SR-301-004 (8)
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CED:CNS:BJS:hsr JAN 3 0 1900
Council Meeting 1/23/90
?Ci' - 004
Santa Monica, California
TO: Mayor and city council
FROM: City staff
SUBJECT: Recommendation to Approve Measures Addressing
Hornelessness in Santa Monica
INTRODUCTION
This report discusses a range of policy and program options
reviewed by City staff during the past six months to better
respond
to the continuing problem of homelessness in Santa
Monica. It further proposes specific actions to be implemented
in the current fiscal year as well as outlines pending issues and
longer-term activities that should be further addressed.
BACKGROUND
Over the past several years, the City, local service providers,
the Westside Shelter Coalition, the City's Homeless working Group
as well as the religious and business communities have all
participated in developing program and policy options that
address the problem of homelessness in Santa Monica.
These
efforts have not only resulted in a network of coordinated human
service programs but
also innovative outreach and community
response services as well. These efforts have been sustained in
spite of the severe curtailment in Federal funding for critical
human service and affordable housing programs
and the lack of
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resources from the state and County in providing essential
emergency, health, mental health and substance abuse services.
Consequently, Santa Monica, like most communities nationwide,
finds itself with increasing numbers of homeless persons residing
within its boundaries and limited new resources to assist in an
effective response.
Given the complexity of homelessness as a social issue and the
severity of the problem, it is no easy task to decide upon "next
steps" as a community or on policies that guide the use of
available City resources, given that approximately $1 million in
City support already goes to meet this need each year. However,
recently a range of planning and coordination activities have
taken place through discussions of the city Council, the westside
Shelter Coalition, the Chamber of Commerce Homeless Committee and
City inter-departmental and community meetings convened by City
staff. A range of options have been presented by these and other
community groups. Some options address human service and
housing concerns, while others address public safety and law
enforcement concerns.
The following discussion summarizes the range of options reviewed
and highlights those options city staff have concluded are
feasible to implement in the short-term. They are intended to
address both the continuing need for housing and human services
to homeless persons and the expressed community need for public
safety services as well.
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DISCUSSION
(1) options Reviewed: As directed by City Councilor based on
discussions with community groups, the following options have
been reviewed:
o Expansion of shelter facilities, either temporary
demonstration projects or more permanent facilities through
identification of an appropriate site and development of an
effective design for the program~
o Improved access to existing shel ter programs by homeless
persons with physical disabilities;
o Expansion of the current Emergency Cold Weather Shelter
Program to ensure its responsiveness during cold winter
months;
o Enhancement of human service programs serving homeless
persons, stressing such areas as employment assistance,
substance abuse counseling, and self-management by homeless
persons;
o Development of a day center to accommodate a meal program,
showers, laundry, storage and possibly other supportive
services~
o Increased availability of public showers, toilets and
storage;
o Development of a mixed-use facility, including short-term
facilities (day center, shelter, and emergency services) as
well as longer-term programs (transitional and single-room
occupancy housing) ;
o Expansion of permanent, affordable housing opportunities,
especially single-room occupancy projects;
o Expansion of outreach and crisis intervention services in
public parks and other public areas~
o Expansion of public security services in commercial areas~
o Increased efforts to address the problem of substance abuse
by homeless persons and the need for increased enforcement
of laws governing alcohol outlets; and
o Development of "grass roots" organizing and social service
activi ties planned and implemented directly by a local
coalition of homeless persons.
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(2) Review Activities: As well as undertaking a series of
discussions on priorities and strategies, city staff and various
community groups have spent considerable time searching for and
evaluating a range of public and private sites for
appropriateness for locating new shelter and day facilities.
Sites were reviewed for the appropriateness of the site and
facility for specific uses, the estimated cost of acquisition,
lease, rehabilitation or new construction, and ongoing
operations. An assessment of Federal, state and local resources
available for new initiatives as well as the availability of
organizations to operate them was also undertaken.
