vouchers for City residents. The City
uses HOME funds for the Tenant-Based Rental Assistance Program (TBRA) for Section 8 tenants,
helping to sustain tenants with supplemental funding from the City when their rent increases above
Section 8 allowable costs.
Five-Year Objectives
• Provide 128 households with rental assistance using HOME funds.
Non-Entitlement Grant-Funded Programs
Inclusionary Housing
The City's Affordable Housing Production Program implements Proposition R. It requires
developers to help meet the need for affordable housing through a variety of inechanisms,
including the payment of an affordable housing fee. Specifically, Proposition R requires 30
percent of all newly constructed multi-family projects with two or more units, including both rental
and ownership projects, to be affordable to low and moderate income households. Of the
affordable units, at least 50 percent must be affordable to households with incomes at or below
60 percent of the area median income and the remaining must be affordable to households at or
below incomes between 60 and 100 percent of the area median income.
City of Santa Monica
Page 4-6 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Priority 1 B: Conserve the Supply of Housing Aifordable to Lower and Moderate
Income Households, particularly for Renters.
Statement of Need
Most residential structures begin to show signs of deterioration as they approach 30 years.
Typically, homes older than 30 years begin to require major rehabilitation work to their major
components, such as roofing, siding, plumbing, and electrical systems. Approximately 68 percent
of the housing in Santa Monica was built prior to 1970, indicating the potential for a significant
portion of the housing stock requiring major repair/rehabilitation works. Particularly in the Pico
neighborhood where many elderly homeowners are living on fixed incomes, rehabilitation
assistance can make the difference between living in adequate and inadequate housing.
Entitlement Grant-Funded Programs
Program 1B-l: Acquisition/Rehabilitation Program
The City provides for affordable housing through acquisition and rehabilitation of existing
structures. Over the next five-years, the City will assist in acquiring and rehabilitating properties
for special needs households such as homeless and at-risk individuals.
Five-Year Objectives
• Assist in the acquisition and rehabilitation of 8 units of multi-family rental housing for
special needs households using HOME funds. Units will be affordable to extremely
low and low income households.
Program 1B-2: Residential Repair Program
The City provides financial assistance for a variety of repairs through two programs: (1) the Multi-
Family Rental Rehabilitation Program for owners of multi-family rental properties occupied by low
and moderate income tenants; and (2) the Owner-Occupied Rehabilitation Program for low and
moderate income owners. Eligible repairs include such items as health and safety code violations,
testing and remediation of environmental hazards such as lead-based paint, unsafe or inoperable
electrical wiring or fixtures, unsanitary plumbing fixtures, leaking roofs, peeling interior/exterior
paint, accessibility improvements such as ramps, and other general repairs.
1. Multi-Family Rental Rehabilitation Program: This program provides financial assistance in the
form of: (a) matching grants for property owners whose buildings are 51 percent occupied by
low-income tenants; and (b) grants for testing and remediation of specific hazards in units
occupied by Section 8 households with children under six years.
2. Owner-Occupied Rehabilitation Program: This program provides financial assistance in the
form of grants to: (a) elderly low and moderate income homeowners (over 62 years old); (b)
low income households with a disabled family member; and (c) low and moderate income
mobile home owner/occupants to make necessary minor repairs.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-7
Housing and Community Development Strategy
Five-Year Objectives
• Provide rehabilitation assistance to 200 low and moderate income households (35 low
income owner-occupied units and 165 rental units occupied by low-income tenants)
using CDBG funds.
Non-Entitlement Grant-Funded Programs
Section 8 Rental Assistance
Currently, the Santa Monica Housing Authority administers a total of 1,082 Section 8 vouchers,
140 Shelter Plus Care vouchers, and 24 HOME TBRA vouchers (Program lA-2 above). Among
these vouchers, 878 (67 percent) are used by elderly, disabled/handicapped households and 501
(38 percent) are used by households with two or more members (includes elderly and
handicapped households).
Rent Control
The City adopted the Rent Control Law in April 1979. The law protects tenants from arbitrary
evictions and excessive rent increases and preserves the supply of the City's affordable rental
housing stock. However, passage of the Ellis Act and Costa Hawkins Act has substantially
undermined the effectiveness of rent control. Nevertheless, the City will continue to administer the
rent control program as a means of conserving its existing supply of affordable housing.
Priority 1 C: Expand Homeownership Opportunities for Low and Moderate
Income First-Time Homebuyers
Statement of Need
With its prime beach-front location, for-sale housing prices in Santa Monica are significantly
higher than prices in most other communities in the County. Median prices of condominiums in
February 2005 ranged from $390,000 in ZIP Code 90404 to $945,000 in ZIP Code 90402.
Given these price levels, homeownership is out of reach for most lower and moderate income
households. In order to permit tenants to enjoy the stability, security, and financial benefits of
homeownership, the City will continue to support efforts to expand homeownership opportunities
for low and moderate income households.
Entitlement Grant-Funded Programs
Program 1C-l: Mobile Home Improvement Program
The City supports mobile home park communities as an affordable housing alternative. Because
the privately-owned Village Trailer Park and City-owned Mountain View Mobile Home Park both
consist of older mobile home units, financial assistance will be provided to the low income owners
who wish to substantially repair or replace their units with new models that meet current standards.
Five-Year Objectives
• Provide financial assistance to low and moderate income households. It is estimated
that 25 units will be assisted using CDBG funds.
City of Santa Monica
Page 4-8 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Non-Entitlement Grant-Funded Programs
TORCA (Tenant Ownership Rights Charter Amendment) Shared Appreciation Loan Program
In 1984, Santa Monica adopted TORCA (further amended in 1992 and 2002), which permits
conversion of apartment units to condominium ownership only if two-thirds or more of the
building's tenants agree to the conversion and one-half or more intend to buy their units. As a
means of assisting low and moderate income tenants to purchase their units, the City has
established an ownership assistance loan program funded by a tax levied on units converted to
condominium ownership. The loan program provides eligible low and moderate income tenants
with downpayment assistance and below-market interest rate loans to purchase their units.
Table 4-2
Summary of Households Housing Needs and
Five-Year CDBG and HOME Objectives
Households
Priority Housing Needs
Income Priority Need
Level
Unmet Need~
Goals 3
Small Related 0-30% High 390 98
(2-3 persons)2 31-50% High 470 84
51-80% Medium 625 15
Large Related 0-30% Medium 103 21
(5+ persons)2 31-50% High 87 61
R 51-80% High 170 21
enter Elderly 0-30% Low 991 10
31-50% Medium 725 20
51-80% High 688 20
AllOther 0-30% Low 1,545 0
(Non-family 31-50% Low 1 545 0
households) 51-80% Low 1,424 0
0-30% Low 453 10
Owner 31-50% High 296 10
51-80% Medium 487 40
Special Populations 0-80% High 8'
Total Goals Includin S ecial Needs 418
Total Section 215 Goals4 410
Total 215 Renter Goals 350
Total 215 Owner Goals 60
Notes:
1. Unmet needs are based on 2004 HUD CHAS data for households with housing problems by household income and type.
2. A small related household is defined by HUD as a household of 2 to 4 persons, which includes at least one person
related to the householder by birth, marriage, or adoption. A large related household is a household of 5 or more
persons, which includes at least one person, related to the householder by blood, marriage or adoption.
3. Housing goals include anticipated accomplishments under the following programs: homeownership assistance programs;
owner-occupied rehabilitation programs; renter-occupied rehabilitation programs.
4. Section 215 Goals are affordable housing that fulfill the criteria of Section 215 of the National Affordable Housing Act.
For rental housing, a Section 215 unit occupied by a low income household and bears a rent that is less than the Fair
Market Rent or 30 percent of the adjusted gross income of a household whose income does not exceed 65 percent of
the AMI. For an owner unit assisted with homebuyer assistance, the purchase value cannot exceed HUD limit. For an
ownership unit assisted with rehabilitation, the mortgage amount cannot exceed HUD limit.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-9
Housing and Community Development Strategy
4.2.2 Priority Homeless Needs
Priority 2A: Coordinate Housing and Support Services for the Homeless and
Those Threatened with Homelessness Following a Housing First and Continuum
of Care Model. Evaluate services and service delivery provided through the
Continuum of Care.
Priority 2B: Collaborate with City, County Mental Health and local non-profit
service providers to provide individualized intervention, treatment and housing
placement plans for chronically homeless clients, and to locate a sobering center
in Santa Monica or adjacent area.
Statement of Need
Santa Monica is unique for a city of its size in having a comprehensive continuum of care for the
homeless. This continuum of care model is characterized by the following components: outreach,
emergency services, intake and assessment, emergency shelter, case management and supportive
services, transitional housing, permanent housing and aftercare. The City's five-year strategy for
homeless services seeks to: 1) continue to implement a comprehensive continuum of care system
by maintaining the existing inventory of homeless services and evaluate the services and service
delivery offered by the continuum; and 2) address gaps and strengthen the delivery of services in
Santa Monica and the Westside, targeting services to assist those chronic, most difficult to reach
and "service resistant" homeless people who have been on Santa Monica's streets for an extended
period of time and ensure that they find permanent housing with supportive services. The goals
are to:
• Effectively assist homeless individuals and families in returning to a self-sufficient status;
• Eliminate unnecessary duplication of services; and
• Emphasize long-term solutions to homelessness by using an active intervention approach
that combines housing, counseling, case management, and job training.
Homeless services funded by the City of Santa Monica are designed to help move homeless
persons from the streets to permanent housing. Traditionally, City-supported agencies have
included Chrysalis, the CLARE Foundation, New Directions, OPCC (formally Ocean Park
Community Center), St. Joseph's Center, Step Up on Second, the Salvation Army, Upward Bound
House, the Westside Food Bank and the YWCA's Transitional Housing Program. Each of these
agencies shares a common computerized data bank to track participants where possible.
In July 2004, City staff initiated the development and implementation of a collaborative pilot
project to reduce the number of chronically homeless persons living on Santa Monica streets and
other outdoor public places by helping them to secure housing, benefits and supportive services,
including mental health treatment and/or substance abuse treatment. This pilot project is
consistent with the goals of many communities that have responded to the call from Federal and
local leaders to develop plans and strategies to end chronic homelessness. The Santa Monica
pilot project focused on those chronically homeless persons who have been homeless in Santa
Monica for at least five years, are most visible in the community, are high users of police,
paramedic, and emergency room resources, but are the least successful in accessing services in
the homeless continuum of care designed to move them off the streets. In addition, staff is
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seeking the most effective options for expanding services-locally and regionally-to address
public inebriation among chronically homeless persons.
The City will seek to leverage funding from outside sources to assist in meeting the goals and
objectives of supportive service needs (see discussions under Non-Entitlement Grant-Funded
Programs). The City currently administers a three-year grant to operate five specialized programs
(Chrysalis, OPCC, St. Joseph Center, Step Up on Second, and New Directions) through the HUD
Supportive Housing Program. However, national and local competition for Supportive Housing
Program funds has increased dramatically in the past five years. In an ongoing effort to sustain
stable funds, the City, in cooperation with LAHSA and service providers, will continue to advocate
for stable and longer-term funding and submit renewal applications as required.
Entitlement Grant-Funded Programs
Program 2A-1: Emergency Shelter Services
The City of Santa Monica will support emergency shelter services for 450 homeless persons per
year, using CDBG funds. These services will be provided through the 110-bed SAMOSHEL
homeless shelter established by the City in September of 1994.
Five-Year Objectives
• Provide emergency shelter services for 450 homeless persons annually using CDBG
funds.
Program 2A-2: Emergency Services to Persons At-Risk of Homelessness
The City will provide case management services to at-risk, very-low income Shelter Plus Care and
Section 8 Self-Sufficiency clients using CDBG funds.
Five-Year Objectives
• Provide case management services for 190 at-risk persons annually using CDBG
funds.
Non-Entitlement Grant-Funded Programs
The City of Santa Monica will support its continuum of care program through non-CDBG funds,
which include Shelter Plus Care, City General Funds, and HUD Supportive Housing Program
(SHP) funds.
Outreach, Intake and Assessment
Services within this area provide the initial contact and encouragement for homeless individuals
on the streets to be placed back into the mainstream. They are often critical to linking individuals
with the longer-term care they need to permanently get off the streets and into housing.
Outreach, intake, and assessment programs and activities are designed to engage homeless
persons living on the streets and bring them into the continuum of care system. These include day
services where food, showers, laundry facilities, and counselors are available. Intake and
assessment is performed to determine the basic immediate needs of the homeless person and to
link them to housing, substance abuse treatment, benefits, employment assistance, and other
City of Santa Monica
2005-2010 Consolidated Plan Page 4-1 1
Housing and Community Development Strategy
essential human service programs. A new Access Center that will consolidate point of entry
services will promote more organized and targeted outreach and assessment, therefore expediting
the process by which clients will receive stabilizing services and begin the process of being
housed."
Emergency Shelter and Transitional Housing
Emergency shelter services, in conjunction with outreach intake and assessment services, provide
critical crisis intervention, allowing homeless persons to get off the street, stabilize and reorient
themselves, and move on to more permanent solutions to end homelessness. There are beds/cots
for 350 homeless persons within emergency shelters and 373 beds in transitional housing in
Santa Monica, as summarized in Table 3-12. If filled to capacity, short-term transitional housing
facilities in Santa Monica would have sheltered 12 percent of the total homeless population
estimated to be in the City on any given night.
Most of the beds are available for the general homeless population and are often unable to meet
the needs of those homeless individuals with a severe mental illness and/or substance abuse
problem. Most programs in this area are designed to provide basic, temporary overnight sleeping
accommodations. Though short-term in nature, counseling and case management services are
introduced to move homeless individuals and families into transitional and/or permanent housing.
Section 3.2.3 of the Needs Assessment provided a detailed inventory of shelters, rehabilitation
and transitional housing programs.
Permanent Housing (Supported)
Housing costs in Santa Monica are among the highest in any subregion of Los Angeles County.
The need for affordable housing exacerbates homelessness in several ways, creating a larger at-
risk population and making it more difficult to recover from homelessness. Rental assistance is
crucial to allow individuals and families time to achieve economic and emotional stability.
Persons with disabilities, including mental illness, substance abuse, and HIV, are particularly
susceptible to returning to the street and require additional support services linked to housing to
prevent this recurrence.
Permanent housing carries the notion of permanency and independence. Permanent supportive
housing is where persons need support services to maintain their permanency, such as ongoing
counseling and case management, substance abuse treatment, mental health care, and other
ongoing supports. Currently, there are 36 beds in permanent supportive units in the City with a
planned expansion of additional beds at OPCC's Daybreak Shelter and new Safe Haven Program
located at 1751 Cloverfield Boulevard. In addition, previously described Section 8 Housing
Vouchers, Family Unification, and Shelter Plus Care programs administered by the City provide
permanent housing to homeless persons and those threatened by homelessness. Within the next
three years, two new supportive housing developments, discussed under Priority 1 B, will open,
providing additional housing resources for chronic mentally disabled homeless persons.
Case Management and Support Services
Most of the short-term and transitional housing facilities for homeless persons and families provide
a variety of services and referrals. As part of the approach to house those people who are
chronically homeless, needed support services include health and mental health care, substance
abuse counseling, benefits advocacy, money management and independent living skills training,
vocational training, employment and career development, and child care and parenting training.
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The Special Census indicated that public assistance, counseling, and rehabilitation or drug
treatment were used by roughly half of sheltered individuals, but less than one-fifth of unsheltered
persons. The contrast between sheltered and unsheltered persons was particularly noteworthy for
rehabilitation services with only about one-tenth of unsheltered persons reporting use of
rehabilitation service.
Once a person who is homeless has accessed a service, such as a shelter or day center, the
provider must have the capacity to assist him or her in overcoming significant barriers to
stabilization, job readiness, and, ultimately, self-sufficiency. For example, many individuals must
overcome the deleterious effects of life on the street, including the negative impact on medical,
dental, and mental health. Many also face a host of legal obstacles such as outstanding warrants
or criminal records, lack of proper identification, bankruptcy and/or housing evictions.
Chronic Homeless Program/Sobering Station
Chronically homeless persons, including serial inebriates, are often unable to access the services
designed to move them into permanent housing. The City's Chronic Homeless Pilot will be
continued and expanded. The program uses a team approach to addressing chronic
homelessness. The team is comprised of representatives from City departments (Human Services,
Police, Fire/Paramedics, and Resource Management/Housing), the County Department of Mental
Health, and local non-profit homeless service providers. The role of the team was to develop
protocols for the project, identify chronic homeless persons for consideration, develop
individualized intervention/treatment plans for each client, coordinate case conferences, advocate
for needed resources, identify and address barriers to success, evaluate project outcomes, and
enlist community support.
City staff is also pursuing augmenting the Chronic Homeless Program with a sobering center to be
located in Santa Monica or an adjacent area. The goals of the sobering center would include: to
slow or stop the cycle of chronic alcoholics going in and out of detoxification centers, jail and
emergency rooms; to divert this population off the street and into treatment programs; to give
people who routinely live on the street an opportunity to create a stable mainstream lifestyle; and
to significantly reduce the uncompensated costs, time constraints and personnel burden to
healthcare, law enforcement, fire and paramedics, and judicial infrastructure caused by homeless
chronic alcoholics.
The City has developed the following outcomes for the homeless population in the continuum of
care program:2
Goal: Obtain and Remain in Permanent Housing
• Upon exiting the program, 5 percent of participants will be placed in transitional housing.
Case managers will record exit data including destination, address and phone number in
each resident's file.
• Of the individuals placed in transitional housing, 50 percent will remain in housing for at
least 6 months after they exit the program. Case managers will make follow up calls to
2 2005-06 Technical Submission to LAHSA.
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2005-2010 Consolidated Plan Page 4-13
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clients for 6 months and will document follow-up information in each resident's file.
• Upon exiting the continuum of care program, 25 percent of participants will be placed in
permanent housing. Case managers will record exit data including destination, address
and phone number in each resident's file.
• Of the individuals placed in permanent housing, 5 percent will remain in housing for at
least 6 months after they exit the program. Case managers will make follow up calls to
clients for 6 months and will document follow-up information in each resident's file.
