SR-022608-8A~~~
~;tYof City Council Report
Santa bionica~
City Council Meeting: February 26, 2008
Agenda Item: ~'
To: Mayor and City Council
From: Barbara Stinchfield, Community and Cultural Services Director
Subject: Annual Review of the City's Plan for Homeless Services and Proposed
Action Plan to Address Homelessness in Santa Monica; and Award of a
Professional Services Agreement for aCity-wide Panhandling Education
Campaign
Recommended Action
Staff recommends that the City Council:
1) Hold a public hearing on the Plan pursuant to Municipal Code Section 2.69.030;
2) Receive and approve the proposed Action Plan to Address Homelessness in Santa
Monica, including its vision statement, guiding principles and action steps; and
3) Authorize the City Manager to negotiate and execute a professional services
agreement in the amount of $100,000 with GMMB for aCity-wide panhandling
education campaign.
Executive Summary
This staff report meets the requirements of the City's Public Safety Initiative by providing
an "Annual Review of the City's Plan for Homeless Services" for FY 2006-07 (Attachment
I); a proposed "Action Plan for Addressing Homelessness in Santa Monica" (Attachment
II); and a summary of elements of the proposed Action Plan that are underway
(Attachment III). In addition, the public hearing affords the public and the City Council with
an opportunity to comment on the attached documents and provide input on the impact of
homelessness in Santa Monica.
The required Annual Review reports on the performance of the homeless service system,
detailing outcomes for the over 2,700 homeless persons who received assistance.
Programs initiated or expanded in the prior year are summarized. In FY 2006-07 City-
funded programs at the seven core agencies served a total of 2,743 homeless individuals
who self-identified as Santa Monica residents. Of those, 772 persons (28%) received
emergency or transitional housing, and 344 people (13%) transitioned into permanent
housing during the year. In addition, 502 adults (18%) found and maintained jobs leading
to self-sufficiency.
The attached proposed Action Plan ("Plan") was developed in collaboration with local
service providers and City staff from the City Attorney's Office, the City Manager's Office,
Police, Fire, Community Maintenance, Housing and Economic Development, and
Community and Cultural Services. The Plan proposes refinements and changes to the
current service delivery system based on the FY 2006-07 Annual Review, the
recommendations of the 2006 Urban Institute evaluation of homeless services, new data,
best practices, initiatives elsewhere in the .region, and the success of Santa Monica's
current initiatives. The Plan presents a vision statement, guiding principles and specific
short-, medium- and long-term actions in the areas of social services, housing, community
education, evaluation, public policy and regional collaboration. The Plan proposes that
Santa Monica's continuum of care prioritize services to the most vulnerable and long-term
of Santa Monica's homeless and employ a service registry and intensive case
management model that have been successfully implemented in New York City.
After receiving public comment, City staff requests that the City Council approve the
proposed Plan including its vision statement, guiding principles and action steps. There
are no immediate fiscal and budgetary impacts resulting from this staff report.
Public education is one component of the Plan. Therefore, City staff recommends that the
City Council authorize the City Manager to negotiate and execute a professional services
agreement in the amount of $100,000 with GMMB for a community education, anti-
panhandling and alternative giving campaign, with the anti-panhandling and alternative
giving as the initial focus of the campaign. GMMB was unanimously recommended based
on their understanding of the unique and sensitive aspects of the project and their
experience with social marketing and behavior change campaigns.
Funds in the amount of $100,000 were budgeted in FY 2007-08 for this purpose.
Background
Public Safety Initiative
In 1994, the City Council adopted the Public Safety Initiative (SMMC Sections
2.69.010 through 2.69.030) calling for the City to adopt a plan for homeless services,
based on the following goals:
• Effectively assist the homeless in returning to aself-sufficient status;
• Monitor the progress of individual recipients;
• Eliminate unnecessary duplication of services;
• Emphasize long-term solutions to homelessness by combining housing,
counseling and job training;
• Provide non-housing services for approximately the same number of
homeless individuals as can be temporarily sheltered in the City;
• Prevent an increase, and wherever feasible, reduce, overall City expenditures
relating to homeless services; and
Impose reasonable time limits on the provision of services to the same
individuals.
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The Public Safety Initiative also requires the City Council to conduct an annual review of
the City's progress in meeting the goals established by the Initiative, and hold a public
hearing to assess:
• The impact of the City's homeless population on other residents of the City;
• The effectiveness of the delivery of services to the homeless by the City and various
social service agencies;
• The cost of those services; and
• The changes which should be made in the Plan in order to carry out its primary
goals and objectives.