(3) Assessment of Resources Available: In general, outside new
resources available to the city for ongoing human service
programs are limited in spite of the publicity surrounding
various new funding initiatives at the state and Federal levels
(state Proposition 84 and Federal McKinney Act funding). state
Emergency Shelter Program funds (previously funded through the
state General Fund and now replaced at the same level with
Proposition 84 funds) provides support for capital costs of
rehabilitating shelters only and has eliminated all support for
shelter operations. FEMA funds provided through the Federal
McKinney Act is unstable and new programs can not be funded in
Los Angeles County without subsequent reductions to ongoing
programs. The McKinney Act does provide short-term funding for a
variety of programs (shelter rehabilitation and operations,
employment, health care, and innovative services) but again
annual appropriations fluctuate widely and the need for
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reauthorization of the Act in the coming year leaves its
long-term availability in question. McKinney Act funds through
the "SAFAH" Program (Supplemental Assistance for Facilities
Assisting the Homeless) will be available in the current year for
innovative projects addressing an unmet need in the delivery
system. The city received a SAFAH grant in the first round of
McKinney Act funding two years ago for the renovation of the
Ocean Park community Center's (OPCC) Drop In Center at 612
Colorado. While funding regulations do not preclude the City
from applying for a second project, these funds are awarded on a
nationwide basis and in the past the funding process has been
extremely competitive.
New public resources for affordable housing are available
primarily through state Proposition 84 funding as well as some
McKinney Act support for transitional housing projects and
permanent supportive housing for disabled homeless persons.
Again, funding is awarded on a competitive basis for
project-specific financing.
While this does reflect availability of some resources for
targeted homeless projects, it is important to note that these
sources require matching funds from localities and provide only
partial support for a short period of time. In most cases,
sustaining important new human service and specialized housing
programs over time becomes the responsibility of the
participating non-profit service provider and/ or local
governments. The ability of local non-profit providers to not
only come up with required matching funds but also to sustain
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major fundraising efforts is being stretched to the maximum
currently. Affordable housing projects, however, have a
somewhat better capacity for long-term viability through the
financing/rent structure, assuming that local public subsidy
dollars continue to be available.
In looking to City resources available to support new
initiatives, primary sources include remaining developer fees
contributed for homeless programs (approximately $100,000) and
the General Fund as well as limited amount of funding through the
citywide Housing Trust Fund. While some General Fund support is
available in the current year, additional revenues will have to
be identified and raised in order to sustain any proposed
activities in the subsequent years.
(4) Proposed nNext steps": While this assessment of resources
does not provide a very positive picture in light of the
overwhelming need for both new facilities and enhanced or new
programs, it is the environment within which one must operate
when considering major new initiatives whether it be
facilities development or new service programs in existing
facilities. Because this assessment points to the fact that any
new major project can not rely on Federal and state sources for
sustenance over time, the ability of the City and other community
resources to be major sources of funding for new project is key
in deciding whether a project is feasible.
Therefore, to a great extent, it was the availability of City
resources to sustain projects over time that was a primary factor
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in assessing options and arriving at following package of
measures.
These measures
are intended to address, in an
incremental way and within available limited resources, the
continuing human service and housing needs of homeless persons as
well as the public safety concerns of Santa Monica residents and
businesses.
These measures are not intended to comprehensively
address all of the obvious gaps and unmet needs but to set forth
those things that can inunediately be put in place to further
address this difficult problem.
o Expansion of Services in Parks and Public Places
Contingent upon the identif1cation of new eity revenues and
subsequent approval by the City council during the FY
1990-91 budget process, city staff recommends an expansion
of both human service outreach and Park Ranger services in
public parks and other public areas for implementation in
the next fiscal year.
Based on the effectiveness of both the Park Ranger Program
in Palisades Park and the opec Homeless Outreach Team it is
proposed that a maximum of 4 new permanent Park Rangers
(and as-needed staff for extended daily coverage) and 3 new
permanent OPCC Homeless Outreach Team staff be hired to
expand both human services to homeless persons and public
safety support in parks and public areas. During the
budget process, staff will continue to assess the exact
level of Ranger staffing with the possibility of reducing
some of the as-needed coverage at parks not having heavy
usage throughout the entire l3-hour period each day.
This expanded program will emphasize the need for the Park
Rangers and the Outreach Team to work closely together to
ensure that both public safety and human service needs are
being met. The projected maximum cost for the expansions
would be approximately $220,000 for permanent and
as-neededPark Ranger salaries, fringe benefits, uniforms,
supplies, and training and $110,000 for the opec Outreach
Team component.