Goal: Increase Skills and Income
• Of the eligible participants, 15 percent will obtain increased income from mainstream
health and human services programs by the time they exit the program. Success in
meeting this objective will be measured by data reported on participants who secure
income from SSA, SSI, SDI, etc., during the program. Case managers will assist
individuals currently lacking the maximum amount of entitlement to obtain mainstream
services. At the conclusion of the program year staff will review case notes and service
plans and add the number of eligible participants receiving increased income from
mainstream sources to determine success.
• Upon exiting the program, 20 percent of participants able to work will obtain full-time
employment. . Case managers will record employment information in client case files.
• Of the participants who obtain employment, 25 percent will remain employed for at least
4 months. Case managers will make follow up calls to clients for 4 months and will
document follow-up information in each resident's file
Goal: Achieve Greater Self-Determination
• Of the participants, 20 percent will achieve at least 50 percent of goals laid out in their
case plan by the time they exit the program.
Success in meeting this objective will be measured by annual surveys completed by case
managers. Case managers will develop an Individualized Case Management Plan for
each participant upon entry. Progress will be monitored with on-going counseling. Dates
of completion will be recorded in the Individualized Case Management Plan.
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4.2.3 Priority Community and Support Services
This section addresses Santa Monica's strategies for addressing community development needs.
Tables 4-3, 4-4, and 4-5 at the end of this section summarize the potential uses of CDBG and
HOME funds in addressing the identified needs.
Priority 3A: Provide Public and Community Services for Low and Moderate
Income Persons
Statement of Need
According to the 2000 Census, over 13,000 Santa Monica residents were under the age of 19,
comprising approximately 15 percent of the City population. There is a growing concern in the
City that many youth are facing a sense of frustration; many choose to express their anger in
socially unacceptable behavior, including gang violence and graffiti. According to the 2003
Community Voices Final Report, nearly one-quarter of youth respondents had been in trouble with
police, and 1 1 percent indicated that they had been involved with a gang. In addition, the 2003
Community Voices Report, the Child Care Master Plan, and community workshop participants3
identified a significant unmet need for affordable child care services, particularly for infant and
toddlers, as well as after school activities for teens.
The recent February and April 2005 Community Workshops on Gang Violence aitended by over
400 participants, illustrate that the concerns about gang violence have not changed. While these
workshops resulted in an opportunity for community members to engage in a dialogue about how
to find solutions to gang violence, there is much work still needed to make sure that the developed
community action plan happens.
Another area of need is fair housing education. The Fair Housing Unit of the Office of the City
Attorney has taken an aggressive approach to educating tenants and property owners about Fair
Housing laws. These efforts are particularly important due to current low vacancy rates and
rapidly increasing apartment rents in Santa Monica.
Non-Entitlement Grant-Funded Programs
Fair Housing
The Fair Housing Unit Office of the City Aitorney will continue to administer the fair housing
program and the Rent Control Board will continue to provide fair housing education to tenants
and property owners. The City will also continue to support tenant/landlord counseling services.
Children, Youth, and Families
The City will continue to provide funding to support social service agencies and programs that
serve the City's children, youth and families as seen in Aitachment F(Youth budget). Youth
services such as employment training and placement, counseling and case management, peer
support, recreation, and mediation and conflict resolution are needed to provide youth,
particularly the at-risk youth, with a positive direction in life. The lack of affordable child care
3 2005-2010 Consolidated Plan Workshop, March 29, 2005.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-15
Housing and Community Development Strategy
services is also a concern to lower and moderate income families. The City will continue to
provide childcare subsidies to low income Santa Monica residents.
Support Services
The City will continue to provide funding to support social service agencies and programs that
provide affordable legal, medical, and other needed community services for low and moderate
income residents.
Priority 3B: Provide Needed Support Services for Persons with Special Needs
Statement of Need
Public assistance is typically required to deliver community and support services for persons with
special needs. These populations tend to have less income at their disposal, may be unaware of
services responding to their special circumstances, and may have difficulty with enrollment or
eligibility procedures.
Entitlement Grant-Funded Programs
Program 3B-1: Home Access Program
The WCIL's (Westside Center for Independent Living) Home Access Program is funded with CDBG
funds. The program provides services (occupational therapy evaluations, installation and minor
structural modifications) and equipment ("assistive technology" like handrails, ramps and
doorbells that flash instead of ringing) to low-income renters in Santa Monica who have a
disability and need home modifications to allow them to stay in their rented homes. The program
increases the stock of accessible housing in Santa Monica through the provision of modifications
for people with disabilities.
Five-Year Objectives
• Provide home modification assistance to 150 persons with disabilities.
Program 3B-2: Accessibility Modifications for Streets and Sidewalks
The City will provide accessibility improvements where needed throughout the City, addressing
requests made by community residents so that streets and facilities will be barrier-free and
therefore accessible.
Five-Year Objectives
• Provide 50 accessibility improvements per year.
Non-Entitlement-Grant Funded Programs
Supportive Housing
Persons living with AIDS and severe mental illness have traditionally been known as the hard-to-
house. Supportive housing assistance to accommodate the City's residents with disabilities is
much needed to prevent and reduce homelessness. Supportive housing is also needed for seniors
to offer housing alternatives to institutionalization.
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The City will continue to assist in the provision of affordable, supportive housing for seniors, large
families and persons with disabilities as part of a continuum of care approach to addressing
housing and support services needs.
Senior Services
According to the 2000 Census, 14 percent of the City residents were over 65 years of age; many
were facing difficult decisions regarding housing, health care, and alternatives to
institutionalization. Table 3-1 1 indicates that 75 percent of the City's extremely low income elderly
renters and 77 percent of low income elderly renters experienced a housing cost burden in excess
of 30 percent. In addition, many elderly homeowners are on fixed incomes and no longer
financially able to make needed repairs on their homes.
Needed services for seniors include housing, case management, money management, in-home
services, health services, meals-on-wheels, adult day care, information and referral, and
transportation. The City will continue to support social service agencies that provide needed
services for seniors.
Services for Persons with Disabilities
Supportive services are needed to help persons with disabilities to achieve independent living.
According to the 2000 Census, approximately 1 3 percent of the working age population in Santa
Monica (ages 16 to 64) had one or more disabilities. Of the residents age 65 and older, more
than 41 percent reported one or more disabilities. The City offers a variety of social and
recreational activities, community services, and classes for residents of all ages. In addition,
nonprofit service providers also play a key role in addressing the special needs of the disabled.
Drug and Alcohol Abuse Services
The City will continue to support agencies that provide drug and alcohol treatment services for
homeless individuals. The goal of these agencies is to break the cycle of homelessness through
drug and alcohol recovery, and referral to other needed support services.
Domestic Violence Services
Many homeless persons in Santa Monica are victims of domestic violence. Victims of domestic
violence typically require assistance in these areas: temporary shelters, transitional housing,
counseling, and other support services.
4.2.4 Priority Public and Community Facilities
Priority 4A: Upgrade, Expand, and Create Additional Community, Park, and
Recreational Facilities
Statement of Need
The City's Parks & Recreation Master Plan calls for a number of expansions and improvements:
• Additional parkland acquisition;
City of Santa Monica
2005-2010 Consolidated Plan Page 4-17
Housing and Community Development Strategy
• Expansion and rehabilitation of Virginia Avenue Park, with a youth center and new Police
Activities League-operated youth fitness gym to replace the existing fitness gym building;
and
• New park buildings including restrooms, concession stands, and storage at nine City
parks, including Stewart Street and Memorial Parks.
In addition, the City has identified the need to provide accessibility improvements to restrooms
near the high-traffic beach areas and to provide public transportation access to the beach to
make it more accessible for youth and seniors.4
Overall, the City is a densely developed community with few opportunities for building new
community, parks, and recreation facilities. The City will explore potential opportunities for
expanding and improving existing buildings and facilities to meet community needs.
Entitlement Grant-Funded Programs
Program 4A-1: Beach Restroom Accessibility Improvements
The City plans to provide accessibility improvements to public restrooms near the beach. This is a
high traffic area, and many of the public restrooms are not accessible for residents and visitors
with disabilities.
Five-Year Objectives
• Provide accessibility improvements to public restrooms near beach areas using CDBG
funds. It is estimated that nine restrooms will be completed.
Program 4A-2: Community, Park and Recreational Facilities Improvements
The City will look into providing CDBG funds to upgrade and improve existing buildings and
facilities to meet the park and recreation needs of the community, especially for persons of lower
and moderate income and those with special needs.
Five-Year Objectives
• Provide park and recreational facility improvements.
Non-Entitlement Grant-Funded Programs
Capital Improvement Plan
Through capital improvement planning and budgeting processes, the City provides for a range of
public and community facility expansions and improvements, including parks and recreation
facilities, senior centers, and youth centers. As appropriate, CDBG funds will be used to leverage
general and other funding sources.
4 Park and Recreation staff 03/1 7/05
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4.2.5 Priority Infrastructure Improvements
Priority 5A: Protect and Enhance Environmental and Public Health by Reducing
the Level of Pollutants Entering the Storm Drain System, and Ultimately the
Santa Monica Bay
Statement of Need
The Pier area and Santa Monica beaches are frequented by many visitors to the City from all over
the world as well as by Santa Monica residents. Located at these popular visitor sites in Santa
Monica is the mouth of the Pico-Kenter storm drain. When low flow run-off water accumulates
here, it becomes stagnant, unsightly, and sometimes unhealthy.
Non-Entitlement Grant-Funded Program
Santa Monica Urban Runoff Recycling Facility (SMURRF)
The SMURRF is a state-of-the-art treatment and recycling plant located on the south side of the
Pier. It cleans water that normally flows over city streets and lawns into underground storm water
pipes and into the ocean, carrying with it the urban pollution that is generated from everyday
living and illegal disposal of wastes. This facility treats about 500,000 gallons of runoff per day.
This equals about four percent of the City's daily water usage. The treated water is reused for
landscape irrigation at city parks and cemeteries, and along the Santa Monica Freeway, and for
indoor toilet flushing in buildings installed with special pipes for the recycled water.
Continuous Deflective Separation (CDS) Units
The City used Los Angeles County Proposition A funds to purchase and install CDS units adjacent
to the SMURRF in the Pier storm drain and at City yards. When urban runoff passes through these
units, a mechanical process removes 100 percent of all floatable materials and up to 90 percent
of all materials larger than 0.06 inch.
Urban Runoff and Pollution Control Ordinance
This ordinance requires every new residential and commercial development reduce runoff from its
site by 20 percent. All existing properties are required to adhere to various pollution reduction
practices.
Stormwater-Catch Basin Devices
The City installed and maintained a variety of devices designed to intercept oil, grease, and trash
at the catch basins and keep them from entering the storm drains and the Santa Monica Bay.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-19
Housing and Community Development Strategy
Priority 5B: Protect and Enhance Environmental and Public Health by Reducing
the Level of Wastewater Flows and Replacing and Relining Aging Sewer Lines
Statement of Need
The local sewer collection system is owned by the City and is managed, operated, and maintained
by the Water Resources Division of the Environmental and Public Works Management
Department. Due to densification in many areas, the City has exceeded its target wastewater flow
(8.8 million gallons per day) established for 2000.
Non-Entitlement Grant-Funded Programs
Sewer Rehabilitation and Replacement Program
The City has recently completed a City-wide sewer system rehabilitation and replacement
program. The system is now designed for full build-out at maximum use allowed by current
zoning.5
Bay Saver Program
Since 1990, the City has offered existing residential, commercial property owners rebates and
subsidies for the installation of low-flow toilets and free shower heads upon request in their
facilities. In addition to reducing the volume of wastewater flows, property owners save money in
sewer fees.
Educational Literature
Brochures and bulletins are distributed to targeted groups and available to the general public
which underscore the deleterious consequences of inappropriate and often illegal disposal of toxic
and non-dissolvable substances into sinks, toilets and other sever accesses. For example,
substantial restaurant grease and motor oil must be treated as hazardous waste and disposed of
by experts in this field.
Hazardous Waste Rerycling Center and Hotline
The City operates its own full-time Hazardous Waste center to advise callers about how to dispose
of hazardous materials, and about which cleaning agents are the safest to use. It also receives
hazardous materials for proper disposal or recycling. Through inter-city agreements, the center is
available to residents of neighboring cities as well.
5 Don Patterson, Santa Monica Public Works Deparfment, 4/1 8/05
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Priority 5C: Enhance the Safety, Improve Traific Flow and Maintain the
Aesthetic Viability of the City by On-Going Maintenance and Improvements to
the City's Streets and Sidewalks
Statement of Need
The City through its Pavement Management Program has identified a list of streets requiring repair
and maintenance during the next five years. Improvements on these streets will be performed
according to the schedule developed in the City's Capital Improvements Plan. In addition, other
major City thoroughfares require improvements to address safety and aesthetic elements.
Entitlement Grant-Funded Programs
Accessibility Modifications (discussed under Program 3B-2)
As described earlier, the City will continue to use CDBG funds to provide curb-cut construction
where needed throughout the City.
Non-Entitlement Grant-Funded Programs
City Infrastructure Program
The Environmental and Public Works Management Department evaluates the condition of City
streets, sidewalks, curbs, guiters and alleys annually and formulates long- and short-term
strategies for cost-effective preventive maintenance, repair, and reconstruction.
Pavement Management System
This system outlines the conditions of all streets in Santa Monica and defines the needs of the
system for the next seven years (2005-2012); a Capital Improvements Program mirrors the system
plan.
Priority 5D: Provide Aesthetically-Pleasing, Coherent, Energy Eificient, Self-
Regulating, and Economical Street Lighting throughout the City
Statement of Need
Installation of lighting on a City block or district requires demonstration of support through
completion of a petition signed by 60 percent of the residential units in the area. Following
receipt of a petition, an assessment process in initiated in compliance with requirements set forth
in Article Xl 1 1 D of the California Constitution. Property owners in the district are then assessed
their proportionate cost of the installation in relation to the size of their property. Low and
moderate income residents have the same desire to make their neighborhood safe and secure
through sufficient street lighting and should be encouraged to communicate their needs to the
City, regardless of their ability to pay.
Non-Entitlement Grant-Funded Programs
Annual Needs Assessment
In addition to responding to petitions for street lighting installation, the City independently
determines street lighting needs based on the frequency and degree of required repairs to the
City of Santa Monica
2005-2010 Consolidated Plan Page 4-21
Housing and Community Development Strategy
lighting system in an area. Community meetings are initiated to discuss the problems, costs of
repairs or replacements, and alternative means of payment (cash or payments on bonds).
Priority 5E: Provide a Safe and Continuous Water Supply to the Consumer by
the Continual Operation of the City's Water Storage and Distribution System
Statement of Need
The City's water system operates adequately to meet the domestic needs of the City, and supplies
sufficient fire suppression pressure to provide the needed range of fire flows. However, a shortage
existed in the City's ability to provide emergency storage. The City plans to augment the existing
total storage volume of 40.1 million gallons. Furthermore, approximately 60 percent of the City's
water supply mains are made of cast iron and are over 50 years old; replacement may be
necessary in the near future. The Sustainable City Plan has adopted a target of reducing water
use by 20 percent (baseline year 2000) by 2010.
Non-Entitlement Grant-Funded Programs
Capital Improvement Program for Water Main Replacement
The City maintains an active Capital Improvement Program for water main replacement, which
has consisted of approximately 20,000 lineal feet per year of main replacement in recent years.
Given this replacement rate, and a total length of water main of 1,072,896 feet, the entire
distribution system will be replaced approximately every 50 years.b
BAY SAVER Fee Ordinance
The Bay Saver Fee is conservation incentive fee that is assessed to any residential customer whose
property has not been retrofitted with water conservation features. The Bay Saver Fee is $4 per
bill for single-family dwellings and $2.60 per bill for multi-family dwellings. The Fee is removed
when residents replace water wasting fixtures with water conserving ones and a free home water
assessment is conducted (see program below).
Free Home Water Assessment Program
At a resident's request, City staff will provide a free Home Water Assessment. Staff visits the
home, checks for indoor leaks, and the flow rate of toilets, showers and faucets. The auditor
provides a report with water savings recommendations. Assessments can be performed in homes,
condominiums, townhomes and apartments.
Water Efficient Product Rebate Program
This program provides a$100 rebate for Santa Monica residential water customers that purchase
and install a high efficiency clothes washer.
Water Mitigation Program
No Building permit will be issued for any development project, unless it does not affect or alter
any plumbing fixture, without paying a Water Mitigation fee. The fee was established to collect an
amount which would be sufficient to mitigate the estimated daily water consumption rate projected
for the development. The fee is collected in full except for any development of low and moderate
6 Santa Monica Public Works Deparfment, 4/1 8/05
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income housing which shall only be required to pay a fee sufficient to mitigate only the estimated
net increase in daily water consumption rate projected for the development.
Retrofit upon Sale Program
This program requires that any building that changes ownership be retrofitted with water-efficient
plumbing fixtures. Every bathroom shall be fiited with ultra low flush toilets, low flow showerheads
and faucet aerators priorto the change in ownership.
Education
Environmental and Public Works Management Department aggressively produces educational
and informational materials for the public and local media and distributes brochures, and
information in conjunction with citywide mailings of the utility bills to customers.
Priority 5F: Meet the State's Solid Waste Management Act of 1989 (AB 939)
Diversion Goals and the City's Sustainable Cities Program Guidelines for
Environmentally Safe Refuse Disposal
Statement of Need
The City's low and moderate income groups are generally located in the more densely populated
residential areas, thus generating a greater volume of trash per locale. Educational programs
focused on these groups have the greatest potential for return per dollar expended because of the
greater number of participants per tailor-made program.
Non-Entitlement Grant-Funded Programs
Rerycling Programs
The City's Solid Waste Division has developed several recycling opportunities including:
(1) Containers and promotional material for curbside pick-up of separated trash and yard
waste;
(2) Recycling zones to encourage commercial and industrial companies to drop off
recycla bles;
(3) Mixed waste containers to include cardboard waste;
(4) Contractual program with private haulers to encourage their collaboration with the
Recycling Center operations;
(5) Used tire recycling center at the Solid Waste Transfer Station;
(6) Collection of hazardous wastes at the Household Hazardous Waste Center;
(7) Availability of various locations where residents can recycle used motor oil and filters; and
(8) Distribution of compost bins and a comprehensive and accessible reference book, at
discounted prices to residents and non-residents.