Attachment I of this staff report, entitled "Annual Review of the City's Plan for Homeless
Services," summarizes the accomplishments and the costs of the service delivery system
for FY 2006-07 and discusses the impact of the homeless population on the community.
Attachment II, entitled "Action Plan to Address Homelessness in Santa Monica" ("Plan"),
details those refinements and changes which should be made to the City's current
approach to homelessness. This set of proposals is based on the annual review, the
recently completed Urban Institute report evaluating Santa Monica's homeless services,
new data, best practices, initiatives elsewhere in the region, and the success of Santa
Monica's current initiatives and is consistent with the goals of the Public Safety Initiative.
The Plan proposes a vision statement, guiding principles and specific future actions for
focusing efforts to address homelessness in Santa Monica. Attachment III provides a
summary of elements of the proposed Action Plan that are underway, including information
regarding the recently conducted service registry.
Discussion
Annual Review - FY 2006-07 Outcomes and Accomplishments
Based on the data in ClientTrack, City-funded programs at the seven core agencies served
a total of 3,097 homeless persons, 2,743 (87%) of whom identified themselves as Santa
Monica residents. Over half (61 %) were male and 39% were female. Thirty-eight percent
(38%) were identified as chronically homeless and 12% were veterans. Through the
A chronic homeless person is defined by HUD as an unaccompanied individual with a disabling condition who has been
continually homeless for one year or more; or, has been homeless more than 4 times in 3 years.
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support of the City-funded services, 772 persons (28%) received emergency or transitional
housing, and 344 people (13%) transitioned into permanent housing during the year. In
addition, 502 adults (18%) found and maintained jobs leading to self-sufficiency.
In addition, the following best-practice initiatives recommended in the Urban Institute
Report were implemented or continued in FY 2006-07. Details regarding the progress and
outcomes for these initiatives can be found in Attachment I.
• Chronic Homeless Project (CHP)
• Serial Inebriate Outreach Program (STOP)
• Santa Monica Homeless Community Court
• Relocation of Meal Program Providers to Indoor Locations
• Project Homecoming
• Community Education and Stakeholder Input
• Increased Supportive Housing
• Designation of Buildings on West Los Angeles VA Campus
• Regional Planning
Improved Data Management
Proposed Action Plan
The attached proposed Action Plan was developed through an iterative process which
gathered input from City Departments, the Chronic Homeless Project (CHP) Executive
Committee and City Commissions. A series of discussions was held with Department
Directors and key staff from the City Attorney's Office, the City Manager's Office, Police,
Fire, Community Maintenance, Housing and Economic Development, and Community and
Cultural Services. Concurrently, a series of facilitated discussions with the CHP Executive
Committee (formed in 2004 to oversee the direction of the CHP) began in November 2007.
City staff and the CHP Executive Committee reviewed and commented, over several
months, on successive versions of the proposed Plan. The Social Services, Disability and
Housing Commissions, the Commission for the Senior Community and the Commission on
the Status of Women received presentations on the proposed Plan, as did the Bayside
District Corporation Board of Directors and the Santa Monica Chamber of Commerce's
Homeless Committee. These groups will continue to advise and assist City staff and the
CHP Executive Committee in implementation of the Plan, once approved by Council.
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The Plan contains the following elements:
Vision Statement:
We will transform Santa Monica to a place where our effective action and compassion
end the impact of homelessness on our community.
Through collaboration and cooperation, the City of Santa Monica, non-profit agencies,
housing providers, governmental partners, business and faith communities -will focus
on intensively serving the most vulnerable and chronically homeless people, who have
been homeless in Santa Monica for many years, so that they obtain and sustain
housing. We will work with our neighboring communities and partners to form
collaborations that address the regional nature of homelessness and promote the
development of housing and services throughout Los Angeles County.
Guiding Principles:
• Success is measured by reducing street homelessness.
• Santa Monica is committed to doing its "fair share" of providing essential and
effective services to homeless individuals in our community.
• New and existing resources (housing and services) should be focused on priority
populations:
• Santa Monica's chronically homeless
• Santa Monica residents whose last permanent address is in Santa Monica
• .Vulnerable members of Santa Monica's workforce
• Limited housing and service resources should be matched with the needs of priority
populations.
• Targeted .services should use interdisciplinary teams with low staff to client ratios,
including, but not limited to, clinical mental health and substance abuse support.
• Resources -human and financial-should be shifted and expanded to support
program models that are consistent with the Plan and its Vision and recognize the
intensity of services required by the priority populations.