The expansion of the opec Outreach Team will provide for
5-day a week, 8 hour coverage and increase the Team's
ability to reach more isolated homeless individuals as well
as to respond to calls from residents and businesses
requesting assistance with homeless persons. ACknowledging
the need for the consequent case management services for
those new individuals that the outreach staff identify, one
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of these positions may be used for case management,
counseling and advocacy activities.
The maximum expansion of the Park Ranger Program will allow
for 7-day a week, l3 hour coverage in Palisades Park, as
well as expansion to Memorial, Joslyn, Lincoln, and Marine
Parks. A more detailed description of the expanded program
is included as Attachment I to this report. Key to the
success of this component is a revision of the current Park
Ranger job description to clearly articulate the skills
needed for those job responsibilities related to dealing
with homeless persons, as well as an expanded initial and
ongoing training program (focusing on human service as well
as public safety and public relations training).
o Accessible Shelter Voucher Program: It is proposed that
$8,000 in City developer fees be allocated in the current
year to a motel voucher program for disabled homeless
persons who can not access the Turning Point Shelter
facility due to architectural barriers. Individuals will
participate fully in the program, receiving all the
counseling and supportive services of other guests. This
amount will provide for approximately 250 "shelter nights"
for the remainder of the fiscal year.
Intended as an interim solution, this approach will be
utilized in the short-term until such time as the First
Christian Church (the shelter is located in the Church
basement) makes a decision on the future of its facility in
light of seismic upgrade requirements and opec decides on a
long-term location for its shelter. In addition, it was
determined after a review by the city's accessibility
consultant and a demonstration of stair climbing equipment
to reduce the need for the most extensive modifications,
that this less costly solution is not feasible, due to
safety and efficiency concerns regarding the portable
equipment and its limited usage (it can not accommodate
motorized wheelchairs) .
If the Church does decide to make the necessary seismic
improvements to its existing facility and Turning Point
decides to keep its current location, then accessibility
improvements will be justified. If on the other hand,
Turning Point moves to other facilities, the city will
ensure that new facilities are accessible.
o Facilities Improvements and Development: As a part of the
FY 1989-90 Community Development Program, $40,000 in
developer fees for homeless programs was set-aside to
address needs for new or improved facilities for homeless
services, including support for new projects and for
enhanced security. Applications from local non-prOfit
agencies have been reviewed and awards will be made in
February for these facility enhancements.
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o Reqional Emergency Cold Weather Shelter Proqram: Although
this program represents the first successful regional
effort for a coordinated homeless program, as indicated in
a recent information item to the council, the program's
activating weather criteria (which dictates when armories
and shelters will be open during winter months) has not
allowed for shelter openings on nights of unpredicted rain,
heavy fog, or other inclement weather conditions.
city staff does not recommend abandoning the regional
approach as it could serve as a basis for future expansion
of regional shelter efforts. Alternatively, staff does
recommend that the City Council formally support the
efforts of the Wests ide Shelter Coalition and Countywide
Homeless Coalition to make necessary changes in the
program. Further it is recommended that city Council
directly communicate its request to the County Board of
Supervisors and the Los Angeles City Council that criteria
for the current year, at a minimum, be changed as follows:
increase the activating cold weather temperature from 40 to
45 degrees and eliminate the 50 degree activation
temperature in cases of a 50% chance of rain. This
communication should also request consideration of opening
shel ters on a continuous basis for the remainder of the
winter, given the availability of FEMA funds budgeted for
westside programs for the first two months of the program
but not used due to the late activation of the program.
In addition, it is recommended that regional planning
efforts for the coming winter focus on the need to open
shelters throughout the winter months to ensure that
shelter is provided during all adverse weather conditions,
including those common to coastal areas (fog, high winds).
This should be pursued, however, only if additional
revenues are identified to ensure that existing FEMA funds
are not reallocated to such an effort at the expense of
currently-funded FEMA programs.
o Increased Targeting of Affordable Housing Efforts: The need
for decent, safe, sanitary and affordable housing is one of
the most visible dimensions of homelessness, shared by
single adults and families alike. Given the
availability of state Proposition 84 housing funds and the
obvious critical role that affordable housing plays in
permanent solutions to homelessness, there are current
opportunities to further target City housing efforts to
specifically address this need. In response, the City is
prioritizing the use of the Citywide Housing Trust Fund as
well as seeking some of the available state funding for
single-room occupancy projects -- two of which are in the
planning stages.