Volume-Based Rate Structure
In April of 1992, the City implemented a volume-based rate structure to entice residents and
businesses subscribing to City services to further reduce the amount of trash dumped into trash
bins by reducing unit costs for smaller bins. Combined with the aggressive recycling program, the
amount of solid waste being recycled has increased from 14 percent in 1990 to 55 percent in
2000. As identified in the Santa Monica Sustainable City Plan (updated in 2003), the City's
City of Santa Monica
2005-2010 Consolidated Plan Page 4-23
Housing and Community Development Strategy
overall goal for solid waste management is to increase the amount of solid waste diverted
(recycled, composted, etc.) from landfills to 70 percent of total by 2010.
4.2.6 Priority Economic Development and Anti-Poverty Activities
Priority 6A: Provide for Job Training and Economic Development Activities to
Reduce the Number of Persons in Poverty
Statement of Need
The Community Voices process identified employment and job training and priority economic
development needs in Santa Monica. Specifically, participants of the Community Voices process
indicated that increased funding for services that benefit low income individuals and families, such
as employment services, are priority issues in the City. In addition, the City recently held in
February and April 2005, Community Workshops on Gang Violence with over 400 participants.
While these workshops resulted in an opportunity for community members to engage in a
dialogue about how to find solutions to gang violence, there is much work still needed to reduce
violence in the community.
Non-Entitlement Grant-Funded Programs
Tourism and visitor-related activities are major components of Santa Monica's local economy. The
City assists in funding six unique economic development agencies and districts that help foster
tourism in the City (see Section 3.6.3, Economic Development, in the Housing and Community
Development Needs Assessment for details).
• Pier Restoration Corporation
• Third Street Promenade
• Main Street Business Improvement Association
• Montana Avenue Business Improvement District
• Pico Boulevard Business Improvement District
• Santa Monica Convention and Visitors Bureau
The City also sponsors four Farmer's Markets:
• Wednesday Downtown Market
• Saturday Downtown Market
• Saturday Pico Market
• Sunday Main Street/Ocean Park Market
The City contracts with local non-profit organizations that employ formerly homeless and former
substance abusers for maintenance and set-up of the markets.
City Economic Development staff also provides a variety of functions such as business attraction
and retention, bringing state and federal economic development funds to the City, and supporting
local commercial districts seeking to enhance and improve the economic vitality of their areas.
City of Santa Monica
Page 4-24 2005-2010 Consolidated Plan
Housing and Community Development Strategy
4.2.7 Planning and Administration
Priority 7A: Provide for Necessary Planning Activities to Develop both Housing
and Community Development Plans to Address Anticipated Needs
Statement of Need
To ensure the effective use of limited CDBG and HOME resources, the City needs to continue to
understand its housing and community development needs. Preparation of the five-year
Consolidated Plan and annual updates, along with more focused planning and special needs
studies allows the City to address its changing affordable housing and community development
needs. Continued outreach to the City's low and moderate income households should be
conducted as part of the CDBG and HOME programs citizen participation requirements. City
staff should be abreast of current CDBG and HOME program requirements and future program
development through aitending training and meetings with related agencies.
Entitlement Grant-Funded Programs
Program 7A-1: CDBG and HOME Program Administration
Annually update Consolidated Plan Action Plan and conduct other planning activities as
appropriate.
Five-Year Objectives
• Annually review application of the Consolidated Plan and update the Action Plan and
other components as necessary.
• Provide for planning studies and focused studies on special needs groups to provide
for effective programmatic response.
4.2.8 Summary of Five-Year Objectives
Table 4-3 provides a summary of the City's overall strategy in expending the Consolidated Plan
program funds over the next five years. Priorities for funding were based on input from community
outreach activities described in Section 2, as well as comments provided by City staff and City
Commissions. The distribution of funding allocation is used only as a general estimate. By no
means does the table serve as a guarantee of funding for any specific program/activity.
Tables 4-4 and 4-5 summarize the quantified five-year objectives the City intends to pursue to
benefit the homeless and special needs populations as well as community development activities
using CDBG and HOME funds. Table 4-6 summarizes the City's quantified five-year housing and
community development objectives for CDBG and HOME funds.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-25
Housing and Community Development Strategy
Table 4-3
Summary of Five-Year Housing and Community Development Needs
Estimated Expenditures
Program/Activity CDBG HOME
Housing Activities
Housing Acquisition/Rehabilitation* $1,500,000 $3,006,875
Housing Development** $7,234,437
Tenant Based Rental Assistance $1,000,000
Residential Rehabilitation forAccessibility Improvements $87,125
Homeless Services
Emergency Shelter for Homeless Persons $1,203,903
Emergency Services to Persons At-Risk of Homelessness $438,500
Accessibility Improvements
Beach Restroom Accessibility Improvements $250,000
Street and Sidewalk Accessibility Improvements $265,000
Community Facilities
Park and Recreational Facilities $409,900
Planning & Administration: $61 1,000
Total $1 1,999,865 $4,006,875
*1,500,000 for Residential Rehabilitation Program
**Includes funding for housing production and Mobile Home Improvement Program
City of Santa Monica
Page 4-26 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Table 4-4
Priority Non-Homeless Special Needs
Priority Dollars to
Special Needs Need Address Quantified
Subpopulations Level Unmet Need Primary Programs Unmet Need Objectives
12,078 elderly Home Access
Elderly/Frail Elderly
High persons
including 4,653 Program and See physically/developmentally
elderly persons '~DA disabled programs
with a disability improvements
Estimated 735 Needs are
Severe Mental persons with addressed
Illness Low severe mental primarily through N/A N/A
illness the County and
local agencies
$602,125 150 persons
Estimated 3,085 ($87,125 with disabilities
physically Home Access Home Access (not including
Physically/ disabled and
Program and Program and public
Developmentally High *
903 to 2,709 ApA $515,000 improvement
Disabled developmentally street and projects that
disabled improvements beach involve
persons restroom accessibility
improvements improvements
7,400 Santa Needs are
Persons with Monica addressed
Alcohol/Drug Medium residents with primarily through N/A N/A
Addictions substance abuse the County and
issues local agencies
Needs are
addressed
Persons with Low 1 78 persons primarily through N/A N/A
HIV/AIDS living with AIDS Countywide
efforts and local
agencies
*Estimated 1 to 3 percent of the City's population.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-27
Housing and Community Development Strategy
Table 4-5
Priority Community Development Needs
Dollars to
Quantified Address Unmet
Priority Community Development Needs Priority Level Objectives Priority Needs
PUBLIC SERVICE NEEDS (people)
450 homeless
H
l
S
i Hi
h persons annually $1
642
403
ome
ess
erv
ces g 190 at-risk ,
,
persons annually
Fair Housing
needs are
Fair Housing High addressed through
the Fair Housing
Office of the City
Aitorn ey
Senior Services High See disability
services
150 persons
through Home
Access Program
(additional persons
Disability Services High will be assisted $87,125
through
street/sidewalk and
beach restroom
improvements~
Youth Services High City programs and
outside agencies
Child care services
are provided by
Child Care Services High various City
programs and
outside agencies
Transportation Services Medium ---
Substance Abuse Services Medium ---
Employment Training Medium ---
Health Services Medium ---
Crime Awareness Medium ---
Other Public Service Needs Medium ---
Incorporated as
Lead Hazard Screening High part of the City's
Housing Programs
City of Santa Monica
Page 4-28 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Table 4-5
Priority Community Development Needs
Priority Community Development Needs
Priority Level
Quantified
Objectives Dollars to
Address Unmet
Priority Needs
PUBLIC FACILITY NEEDS (projects)
Senior Centers Medium
Handicapped Centers Medium
Homeless Facilities Medium
Youth Centers Medium Improvements to
Childcare Centers Medium park and
Health Facilities Medium recreation facilities
and nine Beach $609,900
Neighborhood Facilities Medium Restroom
Parks and/or Recreation Facilities High Improvements
Parking Facilities Low
Non-residential Historic Preservation Medium
Other Public Facility Needs High
INFRASTRUCTURE (projects)
Water/Sewer Improvements Medium
Street Improvements (include ADA improvements) High 50 accessibility
Sidewalks (include ADA improvements) High improvements per $250,000
Solid Waste Disposal Improvements Low year
Flood Drain Improvements Low
Other Infrastructure Needs Medium
ECONOMIC DEVELOPMENT
ED Assistance to For-Profits (businesses) Low
ED Technical Assistance (businesses) Low
Micro-Enterprise Assistance (businesses) Low
E
i
d
l
t
d
Rehab; Publicly- or Privately-Owned
Commercial/Industrial (projects)
Low conom
c
eve
opmen
nee
s are
addressed by the Economic
Development Division
C/I* Infrastructure Development (projects) Low
Other C/I Improvements (projects) Low
CODE ENFORCEMENT
Code Enforcement Medium ---
PLAN N I NG/ADMI N ISTRATIO N
Planning/Administration (CDBG only) High N/A $61 1,000
TOTAL ESTIMATED DOLLARS NEEDED $3,200,428
City of Santa Monica
2005-2010 Consolidated Plan Page 4-29
Housing and Community Development Strategy
Table 4-6
Summary of Specific Homeless/Special Needs Objectives
Performance Expected Quantified
Obj # Specific Objectives Measure Units/Goal Outcomes/Indicator
Program 2A-1: Homeless Objectives
Emergency Five Year Objective: Support persons Goal: 5% of participants will be
Shelter Services emergency shelter services for Obtain and placed in transitional
and 450 homeless persons per Remain in housing within 6 months
year Permanent of entering the
Housing continuum of care.
Program 2A-2: 25% of participants will
Emergency
Five Year Objective: Provide be placed in permanent
housing within 12
Services to
Persons At-Risk case management services months of entering the
of for 190 at-risk persons per continuum of care.
Homelessness year.
Goal: o
15/0 of eligible participants
Increase will obtain increased income
Skills and from mainstream health and
Income human services programs
within 6 months of entering
the continuum of care.
20% of participants able
to work will obtain full-
time employment within
12 months of entering
the continuum of care.
Goal: 20% of participants will
Achieve achieve at least 50% of
Greater Self- goals laid out in their
Determinati case plan within 6
on months of entering the
continuum of care.
Special Needs Objectives
Program 3B-1: Five Year Objective: Provide Persons 150 persons Assist one percent of the
Home Access home modification assistance 12,769 disabled persons
Program to 150 persons with within Santa Monica.
disabilities.
Program 3B-2: Five Year Objective: Provide Accessibility 50 per year 100% of Santa Monica
Accessibility 50 accessibility improvements improvements street corners will be
Modifications per year. accessible with ADA-
for streets and compliant curb ramps.
sidewalks and
other facilities
Program 4A-1: Five Year Objective: Provide Restrooms Nine 100% of beach restroom
Beach Restroom accessibility improvements to facilities will be made
Accessibility nine public restrooms near accessible to individuals
Improvements beach areas. with disabilities.
City of Santa Monica
Page 4-30 2005-2010 Consolidated Plan
Housing and Community Development Strategy
Table 4-6
Summary of Specific Homeless/Special Needs Objectives
Performance Expected Quantified
Obj # Specific Objectives Measures Units/Goals Outcomes/Indicator
Rental Housing Objectives
Program lA-1: Five Year Objective: Assist in The number of Construction of Increase the number of
Multifamily the development of 57 new households 57 rental units affordable rental units by
Housing units of affordable rental assisted seven percent
Production housing through new Overall Outcome: Increase the production of affordable rental
Program construction and acquisition units
Program 1 A-2: Five Year Objective: Provide The number of Assist 128 The number of households
Tenant Based 128 households with rental participants households (25 participating in the program
Rental assistance. whose rental per year) will increase by 10 percent
Assistance burden was and report monthly reduction
Program reduced to of their monthly shelter costs
30% of income. to 30% of income.
Overall Outcome: Reduce the cost burden for renters by an
increase in the number of households supported by Tenant-Based
Rental Assistance.
Program 1 B-2: Five Year Objective: Provide Post Rehabilitate 165 80 percent of households
Residential rehabilitation assistance to rehabilitation units occupied by whose units were rehabilitated
Repair Program 200 low and moderate survey of low income will report a moderate to
income households (35 homeowners tenants significant improvement in
owner-occupied units and and renters their living conditions
165 renter households)
Owner Housing Objectives
Program 1 B-2: Five Year Objective: Provide Post Rehabilitate 35 80 percent of households
Residential rehabilitation assistance to rehabilitation low-income whose units were rehabilitated
Repair Program 200 low and moderate survey of owner-occupied will report a moderate to
income households (35 homeowners homes to meet significant improvement in
owner-occupied units and and renters basic health and their living conditions.
165 renter households) safety standards.
Overall Outcome: Improve housing conditions for low income
renters and owners.
Program 1 C-1 : Five Year Objective: Provide Repair or 25 mobile homes 80 percent of households
Mobile Home financial assistance to low replace mobile whose units were rehabilitated
Improvement and moderate income homes that will report a moderate to
Program households. It is estimated need significant improvement in
that 25 units will be improvement to their living conditions.
substantially repair or ensure decent,
replaced. safe, and
sanitary
housing.
Overall Out come: Improve hou sing conditions for low income
renters and owners
City of Santa Monica
2005-2010 Consolidated Plan Page 4-31
Housing and Community Development Strategy
Table 4-6
Summary of Specific Homeless/Special Needs Objectives
Performance Expected Quantified
Obj # Specific Objectives Measures Units/Goals Outcomes/Indicator
Special Needs Housing
Program 1 B-1: Five Year Objective: Assist in Number of Acquisition/ The decrease in the rate of
Acquisition/ the acquisition and special needs rehabilitation of 8 homeless persons seeking
Rehabilitation rehabilitation of 8 units of housing units units for the emergency shelter.
Program housing for special needs completed over special needs
households. five years. population.
Overall Outcome: Increase the number of units for the special
needs population.
Community Facilities.
See objectives for Program 4A-1 : Beach Restroom Accessibility Improvements under Special Needs
Households
Infrastructure
See objectives for Program 3B-2: Accessibility Modifications for Streets and Sidewalks under
Special Needs Households
City of Santa Monica
Page 4-32 2005-2010 Consolidated Plan
Housing and Community Development Strategy
4.3 Removal of Barriers to Affordable Housing
The City will continue to monitor, analyze and address market conditions and governmental
factors that may act as a barrier to affordable housing.
Market factors that tend to restrict affordable housing production are: high land costs, high
construction costs and inadequate financing. The City has little influence on land costs or
construction costs. The City does, however, have an active program in place to make below
market financing available for affordable housing projects and assists with site acquisition.
Governmental restrictions can also constrain the production of and preservation of affordable
housing. The City continues to monitor, analyze and address, as necessary, governmental
regulations, land use controls and residential development standards which affect the production
and preservation of affordable housing.
In December 2001, the City adopted the 2000-2005 Housing Element, which sets forth the City's
five-year strategies to preserve and enhance the community's character, expand housing
opportunities for all economic segments, and provide guidance for local government decision-
making in all maiters related to housing. The Housing Element is due for another update by July
2008. The City will re-evaluate the market and governmental conditions as barriers to affordable
housing.
4.4 Anti-Poverty Strategy
California attempts to fight poverty with the CaIWORKS program, which is designed to move
welfare recipients from dependency to self sufficiency through employment, and to divert potential
recipients from dependency. The program's goal is to identify sufficient employment opportunities
with sustainable income levels for people transitioning off of welfare. Job-related education and
training are provided through the county, private industry and educational institutions.
The City will continue to implement the economic development activities outlined in Section 4.2.6,
Economic Development and Anti-Poverty. In addition, the City will prioritize housing and
homeless programs that address the following:
• Pre-vocational and job readiness skills training including assessment and assistance with
applications, resumes, job-seeking skills, and work performance standards including
programs for at-risk youth;
• Job development and placement for temporary and permanent employment opportunities
with businesses, industry and government;
• Apprenticeships and training linkages with skills centers and other vocational resources;
• Educational enrichment and parent supports to increase literacy rates and school
achievement, increase parent involvement, and lowerthe school drop-out rate;
• Youth skill-building and development to design innovative and creative alternatives to
criminal involvement, youth violence, isolation, and loss of opportunities for growth;
City of Santa Monica
2005-2010 Consolidated Plan Page 4-33
Housing and Community Development Strategy
• Legal services to include brief service and full representation in landlord/tenant maiters,
public benefits assistance, immigration, discrimination, consumer affairs, and other critical
legal aid;
• Domestic violence intervention and prevention that offers counsel and advice, immediate
assistance in obtaining restraining, stay-away and other protective orders, and critical
support services to victims of domestic violence;
• Independent living skills and assistance, and peer counseling to ensure full self-sufficiency
and independence among elderly and disabled individuals;
• Child care subsidies and assistance to working parents; and
• Free health care and supportive service assistance to extremely low, very low, and low-
income Santa Monica residents including vital assistance to those with HIV/AIDS.
4.5 Lead-Based Paint Reduction Strategy
An estimated 8,400 housing units occupied by low and moderate income households in Santa
Monica may contain lead-based paint. To reduce lead-based paint hazards, the City takes the
following actions:
• Monitor the lead-poisoning data maintained by the Los Angeles County Department of
Health Services.
• Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines
and include abatement costs as part of the subsidy.
• Develop and distribute lead-based paint reduction and abatement information to all
landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as
to community groups.
• Work cooperatively with its nonprofit housing providers and community health
organizations to provide educational material and identify potential sources of lead-
poisoning in City-assisted affordable housing projects.
• Address lead-based paint hazards in Section 8 assisted units with children six years and
under by providing grants to property owners for lead-based paint hazard reduction or
abatement.
• Address blight in individual buildings by eliminating specific conditions that present health
and safety hazards to the public.
• Conduct educational seminars for property owners on lead-based paint hazards and
provide lead-based paint testing and remediation to existing single- and multi-family units,
targeting low and moderate income households.
City of Santa Monica
Page 4-34 2005-2010 Consolidated Plan
Housing and Community Development Strategy
4.6 Institutional Structure
The institutional framework within which the City will carry out its housing and community
development strategies involves public agencies, for-profit and nonprofit private organizations.
The role of key organizations is discussed in this section. This section also discusses potential
gaps in the delivery system of housing in the City and how Santa Monica plans to address those
gaps.
4.6.1 Agencies
City of Santa Monica
Commissions
The City has established various commissions comprised of interested citizens, to monitor the
needs of the community and advise the City Council on the best way to address those needs.