• A range of permanent housing options should be developed, with a focus on
permanent supportive housing, within and outside of Santa Monica.
• Evaluation of services should be data-driven.
• The City's efforts should involve increased communication, education and
involvement of the public.
A key principle addresses the issue of "fair share" and the capacity of Santa Monica's
service delivery system to serve the region's homeless population. As a basis for
discussion, several methodologies were used to estimate what Santa Monica's service
commitment should be -- including both point-in-time and annual numbers. Interestingly, all
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estimates fell within a range of 550 - 700 people, a number much smaller than the 2,700
unduplicated persons currently receiving services at City-funded programs in FY 2006-07.
This significant imbalance between demand and service capacity points to the need to
prioritize and target services to yield the greatest positive benefit -for homeless persons
as well as the community at large.
Action Steps: This year's annual review gave greater attention to the development of
action steps to be taken in the coming year(s) to realize the Action Plan's guiding
principles. These action steps cover a broad spectrum of areas including Social Services,
Housing, Evaluation, Community Education, Public Policy and Regional Collaboration.
Attachment II describes these action steps in greater detail, and Attachment III provides a
summary of elements of the proposed Action Plan that are underway, including:
• Develop a service registry to identify the most vulnerable, long-term chronically
homeless individuals for prioritized. services and housing;
Link outreach and mental health services to the efforts of the Santa Monica Police
Department's Homeless Liaison Program (HLP Team);
Align existing bed capacity to service priority populations, starting with the bed
capacity at Samoshel;
• Streamline access to housing subsidies and continue to develop a range of
permanent housing options, with a focus on permanent supportive housing;
Develop a proposal to Los Angeles County for health, mental health and substance
abuse treatment and supportive housing for the most vulnerable long term
homeless people identified in the service registry;
Participate in a national "Hospital to Home" pilot project;
• Review City policies and practices that may contribute to homelessness, for
example, regulating the use of facilities such as public showers and the recycling
buy-back center;
• Implement a panhandling education and alternative giving campaign which also
incorporates public education elements; and
• Work with the Westside Cities Council of Governments to further a regional
approach on the Westside, including setting sub-regional goals and targets beyond
Santa Monica's efforts.
Finally, the recommendations of this report include award of funding to GMMB, a social
marketing and communications firm selected as a result of a competitive process to lead
the effort to develop a panhandling education and alternative giving campaign in Santa
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Monica. GMMB's approach will combine research, including 1-on-1 stakeholder
interviews, intercept interviews and group interviews to determine people's perceptions of
panhandling and homelessness and their motivations for giving, with the testing of sample
messages among target audiences to gauge which messages are most persuasive.
Based on research, testing and stakeholder input, the campaign will be developed,
including creative concepts and messaging, strategic planning, and alternative giving
methods. A campaign launch event will also be developed and produced.
Because of the costs of the proposed anti-panhandling and alternative giving component
of the campaign, the initial phase of a broader community education campaign will build on
efforts using the resources of City staff. These efforts currently include:
• It's Your Call: Homelessness in Our Community, acall-in show about regional
homeless issues broadcast on CityTV and LA36;
• Bringing It Home, a monthly e-newsletter about local and regional efforts to address
homelessness; and
• Training materials to increase City staff's knowledge about homelessness and
ability to address the public's concerns about the issue are in development.
If desired by the City in FY 2008-09, the GMMB Scope of Services may be extended to
include activities such as design, printing and distribution of marketing, advertising and
collateral materials as well as implementation of alternative giving methods and broader
public education regarding homelessness. The fiscal impacts associated with an increase
in the scope of services will be brought to Council for consideration.
Commission Input
The Social Services and Housing Commissions, and the Commission for the Senior
Community, elected to hear staff presentations on the report. The Social Services
Commission and the Commission on the Status of Women have each assigned a sub-
committee to review this report, once it is released in full to the public and comment at the
February 26 public hearing. The Housing Commission requested afollow-up presentation
from staff on the progress of the Plan.
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The Bayside District Corporation Board of Directors in its letter dates January 28, 2008
indicated that it "supports the new approach to homeless services in downtown and
encourages the City Council to adequately fund these programs."
Financial Impacts & Budget Actions
Reviewing this report and holding the public hearing do not have budgetary or financial
impacts, however the report does provide information for consideration in the context of
the City's FY 2008-09 or subsequent years' budget processes.
Funds in the amount of $100,000 for the city-wide panhandling education campaign are
available in account 012628.555060.