In addition, community Corporation of Santa Monica is
working closely with several local non-profit organizations
to develop small, specialized transitional housing projects
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on identified sites -- one for families and the other for
mentally ill adults. The development of 75 transitional
housing units between now and 1994 is one of the proposed
program initiatives in the City's Housing Element which
will be presented for Council consideration in February of
1990.
After a series of discussions on the viability of a large
transitional housing/single-room occupancy project
presented by members of the Chamber Homeless Committee,
City staff as well as the westside Shelter Coalition
concluded that smaller projects were the most feasible for
the Santa Monica community to pursue. While the goals of
the proj ect addressed the range of needed services, the
level of subsidy needed (approximately $6 million for a $13
million project) was prohibitive. In addition, local
service providers felt that the fundraising and
responsibility for operating such a large project was not
feasible.
city staff, as well as the staff of Community Corporation,
will continue to pursue all housing options and to increase
the access by homeless individuals and families to local
affordable housing opportunities. In addition, a
concurrent search for funds for supportive services needed
for specialized housing projects serving homeless persons
will also be undertaken in order to ensure that the funding
base currently used for the development of affordable
housing is not decreased in order to also fund the needed
service components.
o Increased city Employment Opportunities: Currently the
City is convening an inter-departmental and service
provider working group to determine how homeless
individuals can participate in the city's workforce. This
group will look at ways to coordinate recruitment and
screening as well as assess needs for supervision and
oversight. During the upco:ming budget process for FY
1990-91, working group suggestions will be incorporated
along with an assessment of current and needed resources to
implement such a program. A major emphasis will be given
to opportunities within the Department of General Services
and the Parks Division of the Department of Cultural and
Recreation services.
o Enhanced Human Services: The availability of McKinney Act
"SAFAH" (Supplemental Assistance for Facilities Assisting
the Homeless) provides the City and service providers with
the opportunity to identify gaps in services or facilities
that cannot be funded by other components of the McKinney
Act. Two major gaps in services that have been identified
in ongoing community discussions include the extreme lack
of services to assist the increasing number of homeless
individuals with serious substance abuse problems and the
need for a coordinated, and possibly centralized,
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employment assistance program that develops the strong
participation of the local business community.
One major gap in non-shelter facilities is the need for a
day center, either for the general homeless population or
for a targeted group such as mentally ill men or families.
Given the availability of this funding as well as the
balance of homeless developer fees that could be used as a
match, it is proposed that the City council authorize City
staff to pursue this funding opportunity in conjunction
with local service providers and the Westside Shelter
Coalition. Given the level of detail required of the SAFAH
proposal and existing staff workload, it is proposed that
$8,000 in General Fund support be provided for consultant
services to assist in planning and proposal preparation.
o Advocacy for Increased and Improved Mental Health Services:
As discussed on numerous occasions in the past, the
County's ability to sustain and improve local mental health
services has been hampered by state funding cuts, the
significant loss of exper1enced staff at the local
outpatient clinic and the reduction in service of the
Emergency Response Team. In addition, the County is
currently considering offering local services through a
contract with an independent private or non-profit agency.
The County has involved the City in discussions regarding
options. It is recommended that the City Council formally
request that the Board of Supervisors give top priority to
not only sustaining services but the enhancement of
services to address Santa Monica's sign1ficant numbers of
homeless mentally ill persons. The request should also
communicate the City Council's desire that the decisions
regarding who operates Santa Monica West be made in the
best interest of the community and also transmit concern
regarding the negative effect privatization could have on
the quality of direct service delivery and responsiveness
to community needs.
o Increased Public Safety and Outreach services in Commercial
Areas: City staff have met with representatives of Main
Street Merchants and w1ll be meeting with Ocean Avenue
businesses to determine the interest of commercial areas in
being assessed for increased public safety and outreach
services in these areas (Police Department Public Service
Officers and Homeless Outreach Team staff). The Bayside
District currently utilizes pUblic security staff for this
purpose. The cost of this effort would depend on the
extent of coverage desired by each district. However, it
is estimated that the annual cost of salary and fringe
benefits for a Public Service Officer is approximately
$39,000 and $32,000 for an Outreach Worker.