These include:
• Housing Commission advises and assists the City Council and City staff on the housing
policies, programs, and projects they implement, and works to enhance the social,
economic and cultural vitality of our community.
• Social Services Commission reviews and makes recommendations on programs to
address support service needs, such as outreach, counseling, and assistance programs for
the homeless, seniors, people with disabilities, youth and families.
• Planning Commission reviews and makes recommendations to the City Council on land
use and planning policies.
• Commission on the Status of Women works to eliminate inequality between the sexes in all
areas of life including, but not limited to, employment, health, education, political life and
law enforcement.
• Commission for the Senior Community studies and makes recommendations to the City
Council on maiters pertaining to the elderly, including annual review of the Community
Development Plan and funding for service agencies.
• Recreation and Parks Commission serves as an advisory board to the City Council and the
Director of Community and Cultural Services in all matters pertaining to public recreation,
including playgrounds, music and entertainment
The City Council also appoints citizen task forces to address special issues, such as the Child Care
and Early Education Task Force.
Human Services Division, Community and Cultural Services Department
This division is responsible for human services program and policy development and planning,
monitors city-funded human services programs and projects, coordinates and provides technical
City of Santa Monica
2005-2010 Consolidated Plan Page 4-35
Housing and Community Development Strategy
assistance for nonprofit agencies and community organizations in applying for and administering
grants, and assists in overseeing the Emergency Cold Weather Shelter Program.
The division operates several park- and school-based youth and family programs that provide a
range of social services, employment, education, and recreation programs for children, teens,
adults and seniors.
Community Programs Division, Community and Cultural Services Department
This division is responsible for providing social and recreational opportunities for seniors and
persons with disabilities, operating a senior meals program, and administering the City's utility tax
exemption program for qualifying low income residents.
Housing and Redevelopment Division, Resource Management Department
The Housing and Redevelopment Division administers the Section 8 Housing Voucher program,
administers the Affordable Housing Production Program, and administers new construction and
acquisition/rehabilitation programs funded with City, state, or federal monies. The Housing and
Redevelopment Division is also responsible for administering the TORCA homeownership loan
program and reviews, evaluates and implements a variety of housing policies related to
preservation and production of affordable housing.
Planning and Policy Analysis Division, Planning and Community Development Department
This division is responsible for managing and conducting long-range planning projects for the
community including all elements of the General Plan, Specific Plans, Zoning Ordinance
amendments, and reports and policy analyses on a broad range of community issues.
Other Public and Quasi-Public Agencies
The City works closely with a network of other private and public entities that constitute a
comprehensive network of resources. These include key public and quasi-public agencies,
coalitions and groups, including the Federal Emergency Management Agency, Los Angeles
County Department of Health, Los Angeles County Department of Mental Health, Los Angeles
County Department of Public Social Services, Los Angeles County Department of Child and Family
Services, Los Angeles County Housing Authority, Office of Alcohol and Substance Abuse, Los
Angeles Homeless Service Authority, Santa Monica-Malibu Unified School District, State
Department of Housing and Community Development, State Department of Housing and
Community Development, State Employment Development Department, United Way, and the
Westside Council of Governments.
4.6.2 Non-profit Organizations
Many nonprofit organizations in Santa Monica have the mission of providing assistance to
individuals and families with special needs. Special needs populations in the City include the
homeless, elderly and frail elderly persons, persons with disabilities, persons with AIDS and related
diseases, persons with substance abuses, families and individuals living below poverty, lower
income families with dependent children, and those who are at risk of becoming homeless.
The City works closely with over 35 local nonprofit organizations to ensure the adequate provision
of housing and community services in and around Santa Monica. Descriptions of the key social
City of Santa Monica
Page 4-36 2005-2010 Consolidated Plan
Housing and Community Development Strategy
service agencies serving City residents have been provided in Section 3, Housing and Community
Development Needs Assessment of this Consolidated Plan.
4.6.3 Gaps in Service Delivery System
The major gap in the service delivery system is that lack of adequate funding to address the
extensive needs in the community. In recent years, State and federal budget cuts have dampened
the City's ability to address the housing and community development needs of its residents. The
rapidly widening housing affordability gap also means that the City is able to assist fewer
households, each requiring a larger subsidy to achieve decent and affordable housing.
City of Santa Monica
2005-2010 Consolidated Plan Page 4-37
Section 5. Action Plan for FY 2005/06
The Action Plan delineates the City's uses of Fiscal Year (FY) 2005/2006 Community
Development Block Grant (CDBG) and HOME Investment Partnership Act (HOME) funds.
5.1 Housing and Community Development Resources
Santa Monica has access to a variety of federal, state, and local resources to achieve its housing
and community development priorities. Specific funding resources will be utilized based on the
opportunities and constraints of each particular project or program. Table 4-1 in the Five-Year
Consolidated Plan identifies the potential sources of funding available to carry out housing and
community development activities in Santa Monica.
The City currently receives entitlement grants from the U.S. Department of Housing and Urban
Development (HUD) through HOME Investment Partnership Act (HOME) and Community
Development Block Grant (CDBG) programs. The City also administers a variety of HUD-assisted
programs including Section 8 Vouchers, Family Self-Sufficiency, and Shelter Plus Care programs.
In addition, the City provides funding to housing and community development activities through its
own local resources. Table 5-1 identifies the CDBG and HOME funds available to Santa Monica
for FY 2005/O6.
Table 5-1
CDBG and HOME Funds Available For FY 2005/O6
Fundin Sources Amount
CDBG FY2005/O6Allocation $1,553,719
Program Income $2,713,589
CDBG Entitlement plus Program Income
S u b-tota I $4,267,308
HOME FY 2005/O6 Allocation $801,375
Total $5,068,683
The City will continue to support a wide variety of housing and community development activities
in FY 2005/O6. To the greatest extent possible, the City will seek to leverage funding from other
public and private entities to strengthen programs and activities established in the Five-Year
Strategic Plan and this Action Plan. Local funding sources, including redevelopment set-aside,
housing trust funds and private conventional loans will be used as the local match for the City's
HOME program funds.
City of Santa Monica
2005-2010 Consolidated Plan Page 5-1
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
5.2 FY 2005/06 Activities and Relationship to Five-Year
Priorities
The CDBG- and HOME-funded activities to be undertaken in FY 2005/O6 are identified in Table
5-2 below, which also provides a summary of their relationship to the programs and priorities
established in the Five-Year Housing and Community Development Strategy. Funds will target
assistance primarily to extremely low and low income persons Citywide and within the Pico
neighborhood. Appendix B contains a listing of proposed projects. The listing describes the
amount of funding to be allocated to each proposed activity, the funding sources, the level of
accomplishments to be achieved, and the geographic location targeted for assistance.
Table 5-2
FY 2005/2006 Proposed Projects
Consolidated Plan
FY 2005/O6 throu h FY 2009/10 FY 2005/O6 Action Plan
FY 2005/O6 5-Year 1-Year Fundin
Project Name Priority Program Objectives Objectives B/M $
Citywide Affordable Priority lA Multi-Family Housing 57 units $2,982,541 *
Housing Program Production 52 B
Priority 1B Special Needs 8 units households $601,375**
Acquisition/Rehabilitatio N~
n
Priority 1 C Mobile Home 25 Units 10 B $400,000
Improvements Households
Tenant-Based Rental Priority lA Section 8 Assistance 128 25 M $200,000
Assistance households households
Residential Priority 1 B Residential 200 20 B $300,000
Rehabilitation Rehabilitation households households
Program
Residential Priority 3B Home Access Program 150 Persons 30 persons B $1 7,425
Accessibility with disabilities with
Modifications disabilities
Accessibility Priority 3B Accessibility 250 15 curb cuts B $65,000
Improvements Modifications for Streets modifications and 1 facility
and Sidewalks remodeling
Emergency Shelter for Priority 2A Emergency Shelter 2,250 450 homeless B $242,442
Homeless Persons Services homeless persons
persons
Emergency Services to Priority 2A Shelter Plus 950 persons 190 persons B $87,700
Persons At-Risk of Care/Family Self- at-risk of at-risk of
Homelessness Sufficiency homelessness homelessness
Beach Restroom Priority 4A Accessibility 9 restrooms 2 restrooms B $50,000
Accessibility Improvements improved improved
Modifications
CDBG Program Priority 7A Planning Activities Not Not B $122,200
Administration Applicable Applicable
Priority 6A No specific activity for FY 05/O6
Priorit 5A-5F No s ecific activit for FY 05/O6
B= Community Development Block Grant (CDBG) M= HOME
* 44 units at 26th and Santa Monica were funded with prior CDBG ($1,691,96~ for Acquisition/Redevelopment in August 2004. Units
will be completed approximately May 2006.
** 8 units (OPCC) were funded with prior HOME funds ($800,000) in August 2003. Expected completion is late Spring 2006.
** 13 units at 1548 5th Street were funded with prior HOME funds ($1.3 million) in December 2004. Expected completion is FY 06/07.
City of Santa Monica
Page 5-2 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Programs to Address Housing Needs
The City of Santa Monica is commiited to affordable housing, investing in housing development,
rehabilitation, rental assistance, preservation and services to create and maintain affordable
housing. However, there remains a large need for additional housing. The City provides a
number of housing programs that are operated with CDBG and HOME funds.
Priority 1 A: Expand the Supply of Housing Aifordable to Lower and Moderate
Income Households, Particularly for Renters
Program lA-l : Multifamily Housing Production
The City of Santa Monica actively assists in the production of affordable rental housing, and
operates a number of loan programs to assist with development financing. Types of financing
assistance include pre-development loans, bridge loans, site acquisition, and permanent
financing.
Proposed Funding:
$2,982,541 in CDBG funds
Proposed Accomplishments: The FY 2005/O6 CDBG funds will be used to acquire suitable
site(s) for affordable housing development. No construction
on the acquired site(s) is expected during FY 2005/O6.
However, the City anticipates completion of a development by
May 2006: a 44-unit development at 26'h Street. Construction
of these units was funded with prior year CDBG ($1,691,967)
funds.
Program lA-2: Tenant Based Rental Assistance
The Santa Monica Housing Authority administers the Section 8 Housing Voucher program for the
City. As of April 2005, 1,082 Section 8 vouchers, 140 Shelter Plus Care and 24 HOME Tenant
Based Rental Assistance (TBRA) vouchers were administered by the Santa Monica Housing
Authority. The City has supported creation of the Tenant Assistance Rental Program (TARP) for
Section 8 housing, helping to sustain tenants with supplemental funding from the City when their
rent increases above Section 8 allowable costs.
Proposed Funding: $200,000 in HOME funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates utilizing HOME funds
to assist 25 households with rental assistance.
Priority 1 B: Conserve the Supply of Housing Aifordable to Lower and Moderate
Income Households, Particularly for Renters
Program 1B-l: Housing Acquisition/Rehabilitation
The City provides for affordable housing through acquisition and rehabilitation of existing
structures. Financial assistance is provided to affordable housing providers, primarily non-profits,
to own and operate the units as affordable rental housing.
Proposed Funding: $601,375 in HOME funds
City of Santa Monica
2005-2010 Consolidated Plan Page 5-3
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Proposed Accomplishments: The City has set aside the FY 2005/O6 HOME funds for the
acquisition and rehabilitation of properties to support the
creation of affordable housing for special needs households.
At this funding level, the City anticipates the ability to acquire
and rehabilitate three units. However, the actual rehabilitation
works are not expected to be completed within FY 2005/O6.
Prior year HOME funds were used to assist in the acquisition
and rehabilitation of eight multi-family units affordable to
extremely low and low income special needs (homeless and at-
risk) households. The site and associated programs will be
operated by the OPCC. It is expected that the entire facility
will be completed in late spring 2006.
Program 1B-2: Residential Repair Program
This program provides financial assistance for a variety of repairs through two programs: (1) the
Multi-Family Rehabilitation Program for owners of multifamily rental properties occupied by low
and moderate income tenants; and (2) the Owner-Occupied Rehabilitation Program for low and
moderate income owners.
Eligible repairs include such items as health and safety code violations, testing and remediation of
environmental hazards such as lead-based paint, unsafe or inoperable electrical wiring or fixtures,
unsanitary plumbing fixtures, leaking roofs, peeling interior/exterior paint, accessibility
improvements such as ramps, and other general repairs.
1. Multi-Family Rental Rehabilitation Program: This program provides financial assistance in the
form of: (a) matching grants for property owners whose buildings are 51 percent occupied by
low-income tenants; and (b) grants for testing and remediation of specific hazards in units
occupied by Section 8 households with children under six years.
2. Owner-Occupied Rehabilitation Program: This program provides financial assistance in the
form of grants to: (a) elderly low and moderate income homeowners (over 62 years old); (b)
low income households with a disabled family member; and (c) low and moderate income
mobile home owner/occupants to make necessary minor repairs.
Proposed Funding: $300,000 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates utilizing CDBG funds
to provide minor and moderate rehabilitation assistance to 20
low and moderate income households.
City of Santa Monica
Page 5-4 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Priority 1 C: Expand Homeownership Opportunities for Low and Moderate
Income First-Time Homebuyers
Program 1C-l: Mobile Home Improvement Program
The City supports mobile home park communities as an affordable housing alternative. Because
the privately-owned Village Trailer Park and City-owned Mountain View Mobile Home Park both
consist of older mobile home units, financial assistance will be provided to the low income owners
who wish to substantially repair or replace their units with models that meet current standards.
Proposed Funding: $400,000 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates utilizing CDBG funds
to provide financial assistance to 10 households.
Homeless Programs
Priority 2A: Coordinate Housing and Support Services for the Homeless and
Those Threatened with Homelessness Following a Housing First and Continuum
of Care Model. Evaluate services and service delivery provided through the
Continuum of Care
The City's five-year strategy for homeless services seeks to: 1) continue to implement a
comprehensive continuum of care system by maintaining the existing inventory of homeless
services and evaluate the services and service delivery offered by the continuum; and 2) address
gaps and strengthen the delivery of services in Santa Monica and the Westside, targeting services
to assist those chronic, most difficult to reach and "service resistant" homeless people who have
been on Santa Monica's streets for an extended period of time and ensure that they find
permanent housing with supportive services. The goals are to:
• Effectively assist homeless individuals and families in returning to a self-sufficient status;
• Eliminate unnecessary duplication of services; and
• Emphasize long-term solutions to homelessness by using an active intervention approach
that combines housing, counseling, case management, and job training.
The City's overall funding strategy is to use CDBG funds to provide emergency shelters and
homeless prevention services as a supplement to the Supportive Housing Program (SHP) grants-
funded continuum of care for the homeless. While the SHP funds will focus on ending chronic
homelessness, CDBG funds will primarily be used to address the immediate needs of the homeless
and to help prevent homelessness.
Program 2A-1: Emergency Shelter for Homeless Persons
The City of Santa Monica will support emergency shelter services for 450 homeless persons per
year using CDBG funds. These services will be provided through the 110-bed emergency
homeless shelter established by the City in September of 1994.
Proposed Funding: $242,442 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates providing shelter
services to 450 homeless persons.
City of Santa Monica
2005-2010 Consolidated Plan Page 5-5
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Program 2A-2: Emergency Services to Persons At-Risk of Homelessness
The City will provide case management services to at-risk, very-low income Shelter Plus Care and
Section 8 Self Sufficiency clients.
Proposed Funding:
$87,700 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates providing case
management services through the Shelter Plus Care program
and Section 8 Self Sufficiency Program to 190 at-risk persons.
Community and Support Services Programs
Priority 3B: Provide Needed Support Services for Persons with Special Needs
The City of Santa Monica will provide assistance for disabled individuals through the Home Access
Program and Accessibility Modifications.
Program 3B-l: Home Access Program
The Westside Center for Independent Living's (WCIL's) Home Access program is funded by CDBG
program funds. The Home Access program provides services (occupational therapy evaluations,
installation and minor structural modifications) and equipment ("assistive technology° like
handrails, ramps and doorbells that flash instead of ringing) to low income renters in Santa
Monica who have a disability and need home modifications to allow them to stay in their rented
home. The program increases the stock of accessible housing in Santa Monica through the
provision of modifications for persons with disabilities.
Proposed Funding: $ 17,425 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates utilizing CDBG funds
to provide accessibility improvements for 30 households.
Program 3B-2: Accessibility Modifications
The City will provide accessibility improvements which include curb-cut construction and facility
improvements, where needed throughout the City, addressing requests made by community
residents so that streets will be barrier-free for accessible pedestrian travel.
Proposed Funding:
$65,000 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates utilizing CDBG funds
to provide accessibility improvements for disabled pedestrians.
It is anticipated that this program will provide 15 curb cuts and
accessibility improvements to one facility.
Public and Community Facilities Programs
Priority 4A: Upgrade, Expand, and Create Additional Community, Park, and
Recreational Facilities
City of Santa Monica
Page 5-6 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Program 4A-1: Beach Restroom Accessibility Improvements
The City has identified the need to provide accessibility improvements to public restrooms near the
beach. This is a high traffic area, and many of the public restrooms are not accessible for
residents and visitors with disabilities.
Proposed Funding: $50,000 in CDBG funds
Proposed Accomplishments: During FY 2005/O6, the City anticipates providing
improvements to two restrooms.
Planning and Administration
Priority 7A: Provide for Necessary Planning Activities to Develop both Housing
and Community Development Plans to Address Anticipated Needs.
To ensure the effective use of limited CDBG and HOME resources, the City needs to regularly
assess its housing and community development needs. Preparation of the five-year Consolidated
Plan and annual updates, along with more focused planning and special needs studies allows the
City to address its changing affordable housing and community development needs. Staff
resources are needed to plan, deliver, and monitor the housing and community development
programs and activities. To ensure compliance with CDBG and HOME regulations, staff training
is also necessary.
Program 7A-1: CDBG and HOME Program Administration
Up to 20 percent of the CDBG and 10 percent of HOME funds can be used to support the
general administration of these programs. Funds will be used to administer activities, prepare
annual updates, and provide outreach to low and moderate income households. In addition, staff
will keep abreast of current program requirements and future program development through
aitending training and meetings with related agencies.