Main Street Merchants have met to discuss this option but
as yet have not made a final decision. The meeting with
Ocean Avenue businesses will occur in early February. Any
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formal responses to this option by these districts will be
reviewed by city staff and incorporated mid-year or in next
year's budget process as appropriate.
As with the expanded Parks Program, the goal of increased
staffing in commercial areas would be to provide both
public safety and human service outreach. Law enforcement
without complementary followup by human service staff will
prove only partially effective in stemming disturbances in
these areas.
o Alcohol Outlet Enforcement: The sale of alcohol in our
communi ty presents a number of problems including drunk
driving, bar fights, public inebriation, and nuisance
behav ior by persons under the infl uence . The City has
pursued a variety of remedies to curb alcohol problems.
The Police Department and city Attorney's Office
aggressively enforce drunk driving laws. The city
Council's adoption of a conditional use permit requirement
for new alcohol outlets has prevented new problem alcohol
outlets from developing.
Santa Monica continues to face problems with public
inebriation. Some of these problems could be addressed if
alcohol outlets observed existing laws against selling to
inebriated individuals. other problems could be addressed
if alcohol outlets declined to sell certain types of
alcohol products or alcohol producers voluntarily agreed to
limit distribution of these types (such as fortified wines)
in areas where public inebriation is a particular problem.
In order to address this problem beyond existing efforts,
the following strategies are proposed:
(1) The city and business community could launch a program
to solicit more responsible practices by alcohol outlets
and alcohol producers. currently, the Working Group on the
Homeless coordinated by members of the Chamber of Commerce
is considering such a strategy among other ideas that will
he presented as they are finalized.
(2) Additional enforcement against problem alcohol outlets
is also proposed. Additional enforcement activity against
existing outlets could be done either through increased
patrol activity designed to discourage problems or
increased enforcement against the alcohol outlet.
Increased patrol activity will generally be effective only
during the period of time in which police and other
personnel are present in the vicinity of the problem
alcohol outlet. The problem is likely to return if the
personnel are reassigned.
Increased enforcement may produce longer-term results, but
also requires a commitment of resources. A time-consuming
investigation is a major part of any enforcement program.
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Investigation often requires around the clock surveillance,
photographic and video surveillance, and police presence
and report writing.
The current resources of the City Attorney's office and
Police Department do not permit a program of aggressive
enforcement aga1nst multiple outlets. However, it is
proposed that the city Attorney's office target one problem
outlet during this fiscal year with its current staff
resources w1th an appropriation of $20,000 to pay for
investigative services. These private investigative
resources would be supplemented by exist1ng police
resources.
o support for Local Homeless Advocacy and orqanizinq: As
directed by council, staff have met w1th local homeless
persons to discuss a proposal for a homeless coalition to
be supported by the city. The final proposal submitted to
the City Manager's Office was compr1sed of two components:
(1) homeless advocacy to create a formal mechanism where
homeless persons can provide input on those policies and
programs that effect them, and (2) social services
including outreach, counseling, and employment assistance
to a small group of immediately employable individuals.
Initial efforts have received the encouragement and support
of individuals associated with the First Presbyterian
Church of Santa Monica.
As a result of discussions with the individuals involved
with the proposal as well as Reverend Alan Deul of the
First Presbyterian Church, City staff recommends that,
contingent upon final approval by the Church Session,
$5,000 of city General Fund support be provided to the
Church for the homeless advocacy component of the proposal.
$2,500 would be allocated in the first phase -- $500 to
contribute to the incorporation fee for the proposed
non-profit coalition and $2,000 for stipends for homeless
individuals involved in the advocacy effort. If special
outcomes are met (see Attachment II for detail), an
additional $2,500 would be allocated for additional
stipends.
Maj or goals would be to create a formal mechanism where
homeless individuals could participate in program planning
and pOlicy-making, coordinate with other local coalitions,
and provide advocacy for homeless issues as determined by
its membership. Major initial goals of this group would be
to develop a broad-based and informed Board of Directors,
as well as representative and ongoing participation by
homeless individuals.
o Support for Reqional and state-Wide Organizing Effort:
While independent efforts by localities admirably attempt
to address the range of needs of homeless persons residing
within these communities, not until major commitments are
made on the State level to provide needed mental health,
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health, substance abuse and housing resources can
substantial progress of a long-term nature be made.
with the support of $30,000 in City funds appropriated
earlier in this fiscal year by the City Council, the City
has hired a consultant team to formulate and implement an
regional organizing strategy that involves other cities and
the business community in promoting immediate and increased
action by state elected officials to address the problem of
homelessness problems in communities throughout the state.