Proposed Funding: $122,200 in CDBG funds
5.3 Geographic Distribution
Public services (primarily homeless case management and shelters) are available to Santa Monica
residents citywide; persons needing emergency shelter will be accommodated at the 110-bed
shelter established by the City.
Installation or reconstruction of curb-cuts will be performed throughout the City in census tracts
where persons with physical disabilities reside. ADA improvements will be done for two restrooms
in the beach area.
Affordable housing construction/acquisition and housing rehabilitation programs will be available
citywide, but will more likely benefit residents in the low and moderate income areas. Based on
2000 Census data, three census tracts (7018.01, 7018.02 and 7019.00) had significant
concentrations of minority populations. These census tracts encompass the area commonly known
City of Santa Monica
2005-2010 Consolidated Plan Page 5-7
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
as the Pico Neighborhood. According to the 2000 Census, over 38.5 percent of the population
in census tracts 7018.01, 7018.02 and 7019.00 and portions of census tracts 7014.00,
7015.02, and 7017.01 have incomes at or below 80 percent of Median Family Income (MFI) for
the Los Angeles-Long Beach Metropolitan Statistical Area. These tracts are considered areas of
low and moderate income concentration.
5.4 Lead-Based Paint Hazard Reduction
An estimated 8,400 housing units occupied by low and moderate income households in Santa
Monica may contain lead-based paint. To reduce lead-based paint hazards, the City takes the
following actions:
• Monitor the lead-poisoning data maintained by the Los Angeles County Department of
Health Services.
• Incorporate lead-based paint hazard reduction procedures into rehabilitation guidelines
and include abatement costs as part of the subsidy.
• Develop and distribute lead-based paint reduction and abatement information to all
landlords, managers, tenants, or owner-occupants of rehabilitation properties, as well as
to community groups.
• Work cooperatively with its nonprofit housing providers and community health
organizations to provide educational material and identify potential sources of lead-
poisoning in City-assisted affordable housing projects.
• Address lead-based paint hazards in Section 8 assisted units with children six years and
under by providing grants to property owners for lead-based paint hazard reduction or
a batement.
• Address blight in individual buildings by eliminating specific conditions that present health
and safety hazards to the public.
• Conduct educational seminars for property owners on lead-based paint hazards and
provide lead-based paint testing and remediation to existing single- and multi-family units,
targeting low and moderate income households.
City of Santa Monica
Page 5-8 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
5.5 Economic Development and Anti-Poverty Strategy
On a macro scale, California aitempts to fight poverty with the CaIWORKS program, which is
designed to move welfare recipients from dependency to self sufficiency through employment, and
to divert potential recipients from dependency. The program's goal is to identify sufficient
employment opportunities with sustainable income levels for people transitioning off of welfare.
Job-related education and training are provided through the county, private industry and
educational institutions.
The City will continue to implement the anti-poverty strategy outlined in the Five-Year
Consolidated Plan. This will include continued prioritization of housing and homeless programs
identified in the Consolidated Plan per HUD requirements as well as other programs that address
the following:
• Pre-vocational and job readiness skills training including assessment and assistance with
applications, resumes, job-seeking skills, and work performance standards;
• Job development and placement for temporary and permanent employment opportunities
with businesses, industry and government;
• Apprenticeships and training linkages with skills centers and other vocational resources;
• Educational enrichment and parent supports to increase literacy rates and school
achievement, increase parent involvement, and lower the school drop-out rate;
• Youth skill-building and development to design innovative and creative alternatives to
criminal involvement, youth violence, isolation, and loss of opportunities for growth;
• Legal services to include brief service and full representation in landlord/tenant maiters,
public benefits assistance, immigration, discrimination, consumer affairs, and other critical
legal aid;
• Domestic violence intervention and prevention that offers counsel and advice, immediate
assistance in obtaining restraining, stay-away and other protective orders, and critical
support services to victims of domestic violence; and
• Independent living skills and assistance, and peer counseling to ensure full self-sufficiency
and independence among elderly and disabled individuals.
The City does not anticipate using CDBG funds for economic development activities and will
instead use other funding sources to address economic development needs. The City has sought
to create jobs through the establishment of development agreements executed prior to major
commercial developments that give local preference for hiring Santa Monica residents. In
addition to City-supported employment programs, City staff works closely with the Job Developer
Network, a community group of employment specialists, to develop policies and programs that
promote job placement and job creation targeting low income youth and adults.
City of Santa Monica
2005-2010 Consolidated Plan Page 5-9
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
5.6 Institutional Structure and Intergovernmental Cooperation
Public agencies, for-profit and non-profit organizations all play a part in the provision of
affordable housing and community services.
Social service delivery and housing production and rehabilitation in Santa Monica by non-profit
agencies are coordinated through the City's annual funding process. The City Council reviews
proposed projects and programs and funds those which meet the City's goals. In addition, there
is the Westside Shelter and Hunger Coalition (WSHC) with representatives from agencies involved
with emergency shelter, affordable housing, and supportive services on the west side of Los
Angeles. WSHC meets regularly to coordinate efforts, including lobbying the county, state and
federal government. The City also participates in the Job Developer Network to promote job
creation targeting low income youth and adults.
The City of Santa Monica supports a number of commissions represented by interested citizens to
monitor the needs of specific groups and advise the City Council on the best way to address these
needs. They are the Housing Commission, Social Services Commission, Planning Commission,
Disabilities Commission, Recreation and Parks Commission, Commission on Older Americans,
and Commission on the Status of Women. The City Council also appoints citizen task forces to
address special issues, such as the 2000 Disability Task Force. The Task Force on Homelessness
reviewed available information on the causes of homelessness and the needs of the homeless
population in Santa Monica.
The City works closely with a network of other private and public entities that constitute a
comprehensive network of resources. These include key public and quasi-public agencies,
coalitions and groups, including the Federal Emergency Management Agency (FEMA), Los
Angeles County Department of Health, Los Angeles County Department of Mental Health, Los
Angeles County Department of Public Social Services, Los Angeles County Department of Child
and Family Services, Los Angeles County Housing Authority, Office of Alcohol and Substance
Abuse, Los Angeles Homeless Service Authority, Santa Monica-Malibu Unified School District,
State Department of Housing and Community Development, State Employment Development
Department, United Way, and Westside Cities Summit. The City also works closely with over 35
local non-profit organizations to ensure the adequate provision of housing and community
services in Santa Monica.
5.7 Monitoring
The City currently uses various administrative mechanisms to track and monitor progress of HUD
funded projects and activities that are under its control and jurisdiction. The goal is to ensure that
Consolidated Plan-related programs and activities are carried out in a timely manner in
accordance with federal regulations and other statutory or regulatory requirements. The primary
monitoring goals of the City are to provide technical assistance, identify deficiencies and promote
corrections in order to improve, reinforce, or augment the Consolidated Plan performance.
To ensure the accomplishments of the goals and objectives, the City is involved with administration
and coordination of City-funded programs and related activities. An inter-departmental CDBG
team, which consists of Project Managers and relevant City staff, meets monthly to monitor the
progress of CDBG-funded projects. City staff in a number of departments and divisions including
City of Santa Monica
Page 5-10 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
the Housing and Redevelopment Division, the Human Services Division, the Engineering Division,
and other key offices are available to provide technical assistance as needed to subrecipients.
All Requests for Proposal (RFPs) and contracts are reviewed carefully to ensure compliance with
HUD and local requirements for program delivery, financial management, procurement,
personnel maiters, and other such requirements. Subrecipient contracts require verification of
eligibility and substantiation of all pertinent information and activities and include language
requiring periodic and annual monitoring of activities of financial and programmatic compliance.
5.8 Homelessness
The Action Plan seeks to partially support a comprehensive continuum of care for homeless
services through federal assistance to an emergency homeless shelter. Federal funding will be
supplemented by other funds to ensure the delivery of a well-coordinated system of care as
specified in the Five-year Strategic Plan. This includes support for: 1) outreach, intake and
assessment, 2) emergency shelter, 3) transitional housing, 4) permanent and supportive housing,
and 5) case management and supportive services including employment. In conjunction with
County and federal efforts to end chronic homelessness, the City is researching current best
practices for addressing the needs of chronically homeless persons and implementing a pilot
project that is specifically targeting chronically homeless persons and helping them secure
housing, benefits and services.
5.9 Obstacles to Meeting Underserved Needs
The lack of adequate funding to address the growing magnitude of needs is the primary obstacle
to meeting the underserved needs. The moderate recession, escalating housing prices, and
federal, state, and County funding cutbacks, including changes to the welfare system, have all
impacted the City's ability to address the social service and housing needs in Santa Monica.
The City will continue to assess the increased demand for affordable housing, employment,
childcare, and other supportive services. To avoid duplication of efforts and improve the
effectiveness of limited funding, the City will continue to work in collaboration with surrounding
jurisdictions, nonprofit organizations, and other community groups to coordinate and monitor the
delivery of social services. This entails working with groups including, but not limited to, the
Westside Shelter and Hunger Coalition, the Childcare Task Force, the Domestic Violence Network,
Westside Council of Governments, and others to identify and meet critical gaps in services. Fund
leveraging, resource development, and coordination of services are critical activities that will be
undertaken to address significant budgetary and programmatic constraints.
City of Santa Monica
2005-2010 Consolidated Plan Page 5-1 1
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
5.10 AfFordable Housing
The City works in partnership with the affordable housing developers, primarily non-profits to
maintain and develop new affordable housing units in Santa Monica. The City administers five
affordable housing trust funds, implements an Affordable Housing Production Program and a Rent
Control Charter Amendment and administers a Section 8 housing assistance program to preserve
affordable housing opportunities throughout the City.
5.11 Removal of Barriers to Affordable Housing
The City continues to monitor, analyze and address market conditions and governmental factors
that may act as a barrierto affordable housing.
Market factors that tend to restrict affordable housing production are: high land costs, high
construction costs and inadequate financing. The City has liitle influence on land costs or
construction costs. The City does, however, have an active program in place to make below
market financing available for affordable housing projects and assists with site acquisition.
Governmental restrictions can also constrain the production of and preservation of affordable
housing. The City continues to monitor, analyze and address, as necessary, governmental
regulations, land use controls and residential development standards which affect the production
and preservation of affordable housing.
In December 2001, the City adopted the 2000-2005 Housing Element, which sets forth the City's
five-year strategies to preserve and enhance the community's character, expand housing
opportunities for all economic segments, and provide guidance for local government decision-
making in all matters related to housing.
5.12 Public Housing Resident Initiatives
The Los Angeles County Housing Authority (LACHA) owns and operates two public housing
projects in Santa Monica. These projects were built by Los Angeles County prior to the City
establishing its own Housing Authority. The City of Santa Monica does not administer any public
housing. The LACHA has resident managers at these projects and has in place a modernization
program to improve the living environment of each project. The LACHA encourages participation
of residents in the operation, management and modernization of the projects owned and operated
by LACHA.
City of Santa Monica
Page 5-12 2005-2010 Consolidated Plan
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
5.13 Program-Specific Requirements
5.13.1 CDBG Program
The Listing of Proposed Projects (Appendix B) describes the activities with respect to all CDBG
funds expected to be available during FY 2005/O6. In addition to the City's FY 2005/O6 Grant
amount of $1,553,719, the City has $2,713,589 in program income.
The City does not have any surplus urban renewal seitlements, grant funds returned to the line of
credit, or income from float-funded activities coming as revenues to CDBG funds. In addition,
there are no "urgent need" activities, as defined by HUD, requested in CDBG funds for FY
2005/O6.
5.13.2 HOME Program
The Listing of Proposed Projects describes the activities with respect to all HOME funds expected to
be available during FY 2005/O6. A total of $801,375 in FY 2005/O6 HOME funds will be
available. Pursuant to the Consolidated Plan requirements, the following sets forth Santa Monica's
specific regulations for HOME funded activities.
Resale Provisions
The City does not use HOME funds for homeownership programs, and therefore resale provisions
do not apply. The City uses local funding sources (TORCA, Inclusionary Housing Trust Fund) for
ownership programs, and has adopted resale provisions underthese programs.
Tenant Based Rental Assistance
The City will use HOME funds ($200,000) for Tenant-Based Rental Assistance (TBRA) payments
targeted for low income households, homeless, or persons with disabilities. The Santa Monica
Housing Authority will administer the program.
Set-Aside for Community Housing Development Organizations (CHDOs)
The City reserves at least 15 percent of each year's HOME allocation for investment in rental
housing (new construction, acquisition and rehabilitation) developed by its CHDO, Community
Corporation of Santa Monica.
Marching Contribution
The City provides annual non-federal matching contributions well in excess of the required 25
percent of the HOME funds draw for affordable housing. Match contributions are made from
locally generated funds including housing trust funds, redevelopment set-aside funds and private
conventiona I loa ns.
Other Forms of Investment
Not applicable.
City of Santa Monica
2005-2010 Consolidated Plan Page 5-13
FY 2005/O6 Action Plan (July 1, 2005 - June 30, 2006)
Aifirmative Marketing
Santa Monica has adopted the following affirmative fair housing marketing guidelines for use of
HOME funds:
• No person shall on the grounds of race, color, national origin, religion, or sex be
excluded from participating in, be denied the benefits of, or be subjected to discrimination
under any program or activity funded in whole or in part with HOME funds.
• The borrower shall establish an affirmative marketing and tenant selection plan for each
project containing five or more units. The plan shall describe the marketing efforts and
tenant selection procedures of the borrower to attract eligible persons from all racial,
ethnic and gender groups in the housing market area to the available housing. The
marketing and tenant selection plan shall be submitted with the loan application.
City of Santa Monica
Page 5-14 2005-2010 Consolidated Plan
Appendix A
Meeting Summaries
Consolidated Plan Community Meeting
03/29/05
GROUP 1
Self Assessment:
Homeless Housing
Senior Consideration/Affordable Housing
Senior
Improved housing conditions (larger, beiter design)
Trailers for seniors/homeless
Senior Healthcare/Mental Healthcare
Senior Support Services-Housing
Homeless
Easiertransitions into housing
(Eliminate security deposit/ls' & last month)
Ownership of rental property (After years give half-ownership to manager/residents?)
Housing for families
Cold wet weather shelters
Healthcare/Healthy facilities for homeless women (bathrooms, shelters)
More impact consideration in developments (especially to seniors, homeless, etc.)
Mobile healthcare clinic for homeless women
Make codes friendly to homeless in bad weather
When considering services: Remember that homeless are not mentally ill, are not addicts
Facilities:
Public restrooms
Youth programs
Reed Park: No place to play ball; enlarge park
City of Santa Monica
2005-2010 Consolidated Plan Page A-1
Teen center: Drop-in, homework help
Emergency shelter space
Services:
Youth/teen services
Police sensitivity training - Homeless individuals
Emergency shelter (year round)
Self-defense training for women and teens
Clinics
Collaboration between services, services in other cities
Disabled housing
24 hour homeless services
(Access Center, Samoshel, or charitable people)
"Backpack" bike-rack or more/bigger lockers at Shwashlock
More outreach to homeless to get them to this type of community meeting
Safe shelters for women
Overnight staff at shelters should be safety focused
Economic Development
Resume/application assistance in community centers
Community centers are "Safe-Zones" (Put a fence around it)
Work with UCLA
Job training on computers/technology
Locate retail space/offices outside downtown-To decrease congestion downtown
Bus services
To transport seniors to low income areas
To help people move
Employment center
Public Improvements
City of Santa Monica
Page A-2 2005-2010 Consolidated Plan
Quality of light in parks is poor
Safety in the parks
Staff the parks at night
Lighting
Downtown traffic flow
More restrooms ON Promenade
Larger sinks in public restrooms (to put a boitle under the faucet)
General design in the bathrooms (larger)
Open park bathrooms on time
More parks downtown and other densely populated areas
Maybe pocket parks
Parking in the overgrown area by water reclamation plant
City of Santa Monica
2005-2010 Consolidated Plan Page A-3
GROUP 2
Community Services
Best way to provide services is to provide it in city hall-for dual diagnosed persons-need
City services through Human Resources
Affordable housing near Civic Center near services
Emergency services/shelter for homeless women
CCSM buildings-safety/security e.g. lighting/gates
Need information on rehabilitation programs
Housing for mentally ill-Step Up
Streamline process to get in
Services for veterans
Homeless services
Housing
Follow-up-transition to other housing exiting shelter and get jobs
Work center-day labor center
City-owned buildings-security
Computer training
Mental health services
Substance abuse services
Homeless
Computer access
Training in life skills
Overnight shelter using modular sleeping units
Crime in school system
Hiring people to work in City
More housing coordinators/placement services-need also case management
City of Santa Monica
Page A-4 2005-2010 Consolidated Plan
Community Facilities
Open space/parks/bike paths
Facilities for artists-live/work space
Hardwood floors/mirrors in community facilities to be used for rehearsals
Housing for homeless-also bathrooms
ADA improvements at City facilities
Extend crossing time at crosswalks
Facilities-Green, sustainable
Beiter transportation
City rides program
Parking
Shuttles
Meeting rooms
Housing
More nonprofits to be involved in housing
Housing-economical way to provide
Retrofit is cheaper than new construction
CCSM buildings-priority for women homeless
Discrimination/code violations at all City owned housing-need investigation
Home ownership
Housing with child care
Multistory building behind City Hall for special needs housing
Refurbish RAND building as housing
Where should affordable housing go?
City of Santa Monica
2005-2010 Consolidated Plan Page A-5
Economic Development
Employment assistance for persons with disabilities
Outreach to employers
Incentives for employers
Santa Monica College-place for an Employment Development Department (EDD)
Access to computers
Job creation
Clearing house for jobs available
Job Fair
Micro loan for business/homeless
Street vendors
Business incubator
Linking with micro loans
Child care assistance
Difficult to get jobs
Equal employment opportunities
Artist districts
Cultural activities-less commercial than 3rd Street
Public Improvements
Expanding Memorial Park
Bathrooms
Improve police response
Parking lot-more permeable/greener-recycled water
Park and Ride
Fewer speed bumps
Removal of physical barriers
Continued work on curb cuts
Dedicated bus lanes
City of Santa Monica
Page A-6 2005-2010 Consolidated Plan
Solar panel
Extension of Expo line/light rail
Community gardens
Bike paths
Planting/flowers
City of Santa Monica
2005-2010 Consolidated Plan Page A-7
Commission on the Status of Women
03/09/05
Affordable Housing
Purchase assistance - actual $
Affordable housing for single mothers & senior women
Increase number of included units
Affordable housing in all areas of city--broad distribution
Increased affordable childcare/infant care
Senior services budget like youth budget
More, beiter services for homeless females and families
Assistance to minority females
owned businesses, including rent/lease assistance
More open green space
Beiter lighting (bike path on beach)
Pedestrian safety improvements
Improvements to improve air quality
Homeowner improvement loans
Disabled--Accessible playgrounds
City of Santa Monica
Page A-8 2005-2010 Consolidated Plan
Disabilities Commission
03/07/05
Cost of Meetings for PWD
Providing money for non-profits serving their members
All physical barriers recently installed removed from city facilities including curb cuts at airport,
barriers in City Hall, etc.
Santa Monica preference for new HUD-funded affordable housing
Improve city lighting- N. of Wilshire, S. of Montana
Low cost shopping-attract/keep
More frequent buses- Seating/roof at bus stops
Accessible affordable housing
Remove barriers and increase accessibility
Increase length of pedestrian crossing times
Remove aititudinal barriers
Homeless services, especially transitional facilities/services
Services for youth, etc. to decrease gang violence in Pico neighborhood
job creation & training
More money to HAP
"Community Chest" for low income
Increase access to community services
City info more accessible, e.g. CHOC
First time homebuyer and renter
homebuyer incentives/assistance
Increase community. outreach for MH services for Pico neighborhood youth
Services/community program for Special Education
transitional age/young adults
businesses hire PWD
Tracking to provide assistance
City of Santa Monica
2005-2010 Consolidated Plan Page A-9
Social Services Commission
03/14/05
Community Services
Violence & trauma services
"wellness model"
Self sustainment training
Aim: to reduce violence
Accessible to poor
Youth drop-in center
Ombudsman to direct people to available services (Resource Center)
To achieve "user friendly" goal
Economic Dev. - Particularly Older Teens (16-24) & those with records
Job creation
In community
Viable job related skills
Youth opportunities to move into business-ownership
Ownership Grants
Opp for traininq
Subsidizing part of youth's wage with agreeable businesses
Particularly those with records
Businesses to commit
Reduce business licensing fee or waive for low income business owners
More user friendly policies
Small-business focus (who hire youth)
Economic Development for working poor
"working poor°
"at risk" for homelessness
"tipping over°
Prevention of eviction/utility shutoff
Homelessness prevention
Affordable Housing for working families
Homeless
Accessible bathrooms, more things like Swashlock
Proximity, hours
Cleanup of sanitary issues (around homes/businesses)
Solid Waste Management?
Fund a non-profit?
Youth
Homeless could work there
Year-round emergency shelter
Transitional Housing for "released" people
City of Santa Monica
Page A-10 2005-2010 Consolidated Plan
Foster care/teens
Prisons
Services & Economic Development
Offer services to youth who are in jobs (job retention)
Give youth money for books, tutoring, child-care (for those in school)
Scholarships (?)
Child Care - affordable
Increase Paratransit
Crisis Response Team
Especially after shootings, other traumatic violence
Get services managed beiter
Facilities:
Lighting in Pico neighborhood is bad
Increase safety & feeling of community
Signage in Pico neighborhood
City of Santa Monica
2005-2010 Consolidated Plan Page A-1 1
Recreation and Parks Commission
03/17/05
Community services around VAP-Services/facilities
Get feed back from VAP advisory board
Youth/Seniors
Maximize programming
City wide outreach
Pair open space with affordable housing development
Consider community space/facility impact of affordable housing
Jobs/housing balance
Parks/housing balance
Places for kids to play
Family spaces nearby
Homelessness
Permanent homeless population
Impact on parks
Priority
Do not support permanent homelessness
Smart approaches to ending homelessness
Be the City that solves the problem
Transportation to beach
Make beach accessible to all, youth, seniors
415, pier area
VAP
Van for kids field trips, museums, pool
Integrate residents of affordable housing into community
City of Santa Monica
Page A-12 2005-2010 Consolidated Plan
Commission for the Senior Community
03/16/05
Senior Services money
Funding for transportation options for seniors
Master plan for needs of changing demographics
Development of circulation element
(Referto comments to Planning Division)
Beiter and more street lighting, especially between Wilshire and Montana and on Pico (east side)
Training childcare providers
More bathrooms (public)
Parenting training/support groups (for pre schooler parents)
Outreach to low income residents
Small business development/tax assistance/licensing fees
Businesses offering affordably priced household goods (e.g. Target)
Safe driving for seniors: evaluation and assessment
Sobering center
Well baby care
Affordable accessible housing, including transitional
Cultural/arts programming in community
Affordable Housing
Health Care Services & Resources
Transportation & Nutrition Services
Promote Active Living and Healthy Aging in our community
Promote ways to enhance accessibility and safety for local seniors
To provide education and outreach regarding issues related to seniors
Maintain level or increased funding for current City funded agencies serving local seniors
Increase funding for transportation options for seniors, i.e. additional dial-a-ride vans
City of Santa Monica
2005-2010 Consolidated Plan Page A-13
Develop a master plan to address the changing demographics of the population of Santa Monica,
i.e. aging population
Continue the development of the Circulation Element plan
City of Santa Monica
Page A-14 2005-2010 Consolidated Plan
Housing Commission
3/ 17/05
123 units of affordable housing currently in process
Target residents most in need - In preparing the Consolidated Plan many special studies and
reports are consulted and findings from the special studies, surveys, and discussions help define
housing needs and priorities in Santa Monica
Try to maintain a diverse population
Concerned about the homeless population, especially the disabled
Transitional housing with services included - OPCC
City of Santa Monica
2005-2010 Consolidated Plan Page A-15
Appendix B
Proposed Projects
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Multi-Family Housing Production
Project Description
Assist in the production of affordable rental housing. CDBG funds will be used to acquire suitable site(s)
for affordable housing development. No construction on the acquired site(s) is expected during FY
2005/06.
Location
ommuni i e
Obj ective Number Proj ect ID
lA-1 1
HUD Matrix Code CDBG Citation
O1 570.201(a)
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Housing Units 0
Local ID Units Upon Completion
Funding Sources:
The primary purpose of the project is to help: ~ the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Housing Acquisition/Rehabilitation
Project Description
Acquisition and rehabilitations of properties to support the creation of affordable housing for special
needs households. However, the actual rehabilitation is not expected to be completed within FY 2005/06.
Location
Community Wide
Obj ective Number Proj ect ID
1B-1 2
HUD Matrix Code CDBG Citation
14G 570.202
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Housing Units 0
Local ID Units Upon Completion
Funding Sources:
CDBG
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$601,375
$601,375
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Tenant Based Rental Assistance
Project Description
The Tenant Assistance Rental Program for Section 8 housing helps to sustain tenants with supplemental
funding from the City when their rent increases above Section 8 allowable costs.
Location
Community Wide
Obj ective Number Proj ect ID
1 A-2 3
HUD Matrix Code CDBG Citation
OS S 570.204
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Households 25
Local ID Units Upon Completion
Funding Sources:
CDBG
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$200,000
...................................................................
$200,000
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Residential Repair Program
Project Description
Provide minor and moderate rehabilitation assistance to 20 households.
Location
Community Wide
Obj ective Number Proj ect ID
1B-2 4
HUD Matrix Code CDBG Citation
14A 570.202
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Households 20
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$300,000
...................................................................
$300,000
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Mobile Home Unit Upgrade Program
Project Description
Provide financial assistance to low income owners of mobile home units who wish to replace units with
upgraded models that meet current standards.
Location
Village Trailer Park and Mountain View Mobile Home Park
Obj ective Number Proj ect ID
1G1 5
HUD Matrix Code CDBG Citation
14A 570.202
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Households 10
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$400,000
$400,000
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Emergency Shelter for Homeless Persons
Project Description
Support emergency shelter for homeless persons.
Location
505 Olympic Boulevard, Santa Monica, CA 90401
Obj ective Number Proj ect ID
2A-1 6
HUD Matrix Code CDBG Citation
OS 570.201(e)
Type of Recipient CDBG National Obj ective
Local Government LMC
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
People 450
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding (MERL
Program Income)
Total
$233,057
...................................................................
$9,385
$242,442
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Case Management
Project Description
Provide case management services to Shelter Plus Care and Section 8 Family Self Sufficiency clients.
Location
Citywide
Obj ective Number Proj ect ID
2A-2 7
HUD Matrix Code CDBG Citation
OS 570.201(e)
Type of Recipient CDBG National Obj ective
Local Government LMC
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
People 190
Local ID Units Upon Completion
Funding Sources:
CDBG
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding (MERL
Program Income)
Total
$87,700
$87,700
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Home Access Program
Project Description
Provide residential accessibility improvements.
Location
Citywide
Obj ective Number Proj ect ID
3B-1 8
HUD Matrix Code CDBG Citation
14B 570.202
Type of Recipient CDBG National Obj ective
Local Government LMH
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Households 3 0
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$17,425
...................................................................
$17,425
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Accessibility Modifications
Project Description
Provide curb-cut construction, where needed throughout the City, so that streets will be barrier-free for
accessible pedestrian travel.
Location
Citywide
Obj ective Number Proj ect ID
3B-2 9
HUD Matrix Code CDBG Citation
03L 570.201 c
Type of Recipient CDBG National Obj ective
Local Government LMC
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Public Facilities 50 curb cuts
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$65,000
$65,000
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Beach Restroom Accessibility Improvements
Project Description
Provide accessibility improvements to public restrooms near beach areas.
Location
Beach areas
Obj ective Number Proj ect ID
4A-1 10
HUD Matrix Code CDBG Citation
03 570.201(c)
Type of Recipient CDBG National Obj ective
Local Government LMC
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
Public Facilities 2 restrooms
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$50,000
...................................................................
$50,000
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
U.S. Department of Housing
and Urban Development
OMB Approval No. 2506-0117
(Exp. 8/31/2005~
Table 3
Consolidated Plan Listing of Projects
Applicant's Name City of Santa Monica
Priority Need
High
Project Title
Program Administration
Project Description
Administration activities associated with the oversight and management of CDBG and HOME-funded
activities.
Location
1685 Main Street, Santa Monica, CA 90401
Obj ective Number Proj ect ID
7A-1 11
HUD Matrix Code CDBG Citation
21A 570.2206
Type of Recipient CDBG National Obj ective
Local Government N/A
Start Date Completion Date (mm/dd/yyyy)
(mm/dd/yyyy) 06/3 0/2006
07/O 1/2005
Performance Indicator Annual Units
N/A
Local ID Units Upon Completion
Funding Sources:
CDB G
ESG
HOME
HOPWA
Total Formula
Prior Year Funds
Assisted Housing
PHA
Other Funding
Total
$122,200
...................................................................
$122,200
...................................................................
The primary purpose of the project is to help :~the Homeless ~Persons with HIV/AIDS ~Persons with Disabilities ~Public Housing Needs
Appendix C
Public Notices
~
for Santa Monica Residents,
Housing & Social Service Providers
Tuesday, March ~q, ~oos
7:oo-q:oo PM
Ken Edwards Center,
1527 4th Street, Santa Monica
Free parking and child care (age 5 and up) provided.
• The City of Santa Monica needs your feedback on our community's
housing, homeless, and community development needs. Your comments
will help shape the City's federal funding strategy for the next 5 years.
~
This meeting is part of the Consolidated Planning process required by
the U.S. Department of Housing and Urban Development in order for the
City to qualify for Community Development Block Grant (CDBG) and
Home Investment Partnership (HOME) program grants. The new
Consolidated Plan will cover the period July 1, 2005 to June 30, 2010.
A presentation on the City's demographics and areas of need will be
followed by attendee focus groups on these subjects.
For more information, visitwww.smgov.net
~_
~ c~ty af _
Santa Monica°
Sponsored by the City of Santa Monica Social Services Commission, Housing
Commission, Department of Community and Cultural Services/Human Services
Division, Department of Resource Management/Housing and Redevelopment Division
~ ~~'r ~~~~~~~ ~
I
Ken Edwards Center is wheelchair accessible to persons with disabilities and is served by the Big Blue Bus lines 1, 2, 3,
4, 5, 7, 8, 9 and 10. To request a disability-related accommodation, please call (310) 458-8701 or TTY (310) 458-8696.
~
+ +
+ + +
para los residentes de Santa Monica,
proveedores de servicios socials y viviendas
Fecha de la reunion:
Martes, ~q de Marzo del ~oos
Localizacion:
7:oo-q:oo PM
Ken Edwards Center,
1527 4th Street, Santa Monica
Sera proporcionado el servicio de cuidado de ninos (de 5 anos o
mas) y el estacionamiento para automobiles sera gratuito
• La ciudad de Santa Monica necesita su opinion acerca de la vivienda en nuestra
comunidad, falta de hogar, y necesidades para el desarrollo de la comunidad.
Sus comentarios ayudaran a formar la estrategia de financiamiento federal de la ciudad
para los proximos 5 anos.
Esta reunion es parte del proceso consolidado de planificacion requerido por el
Departamento del desarrollo Urbano y de la Vivienda a fin de que la Ciudad califique
para el Programa de Subsidios Globales para el Desarrollo Comunitario (CDBG) y para
el Programa de Asociacion de Inversiones en Vivienda (HOME). EI nuevo plan
consolidado cubrira el periodo de 1 de Julio del 2005 al de 30 Junio del 2010.
A continuacion de la presentacion de la demografia y areas necesitadas. Se formaran
grupos especiales para discutir temas especificos.
Para mas informacion, visite la pagina Web: www.smgov.net
~_
~ c~ty af . ~
Santa Monica
Sponsored by the City of Santa Monica Social Services Commission, Housing
Commission, Department of Community and Cultural ServiceslHuman Services
Division, Department of Resource ManagementlHousing and Redevelopment Division
~ ~~'r ~~~~~~~ ~
I
~
EI Ken Edwards Center cuenta con acceso para personas inhabilitadas en silla de ruedas. Puede acceder a este
centro utilizando las lineas 1, 2, 3, 4, 5, 7, 8, 9 y 10 del Big Blue Bus. Si usted desea solicitar asistencia para
personas inhabilitadas por favor comuniquese al 310-458-8701 o use el TTY 310-458-8696.
Appendix D
Certifications
City of Santa Monica
2005-2010 Consolidated Plan Page C-1
Appendix E
Public Comments
City of Santa Monica
2005-2010 Consolidated Plan Page C-1
Appendix F
2005/O6 Proposed Youth
Budget
CITY OF SANTA MONICA
FY 2005/06 PROPOSED YOUTH BUDGET
The proposed Youth Budget highlights the City's commitment to provide an array
of services to youth of all ages. City funding supports direct services to the
community, such as afterschool programs, children's library services, and safety
programs, and grants to non-profit agencies that provide educational,
recreational and cultural programs. Over half of the City's ongoing youth
expenditures fund "School-Based Programs" in partnership with the Santa
Monica-Malibu Unified School District (SMMUSD); these programs link to and
support children in school settings. "Community-Based Programs" are offered in
various parks, non-profit agencies and other local facilities.
FY 04/05 Ongoing
Expenditures FY 05/06 Ongoing
Expenditures Percent
Increase
School-Based Programs $10,746,933 $11,158,562 3.8%
Community-Based (Non-
School) Programs
$7,404,918
$8,971,380
21.2%
Total $18,151,851 $20,129,942 10.9%
Operating expenditures include direct staff, supplies, maintenance and direct
grant costs. Administrative overhead costs (such as City payroll services) are
not included. $19.6 million (97%} of the total ongoing costs are funded by the
General Fund. Participant fees provide $1.3 million of this General Fund support.
In addition, the City provides financial assistance, based on family income
qualification, for youth to access fee-based programs totaling approximately
$680,000 annually.
The City's ongoing commitment to youth is anticipated to increase by almost $2.0
million in FY 05/06, primarily due to expanded youth programming at the new
Main Library ($601,000) and Virginia Avenue Park ($634,000), additional funding
to the SMMUSD ($156,000), lifeguard services to Santa Monica College users of
the Swim Center ($73,000, reimbursed by the College), expanded job training
and school enrichment programming ($123,000), cost of living increases
($204,000), and improved tracking of youth-related costs for employee childcare
subsidies, classes, afterschool programs and special events ($180,000).
The City's commitment to youth is also reflected in its hiring practices and in the
three-year Capital Improvement Program Budget. Currently, over 200 youth and
young adults (ages 16-24) provide essential support to City departments in paid
intern, support and operational positions. Over the past several years, the City
has invested over $13 million for capital projects that significantly benefit youth.
These include the new Skate Park, Virginia Avenue Park expansion, Airport Park
project, the Swim Center, Reed Park Open Space enhancements and
playground and concession stand replacement and renovations.