A team comprised of the firms of Fairbank, Bregmant Maullin
and Siegel and Nicholl have been retained for this purpose
and have begun the first phase of a 12-month process.
Details of the proposed initial strategy are included as
Attachment III. Changes and revisions may be made based on
community input and discussions with other cities that will
occur during Phase I of the project.
(5) Pendinq Issues and Lonq-Term Actions:
The above proposed
package of measures are intended to address, in an incremental
way and within available resources, the continuing human service
needs of homeless persons as well as the public safety concerns
of Santa Monica residents and businesses. These measures do not
pretend to comprehensively address all the obvious gaps and unmet
needs in this area.
City staff will continue to work on
identifying the needed resources to continue its efforts to
develop not only emergency and shelter services but more
preventative and permanent solutions that lie in housing and
employment programs. Included in these long-term actions are:
o continued search for sites that are not in need of
extensive rehabilitation for day center and shelter
facilities; this search will have to address the need for
existing programs for permanent space (Day Break Day
Center, Day Break Shelter, Turning Point Shelter, and OPCC
Drop In Center) as well as for new programs.
o Possible development of a regional shelter system
addresses the massive sheltering needs countywide
daily basis;
that
on a
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o Development of a City position on the need for increased
substance abuse programs and a plan for involvement in any
future new state or Federal funding opportunities; and
o Increased coordination among local coalitions, planning
groups and service providers that deal with homeless issues
to better assess needs, screen opportunities and to serve
as a focal point for strategic planning activities.
FISCAL/BUDGETARY IMPACT
The proposed actions will require the following additional
appropriations in FY 1989-90: $8,000 from homeless developer fee
revenues for the Turning Point Shelter Motel Voucher Program in
account # 01-262-00000-5506-00000, $8,000 from the General Fund
reserves for consultant support in planning and proposal
preparation in account #01-262-00000-5506-00000, $20,000 from the
General Fund reserves for alcohol outlet investigative services
in account # 01-1400-231-00000-5506-00000, and $5,000 from the
General Fund reserves for support to forming a local homeless
coalltion in account #01-262-00000-5506-00000.
Needed appropriations for FY 1990-91 will be included in the
proposed budget documents for that year along with identification
of new revenues needed to support the proposed enhancements.
RECOMMENDATIONS
ci ty staff recommends that the city Council: (1) approve the
proposed measures described in the staff report, (2) authorize
the City Manager to implement these new programs and activities,
(3) appropriate funds as detailed, (4) award funds to Ocean Park
Communi ty Center in the amount of $8,000 for the Turning Point
Shelter Motel Vouchers Program,
and (5) contingent upon Church
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approval, award funds in the amount of $5,000 to the First
Presbyterian Church of Santa Monica to support local homeless
coalition efforts.
Prepared by: Barbara Stinchfield, Community Development Manager
Julie Rusk, Human Services Coordinator
Nancy West, Housing Program Manager
Department of Community and Economic Development
Robert M. Myers, city Attorney
Barbara Franklin Moran, Director of Cultural and
Recreation Services
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AttZiCf';:nent I
CARS:BFM:EA:rpcpkrg
September 13, 1989
Santa Mon~ca, California
11lFORl1ATION ITEIl
TO:
Recreation and Parks Commission
FROH:
City Staff
SUBJECT:
PARK RANGERS
INTRODUCTION
This report provides informat~on on the ex~st~ng Park Ranger
Program and suggest~ons for increases at present and additional
park sites.
BACKGROUND
In 1985, the City initiated a pilot Park rtanger Program to
operate during the l2 weeks of su~~er.
~~lS progran was
developed as a result of safety concerns of the sen~or patrons of
Palisades Park regarding the increased incidents of publlc
drinking, panhandling and other inappropriate behaV10r.
Under
the new program, park rangers would patrol the park by foot on a
daily basis, observing and enforcing park ordinances.
Rangers were provided police radios to contact police for
assistance
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needed.
Rangers
also served a publl.c
relatl.ons
role, providing information and referral to tourists and local
park patrons.