CITY OF SANTA MONlCA FY 2005-06 PROPOSED YOUTH BUDGET
PROGRAM FY 2004-OS
REVISED
BUDGET FY 2005-06
PROPOSED
BUDGET
VARIANCE
AGES
PRIMARY LOCATION
0-5 6-11 12-17 18-24 School-Based Communi -Based
SMMUSD Fundin
Communit Use of School Facilities S 6,000,000 $ 6,156,000 $ 156,000 x x z x x
Santa Monica Hi h School Graduation Ni ht 8,100 8,100 - x x
S 6,008,100 $ 6,164,100 $ 156,000
After School Pro rams Cam s and Classes
Cam s S rts Ex erience, Rosie's Giris, Cam Santa Monica 594,676 $ 581,127 $ 13,549 x x x x
Communit Classes 319,815 422,568 102,753 x x x x x
CREST Childcare, Recreation, Enrichment, S orts To ether
Childcare 825,141 813,569 11,572 x x x
Recreation Pla roundAccess 132,204 158,357 26,153 x x x
Enrichment 128,938 185,639 56,701 x x x x
S orts Elementa and Middle School 631,827 658,812 26,985 x x x x
PoliceActivitiesLea ue PAL 1,082,614 1,138,012 55,398 x x x
Ur inia Avenue Park Youth and Families Pro rams 227,903 862,006 634,103 x x x x x
3 3,943 118 S 4,820 090 $ 876,972
Literac Pro rams
Com uterAccessCenter $ 28,905 $ 29,628 $ 723 x x
Libra Pro rams Communi -Based 1,439,034 1,889,850 450,816 x x x x x
Libra Pro rams School-Based 479,678 629,950 150,272 x x x
WISE Senior Services RSVP/America Reads 30,750 31,519 769 z x x
S 1 978 367 $ 2 580 946 3 602 579
Recreation/He Ith and Fitness Pro rams
Communit A uatics $ 523,880 $ 597,424 $ 73,544 x x x x x
Farmer's Market Pro ram 16 390 16,065 325 x x x
Field Permittin Pro ram 534,036 536,441 2,405 x x x x
Memorial Park G m 240 625 255,423 14,798 x x x x x
Pla round Partnershi 210,162 215,405 5,243 x x x x x
Skate Park 106,d27 108,953 2,526 x x x x
Tennis Pro ram 33,725 36,115 2,390 x x x x
Thera eutic Pro rams 39,451 38,833 618 x x x x
Volunteer Pro ram " 5,535 5,842 307 x x
S 1 710 231 E 1 810 501 $ 100 270
P blic Safe Pr vention and Education
Crossin Guards Police De artment $ 515,005 $ 521,574 $ 6,569 x x x
Fire Safet Educational Tours 25,450 23,406 2,044 x x x
Police De artment Youth Services Divisio~ Communi -Based 370,420 391,636 21,216 x x x x x
Police De artment Youth Services Division School-Based 609,510 647,261 37,751 x x x
S 1 520 385 S 1 583,877 S 63 492
Fa i in II Communi D vel ment Grants
Dis ute Resolution Services outh and Famil Pro ram $ 48,175 $ 49,379 $ 1 204 x x
EI Nido Famil Center EdisonlWill Ro ers Elementa 110,085 $ 112,837 2,752 x x x
Famil Service of Santa Monica CAL-SAFE 39 181 $ 40,161 980 x x
Famil Service of Santa Monica MuirlMcKinle Elementa 91,840 $ 94,136 2,296 x x x
Famil Service of Santa Monica A enc Based Communit Su ort 57,605 $ 59,045 1,440 x x x x x
Jewish Famil Service of Santa Monica Santa Monica Hi h School 26,138 $ 26,791 653 x x
Ocean Park Communit Center So'ourn Services 58,717 $ 60,185 1,468 x x x
Pico Nei hbofiood Youth & Famil Center 289,908 $ 297,156 7,248 x x x
Saint John's Child & Famil Develo ment Center Youth Develo ment Pro ect 175,705 $ 180,098 4,393 x x x x
Santa Monip Coll e Pico Partnershi /On the Move 179,875 $ 184,372 4,497 x x x
St. Jose h Center Famil Self Sufficien 161,875 $ 165,922 4,047 x x x x x
S 1239104 S 1,270,082 S 30,978
Earl Childhood Educati n
Connections for Children $ 656,056 $ 672,457 $ 16,401 x x x
Em lo ee Childcare Subsidies Cit 53,265 117,500 64,235 x x x
Growing Place (Marine Park Child Development Center) 181,000 185,525 4,525 x x
F:~Administration\Share\Budget OS-06\Youth Budget\YOUTH BUDGET MATRIX0506 1 5/11/2005
CITY OF SANTA MONICA FY 2005-06 PROPOSED YOUTH BUDGET
PROGRAM FY 2004-05
REVISED
BUDGET FY 2005-06
PROPOSED
BUDGET
VARIANCE
AGES
PRIMARY LOCATION
0-5 6-11 12-17 18-24 School-Based Communi -Based
S 890 321 S 975 482 S 85,161
Cultural o ms
Cultural/Arts Grants
Arts Education Trans rtation Grant $ 23,795 $ 32,164 $ 8,369 x x x
Or anizational Su ort
Califomia Herita e Museum 8,957 10,375 1,418 x x x
Powerhouse Theatre 6,643 8,032 1,389 x x x
Santa Monica Historical Socie 6,643 8,032 1,389 x x x
Santa Monica Museum of Art 17,737 21,300 3,563 x x x
Santa Monica Pla house 18,911 22,270 3,359 x x x
V iniaAvenuePro'ect 25,334 29,495 4,161 x x
Communit Arts CO-ARTS
Celebration Arts 3,661 3,661
Donna Stember & Dancers/Dancessence Free Pertormance 5,202 1,605 3,597 x x
Powerhouse Theater KidPower 6,636 7,525 889 x x
Po~werhouse Theater Famil -Oriented Performances 6,636 7,726 1,090 x x x x
Santa Monica Museum of AR Park Studio Outreach Pro ram 7 928 12,416 4,488 x x
Santa Monica Pla house Third Grader Theater Pr ram 6,636 8,630 1,994 x x
Santa Monica Theatre Guild Rainbow Facto Youth Theatre Pro ram 5,202 6,822 1,620 x x
~ inia Avenue Pro ect S ak Out: S oken Word Worksha 5,202 - 5,202 x x
Verdi Chorus 853 853
Miles Memorial Pla house 255 539 255,993 454 x x x x
E 407 001 S 436 899 5 28,898
:
Growin Place Mentorin Pro ram $ 10,000 $ 10,250 $ 250 x x x
Youth Em lo ment Trainin Pr ram 193,191 259,719 66,528 x x
3 203191 $ 269 969 S 66 778
S cial Eve
Santa Monica Festival Communit -Based $ 47,495 $ 51,031 $ 3,536 x x x
Santa Monica Festival School-Based 43,924 29,540 14,384 x x
Stainva to the Stars and other Hi h School Events 55,518 66,375 10 857 x x x x x
Thanks ivin Dinner - 4,823 4,823 x x x x
Santa Monica S m hon 19,927 19,927 x x
$ 146 937 $ 171 696 S 24,759
nvironmental and Public Trans ortation Awareness
Ba kee er Kel Restoration Education P ram $ 18,384 $ $ 18,384 x x
Bi Blue Bus Marketin Pro ram and Charter Services 5,360 5,100 260 x z x
Elementa Student Trens ortation Art Pro'ect 10,700 10,700 x x
Environmental Pr rams Summer Institute and Peer PaRners 18 884 15,500 3,384 x x
Ke to the Sea 33,384 33,384 x x
Schooi Garden Pro ram 18 384 15,000 3 384 x x
5 105,096 $ 46 300 3 58 796
TOTAL ON-GOING COSTS S 18151851 S 20 729,942 S 1 978 091
The City also employs over 200 youth (ages 16-24) in a range of positions such as: Student Worker, Junior Pool Lifeguard, Lifeguard, Police Cadet,
Labor Trainee, Ydeo Intem, and Administrative Aide. Through vrginia Avenue Park (staff based at Memorial Park during construction) and
Pico Youth and Family Center programs, another 40 young people will be assisted with employment.
F:~Administration\Sharel6udget 05-06\Youth BudgeflYOUTH BUDGET MATRIX0506 2 5/11/2005
YOUTH PROGRAM DESCRIPTIONS
Santa Monica-Malibu Unified School District (SMMUSD) Fundinq
The City provides $6.156M in ongoing unrestricted support to SMMUSD and a small grant subsidizing Santa Monica High School graduation night.
After School Proqrams, Camps and Classes
Camps .
Summer yauth camps include Sports Experience, a sports camp for youth ages 8-14; Rosie's Girls, a camp for girls in 6-8 grade, designed to build
self-esteem and physical confidence; and Camp Santa Monica, offering a full slate of traditional and non-traditional camp activities for youth ages 8-
12. Approximately 240 youth take part in these camps. Decrease is due to improved tracking of staff costs.
Communitv Classes
A variety of youth classes and camps are offered targeting children up ta age 15. Classes and camps are offered by contracted instructors at
various City facilities, and generally run 8-10 weeks. Examples of class offerings include sports, toddler classes, dance, music, yoga and camps.
Over 4,000 youth of all ages attend community classes. Increases in costs in FY 2005/06 are due to more accurate tracking of contractual services
for youth.
CREST (Childcare. Recreation. Enrichment and Sports Toqether)
The CREST Program provides after school structured and unstructured childcare and recreation foryouth at seven elementary public school sites;
offers an array of after school classes in music, arts, drama, science, health and wellness; and provides skill building and league play for youth in
grades K-8. Approximately 3,200 students take part in the CREST Program. Increase in CREST Enrichment is due to the addition of classes,
based on student demand.
Police Activities Leaaue (PAL)
PAL provides free educational, social, and recreational programs in a safe environment for youth ages 6 to 17 years. Participants take part in
enrichment classes, field trips and several large-scale, special events for youth and programs targeting teens, as well as the Summer Lunch
Program, which provides nutritious free lunches to low-income youth 17 and under. An estimated 1,800 youth participates in the PAL Program, with
approximately 500 participating on a regular basis.
Virpinia Avenue Park (Youth and Families Proarams)
Virginia Avenue Park offers social service (e.g., case management), employment, educational (e.g., homework assistance for all ages) and
recreational programs for youth and families in the Pico and Sunset Park neighborhoods. While programs are focused on young teens during park
closure, when the park reopens in fall 2005, programs will be offered for youth of all ages, including infants. Increase is due to the expanded park
programs and facilities.
«~
Literacy Proqrams
Computer Access Center ,
The program provides services and resources for preschoolers with disabilities, preparing them to successfully enter the K-12 school system.
Services include Computer Play Centers equipped with Assistive Technology (AT) at three preschools; AT consultations, training and workshops
for families; and professional development for site teachers and staff. The program serves 225 youth ages 0 to 5.
Librarv Proqrams
The Santa Monica Public Library has an active Youth Services Department that provides services to youth and families. School-Based Programs
include assignment of a youth services librarian to a specific elementary school introducing children to library services, telling stories, and promoting
the summer reading programs; supporting middle and high schools' summer reading programs by providing multiple copies of required books;
providing support to CREST staff on homework assignments, and allowing CREST staff extended use of library materials; conducting school site
visits to do book talks; and conducting library tours for students. Increased youth-related staff and supply costs in FY 05/06 are related to expanded
programming at the new Main Library.
Community-Based Programs include a summer reading program; a specialized parenting collection at the Ocean Park Branch; the SMPL Kids Web
Page identifying fun and educational internet sites for children and parents, cultural awareness programs, and story time. Attendance in the
Library's programs exceeds 38,000 youth per year. Increases in FY 2005/06 youth-related expenditures are associated with expanded
programming at the new Main Library.
WISE Senior Services (RSVP/America Readsl
The program recruits, trains and maintains a corps of 100 senior volunteers who tutor 225 low-income children at Muir, Rogers, Edison and
McKinley elementary schools, PAL and Fairview Branch Library annually. Services include tutoring, workshops and roundtables, and coordination
of the Santa Monica Tutorial Nefinrork.
Recreation/Health and Fitness Proqrams
Communitv Aquatics
The program provides year-round recreational, instructional and competitive swim activities and oversees operating of the Santa Monica Swim
Center through a Joint Use Agreement with Santa Monica College. Swimming lessons, covering the full spectrum of swimming abilities, are offered
to over 1,500 youth per year. Increase in FY 2005/06 is due to additional costs, reimbursed by Santa Monica College, for lifeguards monitoring the
Center during the College's hours of use.
Farmer's Market Proarams
Farmer's Market funds support the School Salad Bar program at 14 schools in Santa Monica-Malibu Unified School District. In addition, staff host
weekly student tours of a farm and weekly tours to the Farmer's Market, where each student receives a Farmer's Market coupon to go shopping.
2
Field Permittinq Proqram
Field space is maintained and made available for youth and adult sports groups, including organizations such as AYSO, Youth Football, Little
League, club soccer groups and Bobby Sox, Santa Monica College, Crossroads, Saint Monica's and Santa Monica High School. Other groups
using the fields include CREST, private schools, camps and the general community.
Memorial Park Gvm
Memorial Park Gym provides youth with drop-in gym opportunities to play basketball and volleyball in a safe environment supervised by staff.
Approximately 2,100 youth use the facility. Increased expenditures are due to improved tracking of staff costs.
Plavqround Partnership
A partnership of the City of Santa Monica and Santa Monica-Malibu Unified School District whereby school-aged youth are allowed unsupervised
use of designated school playfields, play equipment, basketball courts, handball courts, and restrooms during certain non-school and non-CREST
hours. Total annual attendance (duplicated) for the program is 105,000 youth.
Skate Park
A new 20,000 square foot skating facility at Memorial Park, anticipated to open in mid 2005, will target an anticipated 550 youth per year.
Tennis Propram
The tennis reservation program allows youth players to make reservations and play at any of the City's tennis courts for recreational play.
Approximately 3,600 youth are served annually.
Therapeutic Proprams
Therapeutic Programs encompass recreational activities for people with disabilities, including the Westside Special Olympics (WSO), a year-round
sports program for people ages 8 and up with developmental disabilities. Social programs are provided to people with disabilities ages 13 and up.
The program serves approximately 90 youth ages 6 to 24.
Volunteer Proaram
The City provides community service opportunities for youth in its various recreational programs.
Public Safetv Prevention and Education
Crossinq Guards
Police Department Crossing Guards staff 33 intersections along the routes to eleven schools during the Santa Monica-Malibu Unified School
District's school year.
Fire Safetv Educational Tours
Staff conducts 120 planned and over 180 unplanned fire station tours per year at each of 4 stations, and provides fire and safety education supplies
and materials for all education programs provided to Santa Monica youth.
Police Department Youth Services Division (YSD)
The program provides school-based and community-based activities and services that include teaching students and school personnel about cnme
prevention and personal safety, being available for advice, referrals and corrective action related to problems that are threatening the safety and
security of the City's youth, and actively participating in and expanding the network of youth service providers able to assist youth with quality of life
problems.
Youth and Familv Counselinq
The City funds the following programs through Community Development Grants.
Dispute Resolution Services (Youth 8 Famiiv Proqram)
The program provides conflict resolution training, mediation, workshops and seminars on campus to approximately 2,350 youth at John Adams
Middle School and Lincoln Middle School. A total of 45 peer mediators are trained and 40 mediations are performed.
EI Nido Familv Center (Edison/Will Roaers Elementarvl
The program provides counseling, case management and parent education services to 140 individuals (children and parents) at Edison and Will
Rogers Elementary Schools. Services include meeting with all incoming kindergarten students and their families to identify potential needs.
Family Service of Santa Monica iCAL-SAFE)
The program provides case management and counseling services to 50 pregnant and parenting teen mothers and fathers to support their
academic progress, future self-su~ciency and parenting. The program participants are students enrolled in Cal-Safe through Santa Monica-Malibu
Unified School District.
Familv Service of Santa Monica fMuir/McKinlev Elementarv)
The program provides school-based case management and counseling senrices to children and their families at John Muir and McKinley
Elementary Schools. Services include meeting students to identify potential needs, prevention and early intervention services, home visits,
counseling, case management, classroom consultation, parenting groups and children's groups on conflict resolution.
Familv Service of Santa Monica (Aqencv-Based Communitv Support)
The program provides agency based telephone intake and referral for long-term counseling and case management services to 120 low-income
Santa Monica residents. Services also include mental health and group counseling and community consultations and workshops.
Jewish Familv Service of Santa Monica (Santa Monica Hiqh Schooll
The program provides individual, group and family counseling, discussion groups, crisis intervention, and child abuse assessments to 260
individuals (students, parents and faculty) at Santa Monica High School year-round.
Ocean Park Communitv Center (Soiourn Services)
The program provides shelter-based empowerment playgroups and clinical play therapy for 60 children. Services also include healthy relationship
workshops for youth.
4
Pico Neiqhborhood Youth and Familv Center
The program serves 180 at-risk residents of the Pico Neighborhood, with a targeted emphasis on serving youth ages 16 to 24 and their families.
Services include case management for 30 core youth, employment readiness and job development, counseling, leadership development,
cornmunity events, tutoring and training in computer skills and music production.
Saint John's Child and Familv Development Center (Youth Develoqment Proiect)
The program provides school-based, home-based and community-based intervention and counseling senrices to 200 Santa Monica Middle School
students, Olympic Continuation School students, faculty and parents and 20 older youth and young adults between the ages of 15 and 24 at the
Pico Youth and Family Center.
Santa Monica Colleqe (Pico Partnership/On the Move)
The program provides recruitment and information, childcare assistance, personal and academic counseling, employment and career services,
tutoring, financial aid application assistance and book vouchers to 100 Santa Monica students.
St. Joseph Center (Familv Self Sufficiencv)
The program provides support to 130 families participating in the Housing Authority's Family Self-Sufficiency Program. Services include crisis
intervention, case management and advocacy, housing placement and assistance, job training and employment assistance, and information and
referral.
Earlv Childhood Education
Connections for Children
The program provides childcare subsidies for at least 70 preschool children, assisting low-income Santa Monica families to afford quality care. The
program offers parenting support and education fostering early childhood development,and school readiness. Through training workshops,
technical assistance and grants, the program further supports professional advancement for center-based teachers and family childcare providers,
improving the quality of care and nurturing children's early learning.
Emplovee Childcare Subsidies
The City Dependent Care Assistance Program provides subsidies to 35 employees for childcare services.
The Growina Place (Marine Park Child Development Center)
The program provides full-day, early childhood/child cace for 12 infants, 20 toddlers and 21 preschoolers to Santa Monica City employees and
residents of Santa Monica.
Cultural Proqrams
Cultural/Arts Grants
Arts Education Transportation Grant
Proposition A funding is provided to local classrooms for transportation of approximately 2,400 Santa Monica students ages 6 to 17 to
cultural/arts activities throughout Los Angeles County. The increase in FY 2005/06 is due to increased Proposition A funding.
Orqanizational Support
Grant funding provided to the following Santa Monica resident nonprofit arts agencies for ongoing organizational/administrative support.
California Heritaqe Museum
The program provides outreach programs to Santa Monica schools, as well as free admission for school field trips and other educational
activities.
Powerhouse Theatre
The program provides educational activities, including artist residencies to local classrooms.
Santa Monica Historical Societv
The program provides free admission to local schools for field trips and other educational activities.
Santa Monica Museum of Art
The program provides free admission to local classrooms, as well as free arts education support materials to Santa Monica-Malibu Unified
School District teachers.
Santa Monica Plavhouse
The program provides youth with both in-school and after-school theater education programming.
Virainia Avenue Proiect
The program provides PAL youth the opportunity to work with professional actors, writers and directors to write and perform their own plays.