The pilot program was an i~~ediate success in provlding an
increased sense of security to senior patrons. As a result, the
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progr-am \'laS continued on a year-round basis.
In 1988-89, tr,vo
full-time park rangers were
funded to provide
increased
patrolling of Pallsades Park, as well as a roving Park Ranger to
visit all major park sites on weekends. They were hired in uay
of 1989.
Prior to that ti~e, the Par-k Ranger progra~ was
operated with as-needed Park Rangers.
Present Duties ar.d ResponsibiL~ties
Presently, the Depart~ent has two full-ti~e park rangers and four
as-needed park rangers. During the week, one full-t1ne ranger is
assigned to Palisades Park and the ot~er full-tl~e ranger is a
rav ing ranger.
The rav1.ng rangers drl.ve around the C1.'cy ar.d
check all of the park fac1li ::':'es.
Cur1ng t~e SUID.."'1',er and on
weekends throughout the year, as neeaed park rangers are used to
increase the nU~~er of rangers In Palisades Park.
The duties of tl:e Park Rangers are "co enforce park ::::-'..:.le5 and
regulations.
The1r general ~o=k schedule lS f=c~ 9 a~ to 6
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seven days a week.
When they observe a violation, they approach the violators,
explain the park rules and ask the~ refrain from thelr
activit1.es.
The najority of park patrons co~ply w~th ~he
request. If the violator refuses to co~ply, the Park Ranger uses
thelr portable radio and calls the Police for aSslstance.
Typical
violations
include:
b1.ke
rid1ng
in
the
parks,
skateboarding,
walking
dogs,
panhandling,
street
vendors
operating without pernlts, d~ink~ng of alcohol, and people
trespasslng on the Cllffs above Palisades Park. On the positive
side, the Park Rangers also provide assistance to those in need~
- 2 -
.
.
they give directions and infornation, provide tours and are a
visible public relations image for the City.
They have also
assisted the Police in several major arrests.
The Park Rangers are presently monitoring the feeding of the
homeless in front of city Hall Honday through Saturday. The
program provides over 275 meals for :the homeless, daily. The
Park Rangers are used for crowd control at the feedings and to
limit access to city Hall.
Two Park Rangers are needed to
provide supervision for this program.
The first Park Ranger
starts at 3:00 pm when the ho~eless begin to arrlve, and stays
until 7:00 pm The second Park Range~ cc~es on at 5:00 p~, the
feeding starts at 5:30 pm, and works until 6:30 p~.
Future oneration
Public feedback has made it increaslngly eVldent that the
problens facing patrons at Palisades Park are also be1ng
experienced by patrons of other Santa Honlca parks.
staff has met with the Park Rangers, Police and the publlC to
determine where the most activity is and what areas could use
additional ranger patrol.
These areas include Llncoln park,
Joslyn Park, Marine Park and Memorlal Park.
He are only
experiencing minor homeless activity at Douglas and Clover Par~s.
This add~tional coverage would be for seven (7) days a week. In
additlon, the coverage should be extended fro~ 6 p~ to 10 p~ to
provide security at park buildings heavily used by the pub 1 ic
(contract service programs, co~~unity meetings, etc.).
- 3 -
.
.
Attachment II
Proposed Support for a Local Homeless coalition
Proposal for the Coalition for Santa Monica HomelessSubmitted to
the City for funding consideration: The proposal is twofold:
(1) to create a mechanism where homeless. persons can advocate for
their needs and provide input into programs and policies that
affect them, and (2) to operate a social service program, run and
staffed by homeless persons, to provide outreach to and asslst
other homeless ind~viduals in obtaining employment and other
benefits. To do this, the organlzation would be incorporated as
a 50l(c)3 non-profit corporatlon and has requested f1nancial
support from the Clty.
staff assessment and recommendation: The proposal 1S a very
ambitious one and must be addressed in small lncrements. In
addition, the leadership is stlll in the forrnatlve stages and has
not yet involved slgnificant numbers of homeless persons on a
continuing basis. However, developlng a mechanlsm for homeless
persons to be heard and to particlpate ln plannlng and program
decislons could be an important part of our community's
continuing efforts to serve the homeless.
Given the current support for this concept by some lnd1Vlduals
associated with the Flrst Presbyterian Church lncludlng Reverend
Alan Deul, the Church's pastor, City staff recommends that the
city provlde $5,000 for the organizing aspect of the proposal if
the Church 1S the sponsor and takes responsibil1ty for funds and
oversight of the project.