Communitv Arts (CO-ARTS)
Grant funding provided to Santa Monica resident nonprofit arts agencies for community-based arts programming.
Donna Sternberq & DancerslDancessence (Free Performance)
The creation and performance of a work merging cultural influences from many parts of the world is performed for elementary
schoolchildren.
6
Powerhouse Theater
KidPower provides a series of 8-week school residences in which artists teach theaterworkshops culminating in a classroom performance.
Also provided by the Powerhouse Theater is a production for children and their families exploring the stories of one Mexican-American
family. Using music, ritual, dance and folklore both ancient and modern, this play brings the culture of Mexican-Americans to life in an
accessible, interactive way.
Santa Monica Museum of Art (Park Studio Outreach Proaram)
An open admission outreach program for at-risk youth held during Spring Break. Park Studio has been highly successful in reaching large
numbers of Latino children and broadening their exposure and access to the arts.
Santa Monica Plavhouse (Third Grader Theater Proqram)
A series of field trips in which 1,000 Santa Monica-Malibu Unified School District third graders participate in professional musical
productions and workshops, with hands-on lighting, costuming and make-up experiences.
Santa Monica Theatre Guild (Rainbow Factorv Youth Theatre Prouram)
Twenty-four Rainbow Factory youth productions provided free of charge to youth ages 12 and under. This project provides nearly 5,000
children an opportunity to see quality, full-scale productions of new and classic theatre.
Viruinia Avenue Proiect (Speak Out: Spoken Word Workshop)
A workshop focusing on writing, pertormance technique, music and movement, allowing kids to embody their poems and become activated
by the power of their works in performance culminating in a public performance. This program is no longer funded.
Miles Memorial Plavhouse
Approximately 14 non-profit organizations use the theater for productions spanning preschool age through college. The Playhouse also hosts
Downbeat 720, a program specifically designed for 9~'-12th grades. Occurring every second and fourth Tuesday of every month, the event provides
an open stage for any and all area teens. Approximately 1,600 youth are served per year.
Emplovment
The Growinq Place (Mentorinq Proqram)
The City provides Community Development Program grant funding to the Growing Place for its job training and mentor program. 12 Santa Monica
High School students receive training as earty childhood assistants in an accredited childcare setting.
Youth Emplovment Traininq Propram
The Maintenance Management Division manages the Trades Intern Program in conjunction with the Department of Community and Cultural
Services, the Santa Monica-Malibu Unified School District and the Los Angeles County Regional Occupation Program. Eight (8) at-risk youth over
the age of 18 attend classes and obtain their GED. The program teaches youth a skilled trade including carpentry, welding, plumbing, painting,
electrical, asphalt paving, concrete finishing and auto mechanics. The program for each participant is two years, after which the intem is expected
to obtain a job in the private sector utilizing trades skills obtained during the two years. Increase is due to the increase of 2 youth in the program.
7
~
Special Events
Santa Monica Festival (Communitv-Based)
Annual multicultural festival with performances, arts and craft workshops, environmental workshops and other family-oriented activities.
Approximately 50% of the festival programming is directed toward youth and serves approximately 4,000 youth, from ages 0 through 24.
Santa Monica Festival (School-Based)
At the Middle School level, the program funds the development of Festival-related art projects. Environmentai consultants and artists work with
approximately 200 students to develop environmental art projects that are displayed at the Santa Monica Festival. At the High School level, the
program provides funding for an artist and teacher to provide education on the environmental benefits of public transportation, and offers the
students a creative outlet of expression tv demonstrate what they have learned. This year will feature artwork for the parade that will open the
Santa Monica Festival. Approximately 100 students participate in this program.
Stairwav of the Stars and other Hiqh School Events
The City waives the rent for the Stairway of the Stars event annually at the Civic Auditorium. In addition, the Civic parking lot is used for overflow
parking at no charge for Santa Monica High School graduation, Career Night, Back to School Night and other school related events.
Thanksqivinq Dinner
The City provides planning and set-up assistance, as well as space and equipment, to support the annual Thanksgiving Dinner, provided by the
Santa Monica Vineyard Christian Fellowship. This program serves individuals and families and is being identified as a youth program for the first
time this year.
Santa Monica Svmphonv
Santa Monica Symphony perForms 4 concerts per year at the Civic Auditorium. This program is being identified as a youth program for the first time
this year.
Environmental and Public Transportation Awareness
Bavkeeper Kelp Reforestation Education Proqram
This program introduces approximately 200 middle school students to giant kelp biology, local coastal ecosystems, and increases student
awareness about human impacts to ecosystems. Students cultivate giant kelp spores in the classroom and visit a kelp restoration site in Santa
Monica Bay where the spores are transplanted by divers. This program is no longer funded.
Biq Blue Bus Marketina Proqram and Charter Services
The Big Blue Bus (BBB) sponsors a variety of school events or youth teams via advertisement in an event program or sporting event. This year,
Santa Monica High School will also promote the opening of their new on-campus theater with interior car cards on all buses. The BBB also
provides transit services to schools and for special youth events and field trips. The sponsorship program is no fonger funded.
8
Elementarv Student Transportation Art Proiect
The program provides 1,000 youth with a creative opportunity to develop their artistic talents along with exhibition space of their art projects.
Through classroom activities, elementary students are invited to produce an interior bus art card to be mounfed for display on the interior of a Big
Blue Bus. Students also participate in a bus tour and reception at the Big Blue Bus operations facilities. The students gain first hand knowledge of
the Big Blue Bus operations, receive a safety presentation, and participate in the artists' reception.
Environmental Proqrams Summer Institute and Peer Partners
The Summer Institute Program trains District teachers in environmental issues and provides them with resources necessary to include these issues
in their curricufa. The Peer Partners Program assists in educating and training high school students about local environmental issues so that they
may in turn teach elementary school children about these issues. Approximately 200 high school students participate in this program per year.
Kev to the Sea
The program provides a curriculum and field trip based school program conducted by Heal the Bay to educate 1,000 Santa Monica elementary
school children on ocean and coastal environmental and quality of life conditions. The program is no longer funded.
School Garden Proaram
The program provides educational activities to 800 elementary school children regarding natural sciences as {earned through the installation and
care of organic gardens. The City provides funding directly to the SMMUSD Food and Nutrition Services department to support implementation of
this program at all SMMUSD schools.
F:~Administration\Share\Budget 05-06\Youth Budget\youthandfamiliesdescription0506.doc
9
Appendix G
Fi nd i ngs on Homelessness
from 2005 Residential
Su rvey
ti
b
March 9, 2005
TO: JUDY RAMBEAU
City of Santa Monica
FROM: PAUL GOODWIN
Goodwin Simon Strategic Research
RE; Findings on Homelessness from the 2005 Resident Survev
As promised, this memo summarizes the findings of interest from the poll on issues
related to the homeless.
Most Important Problem Facing SM
Fully 39 percent said something about "too many homeless" being the most
important problem facing the city. This is up from 25 percent in 2002. Another b
percent said the main problem is that there are too few services for the homeless,
about the same as we found in 2002.
Those most concerned about the homeless include:
• New residents (0-4 years) at 45%
• 90401 (50%)
• 90403 (43%)
• Age 35-49 (48%)
• Men under 50 (48%)
• Not Pico (Pico at 23%, elsewhere at 38%)
How Serious is Problem of "the Number of Homeless Peo~le in SM?"
Overall, 56 percent rated this problem as a"5" and another 18 percent rated it as a
"4," for a total of 74 percent rating it as serious.
Those most likely to rate the homeless as a serious problem include:
P.O. Box 366, Culver City, CA 90232
310/558-4761 (Phone) 310/558-0539 (Fax)
email: paulgCl~oodwinsimon.com website: www.goodwinsimon.com
MEMORANDUM
Homeless Findings
Page 2
• Women (75%) compared to men (68%)
• 90403 (78%)
• age 35-49 (83%)
• Women under 50 (82%)
Does City Spend Too Much, Too Little, or Ri~ht Amount on the Homeless
One in three, 33 percent, say the city spends too little on services for the homeless.
About half that amount,l7 percent, says the city spends too much on the homeless.
Those most likely to say the city spends too little include:
• Women (35°/o) compared to men (26%)
• Under 20 years in SM (about 35%) compared to 20+ years (24%)
• Frequent park visitors (36% of those visiting a park 6 or more times in 2004)
compared to those who never visit a park (18%)
• Latinos (54%) compared to others (28%)
• 18-34 (40%) compared to 24 percent of seniors
• About 25 percent of those earning under $60,000 compared to about 22
percent of those earning more
• 44 percent in the Pico area compared to 8 percent elsewhere.
Those most likely to say the city spends too much on the homeless include:
~ Men (24%) compared to women (14%)
• 20+ years (26%) compared to about 14 percent of those in SM under 20 years
~ 43 percent of those generally dissatisfied with city services
• 24 percent of those who have contacted the city in a non-emergency,
compared to 15 percent of those who have not contacted the city
• 29 percent of those who never visited a city park in 2004
• 24 percent of single family home dwellers compared to 16 percent of
apartment dwellers
• 23 percent of owners compared to 14 percent of renters
• 19 percent of whites compared to 10 percent of Latinos
• 23 percent of those earning more than $60K
• 19 percent of those outside the Pico area compared to 8 percent in the Pico
area.
Homeless Findings
Page 3
Rating_the CitX for Enforcin~ Laws Against Ag~ressive Be~~~ or Panhandlin~
The city earns a 37 percent positive (7% excellent, 30% good) and 51 percent
negative rating (25% fair, 26% poor) for this.
Positive ratings are highest among Latinos (49%) compared to whites (34%), and in
the Pico area (43%) compared to the rest of the city (36%).
Negative ratings are highest among:
• Not Pico area (51%) compared to Pico (44%)
~ Those dissatisfied with general city services (67%) compared to others (47%).
Ratin the city for Enforcin~ Laws Against Overnight Campai~n in Parks and
Doorwavs
The city earns a 34 percent positive rating (8% excellent and 26% good) and a 47
percent negative rating (19% fair and 28% poor) for this.
Positive ratings are higher among:
• Those living in the city for fewer than five years (41%) compared to longer
residents (29%),
• In 90401(50%) compared to elsewhere,
~ Among renters (36%) compared to homeowners (26%),
• Latinos (44%) compared to whites (28%),
• In the Pico area (46%) compared to other areas, and
• Among those earning less than $20,000 (41%) a year compared to those
earning more than $100,000 a year (21%).
Negative ratings were higher among those generally dissatisfied with city services
(73%) compared to others (41%), and among those earning more than $100,000 a
year (57%).
Key Fi nd i ngs
Appendix H
from Survey of
Pico Area Residents
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MEMORANDUM
February 9, 2005
TO: CITY OF SANTA MONICA
FROM: PAUL GOODWIN
Goodwin Simon Strategic Research
RE: Key Findings from Survey of Pico Area Residents
BACKGROUND
The City of Santa Monica asked Goodwin Simon Strategic Research to conduct a
telephone survey of residents of Santa Monica. The survey is part of a regular effort
by the city to assess resident satisfaction with city services and to explore views on
policy issues and priorities. -
We completed 400 interviews citywide. In addition, we conducted 150 extra
interviews in the Pico area, defined as being in zip code 90404 and living south of
Colorado Avenue. Combining 31 Pico respondents we identified in the citywide
sample plus the extra interviews, we have a total of 181 respondents in the Pico area.
The citywide sample was drawn using a random-digit-dial methodology, so that
every working residential number in the city had the same chance of being called.
The sample for the extra interviews in the Pico area was drawn randomly from
commercial telephone directories listing residents of the defined area.
The margin of error for the citywide sample is plus or minus five percent at a 95
percent confidence level. The margin of error for results from the Pico area is plus
or minus 7.1 percent. Results were weighted slightly by age and race to correspond
with U.S. Census Bureau data for the city. •
This memorandum present relevant differences between attitudes of residents in the
Pico area and those in the city as a whole. If a question asked in the survey is not
mentioned in this memorandum, that suggests that there were no statistically
significant differences between the views of Pico area residents and the views of
those living elsewhere in the city.
P.O. Box 366, Culver City, CA 90232
310/558-4761(Phone) 310/558-0539(Fax)
email: paulgQQOOdwu~simon.com website: www.goodwinsimon.com
GSSR Page 2
February, 2005 Santa Monica Study Pico Area findings
KEY FINDINGS
PICO AREA RESIDENTS MORE CONCERNED THAN OTHERS ABOUT
CRIME, BUT ALSO MORE LIKELY TO SAY CRIME IS GETTING BETTER
While we do not see any difference between Pico area residents and others when it
comes to general satisfaction with city services, we do see that Pico residents are
more concerned about crime than others.
An open-ended question asked residents to name the one or two issues facing
the city that they felt were most important. We found that 25 percent of Pico
area residents said that crime, gangs, or drugs are the most unportant issues
facing the city. This compares to just 8 percent of those living elsewhere.
• We also find that 6 percent of Pico area residents said that lack of police
officers is one of the most important issues facing the city, compared to just 1
percent of other residents.
A series of closed-end questions asking residents to rate the seriousness of
several problems finds further differences. Pico residents were significantly
more likely than others to say that traffic and gang violence were serious
problem facing the city. That is, 69 percent of Pico residents said that traffic
was a serious problem, compared to 61 percent of others. Thirty-seven
percent of Pico residents said that gang violence was a serious problem,
compared to 22 percent of those living elsewhere. Note that Pico residents
were no more likely than others to say that housing affordability,
homelessness, and parking were serious problems for the city.
Moreover, Pico area residents were slightly more likely than others to say
they feel unsafe walking in their neighborhoods. Ten percent of Pico
residents say they feel unsafe walking during the day in their neighborhoods,
compared to 5 percent of others. We also find that 35 percent of Pico ~
residents say they feel unsafe walking at night in their neighborhoods
compared to 28 percent of others. This slight difference is not statistically
significant at this sample size.
• Interestingly, Pico area residents were considerably more likely than others to
say that crime has gotten better in the past few years: 41 percent of them say
crime has unproved, compared to 25 percent of others. Only 13 percent of
Pico residents say it has gotten worse, compared to 17 percent of others.
GSSR Page 3
February, 2005 5anta Monica Study Pico Area findings
PICO AREA RESIDENT5 PREFER MORE CRIME PREVENTION EFFORTS
• We asked residents about what they would prefer the city do with any extra
police officers that might be available for their neighborhood. Of the five
choices we offered, the top choice for Pico residents (named by 25%) was for
the officers to work with local kids to prevent gangs and youth crime. This
was the third choice for other residents (at 16%).
• The second choice for Pico area residents was to have the officers patrol in
police cars in their neighborhood (named by 24~0), which was the first choice
for other residents (at 31%).
PICO RESIDENT5 GENERALLY MORE POSITIVE ABOUT CITY SERVICES
THAN OTHERS
• The survey asked residents to rate the city on an excellent/good/fair/poor
scale on a sizable number of services and responsibilities. An excellent/good
rating is considered positive, while a fair/poor rating is considered negative.
Pico area residents are more likely than others to give the city positive ratings
for the following
o Providing services for youth (67% percent for the Pico area compared
to 48% elsewhere in Santa Monica)
o Providing services for senior citizens (61% to 54%)
o Operating efficiently (59% to 46%) ~
o Supporting early childhood education (52% to 43%)
o Enforcing noise limits at the airport (48% to 32%)
o Spending money in the right areas (33 ~ to 25%).
The only service for which Pico area residents are more likely than others to
give the city a negative rating is for preventing and putting out fires. Ten
percent of Pico area residents give the city a negative rating for this,
compared to 5 percent for others.
• There is no difference between Pico area residents and others in rating the
city for "addressing neighborhood concerns."
GSSR Page 4
February, 2005 Santa Monica Study Pico Area findings
PICO AREA RESIDENTS MORE SUPPORTIVE OF CITY EFFORTS TO
ADDRESS HOMELESS PROBLEM
• Pico area residents are less likely (23%a) than others (38%) to say that the most
important problem facing the city is the number of homeless people.
• Pico area residents are more likely than others to say that the city spends too
little on the homeless. Overall, 30 percent say the city spends too little on
homelessness, compared to 44 percent of Pico area residents.
• In addition, Pico area residents were more likely than others to rate the city
positively for:
o Enforcing laws against aggressive begging (a 43% positive rating for
Pico residents compared to 36% citywide)
o Enforcing laws against overnight camping (a 46% positive for Pico
residents compared to 31 % for others).
PICO AREA RESIDENTS MORE SATISFIED WITH CITY COMMUNICATIONS
THAN OTHERS, LESS LIKELY TO USE INTERNET
. Pico area residents are more satisfied than others with the city's efforts to
communicate with residents. Seventy-eight percent of Pico residents are
satisfied with city communications, compared to 70 percent of others.
• Pico area residents are more likely than others to rely on Seascape for news
about the city (39% to 26%). They are less likely than others to use the city's
website (9% to 15%).
• Pico area residents have less access to the Internet. Fifty-six percent have
Internet access, compared to 76 percent of other residents, and Pico area
residents are less likely to say that they have gone on-line to get information
about things going on in the city (28% to 37%). They are also less likely to
have sent an email to a city staff or elected official (13% to 21%).
PICO RESIDENTS LESS LIKELY TO CONTACT THE CITY, VISIT PARKS
T'hirty-five percent of Pico area residents contacted the city for a non-
emergency purpose, compared to 45 percent of others.
GSSR Page 5
February, 2005 Santa Monica Study Pico Area findings
• Pico area residents appear to visit parks less often than others. The mean
number of park visits for Pico residents was 31 times a year, compared to 42
for other residents. This difference may be caused by the main Pico area
park, Virginia Park, being closed for renovation in 2004.
OTHER FINDINGS
• Pico area residents are far less likely than others to say that in the past month
they have intentionally not used their car for a trip. Fifiy-four percent of Pico
residents did not use their car, compared to 70 percent of others.
• Pico area residents are less likely to be familiar with the Sustainable City plan:
20 percent of them are familiaz with it, compared to 27 percent of those who
live eLsewhere.
• Pico area residents are more likely than others to live in an apa~tment: 59
percent live irt an apartrnent, compared to 45 percent of othexs. They are also
less likely to own their home: 33 percent compared to 49 percent of others.
• About 30 percent in the Pico area say they are Latino, compared to about 12
percent elsewhere.