City staff does not recommend the social services component given
that the organlzation is still in the planning stages and has no
track record as yet. In addition, staff is concerned that the
proposed outreach and social services component would be
duplicative of other eXlsting services, includlng those with a
"self-management" component already in place (for example,
programs of CLARE and st. Joseph Center).
The $5,000 would be awarded to the First Presbyterlan Church to
support the following:
phase I. The City would contribute $500 toward incorporatIon
fees for the homeless coalition, the remainder to be contrIbuted
by interested communIty residents or groups.
An additional $2,000 would be contrlbuted for stIpends for those
homeless persons working with the Church on the proJect during
this period. Stipends would be based on an hourly rate to be
dermined by the Clty and the Church. Hiring of indivlduals would
be at the discretion of the Church.
- 1 -
.
.
Outcomes: Filing and receipt of non-profit status for a
homeless coalition; development of articles of incorporation and
by-laws; appointment of an incorporating Board of Directors and
delineation of board roles and responsibilities; initial
development of coalition membership to reflect active
participation by homeless persons; a written list of activities
to take place in the future.
Phase II: If the above outcomes were achieved, the City would
contribute an additional $2,500 for stipends durlng the second
phase with staffing and distribution of ~unds to be determined by
the Church and new Board of Directors, and approved by the Clty.
Funds would be used for expanded organizing activities, broadened
involvement by homeless persons, and work with other commun1ty
coalitions and groups to define and achieve specific organizing
goals. The Board would also focus on fundraising activlties as
well as plans for ongoing activities.
Outcomes: Broad-based involvement in the coalition by
homeless persons; completion of activities that allow for
homeless persons to provide input to the city and community
groups (through forums, meetings, canvassing or other organlzlng
actlvlties), coordination with the westside Shelter Coalltlon and
other relevant groups.
The length of time of each phase would be determined by the
Church with approval by the Clty.
- 2 -
.
.
Attachrrent III
CITY OF SANTA MONICA
REGIONAL HOMELESS ORGANIZING PROJECT
Phase I Assessment of Current situation and Communlty Outreach
A Review Recent Important Studies of Homelessness
Including Causes and Composition
B Research current Government Efforts and Programs on
Homeless Issues
C Obtain Public Oplnion Studies on the Public
Perceptlon of Homelessness Problems and Proposed
Solutions
D Build a Coalition of Elected Local Officials and
Business Leaders
E Identify Additlonal Funding Sources for the ProJect
F Interview PubllC and Private Leaders for Leglslatlve
Suggestions
G Interview Leglslatlve Commlttee Staff for Leglslatlve
Suggestions
H Meet with Advocates for the Homeless
I Evaluate Progress and Declde on the Future Dlrectlon
of the ProJect
At the end of March we will provlde you wlth a report summarlzing
our progress to date.
Phase II Legislation {April thru June}
A Develop Draft Legislation
B Review Important Provisions of Draft wlth Coalltlon
and Other Interested Parties
C Obtain Authors for the Bill (Democrat and Republlcan)
D Legislative Interim Hearing on Bill
E Conduct Public Opinion Survey to Test Important
Issues of the Legislatlon
.
F Prepare Final Draft of Legislation
G Continue Fundraising
H Continue Building Coalition
- 1 -
.
.
At the end of June you will receive a report on the legislatlon.
Phase III
Outreach -- Buildinq a statewide Coalition for
Leqlslation (July thru September)
A. Endorsements: Obtaln Support from Government and
Political Leaders, Homeless Organizations, Business
Leaders and Related Support Groups
B Media Coverage: Plan and Implement Public Relations
Campaign to Introduce Legislatlon, Support Groups
c. Continue Fundraising
At the end of September you will receive a report on the
statewide effort.
:rhop
- 2 -
.
.
,.
LIFESAVERS
A PROPOSAL FOR
TEMPORARY
, TRANSITIONAL
HOUSING
PRESENTED BY GLENN SMALL AND STUDENTS OF
SCI~ARC
DECEMBER 15th
CITY HALL LAWN
SANTA MONICA
NOON TO FIVE P,M.
WITH SPECIAL THANKS TO'
AHDE LAHn
SAUL GOLDIN
JERRY WOOD
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