Prepared by:
Stacy Rowe, Human Services Administrator
Approved: "',,/ For~wa/rded to Council:
Barbara Stinchfield ~ ont Ewell ~~
Director, Department C Manager
Attachment I: Annual Review Of The City's Plan For Homeless Services
Attachment II: Action Plan To Address Homelessness In Santa Monica
Attachment III: What's Underway? Action Plan to Address Homelessness
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ATTACHMENTI
ANNUAL REVIEW OF THE CITY'S PLAN FOR HOMELESS SERVICES
Public Safety Initiative
In 1994, the City Council adopted the Public Safety Initiative (now Municipal Code
Sections 2.69.010 through 2.69.030) calling for the City to adopt a plan for homeless
services. The City's plan required by the Public Safety Initiative is incorporated into the
City's FY 2007-10 Community Development Plan and in the Consolidated Plan for FY
2005 -10 required by the U.S. Department of Housing and Urban Development (HUD).
The Public Safety Initiative also requires the City Council to conduct an annual review of
the City's progress in meeting the goals established by the Initiative, and hold a public
hearing to assess the effectiveness of the City's plan. Notice of a public hearing for
February 26, 2008, was placed in the Santa Monica Daily Press,
www.surfsantamonica.com, and posted on the City's website.
Effectiveness of the Service Delivery System
The City of Santa Monica funds ~a comprehensive range of homeless services that assists
homeless people in transitioning from the streets to self-sufficient status through
permanent housing and employment; eliminates unnecessary duplication of services; and
emphasizes long-term solutions to homelessness. This continuum of care model begins
with outreach and emergency services, includes intake and assessment (which
encompasses case management and supportive services), and leads to emergency
shelter, transitional housing and permanent housing.
In FY 2006-07 the City funded seven core homeless agencies: Chrysalis, the CLARE
Foundation, New Directions, OPCC, St. Joseph Center, Step Up on Second, and Upward
Bound House to provide services that are consistent with the continuum of care approach
to homeless service delivery. Funding for the seven core programs for FY 2006-07 totaled
$2,223,426, including $75,000 in one-time funding to assist St. Joseph Center in the
relocation of their Homeless Services Center.
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In addition to the seven core homeless agencies, the City provides funding to the Westside
Food Bank, Common Ground, Community Corporation of Santa Monica, Legal Aid
Foundation of Los Angeles and the Westside Center for Independent Living, all of whom
serve a significant number of homeless individuals.
As a condition of receiving City funding, these agencies develop Grantee Program Plans
that specify services to be provided to assist homeless individuals in obtaining greater self-
sufficiency and housing stability. City staff monitors the delivery of services and client
progress through site visits and the regular review of reports including program outcomes.
The seven core agencies use ClientTrack, the City's computerized case management
system which tracks clients' progress at the individual, program and aggregate levels;
monitors unnecessary duplication of services; measures the unduplicated number of
persons served; and tracks outcomes across programs to determine aggregate
benchmarks of self-sufficiency, e.g., permanent housing and employment placements.
FY 2006-07 Outcomes for the Continuum of Care
Based on the data in ClientTrack, results from City-funded programs at the seven core
agencies can be measured and compared over time. In FY 2006-07, a total of 3,097
homeless persons were provided with case management, temporary housing, addiction
recovery, mental health services, and employment assistance through the homeless
programs funded by the City. Of those, 2,743 (87%) self-declared themselves to be Santa
Monica residents. These numbers are consistent with those reported in FY 2005-06, with
a total of 3,088 persons served, 2,575 (83%) of whom self-declared themselves to be
Santa Monica residents.
Of those who received services in FY 2006-07, over half (61 %) were male and 39% were
female. Thirty-eight percent (38%) were identified as chronically homeless2 and 12% were
veterans. Through the support of the City-funded services, 772 homeless persons (28%)
z A chronic homeless person is defined by HUD as an unaccompanied individual with a disabling condition who has been
continually homeless for one year or more; or, has been homeless more than 4 times in 3 years.
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received emergency or transitional housing, and 344 people (13%) transitioned into
permanent housing during the year. In addition, 502 adults (18%) found and maintained
jobs leading to self-sufficiency.
Homeless Services Outcomes
FY 2003-04 through FY 2006-07
FY 2006-07 FY 2005-06 FY 2004-OS FY. 2003-04
NO.
Served %
Placed NO.
Served %
Placed NO.
Served
Placed
Placed
Placed
Total SM-funded Program Participants
(A participant is an adult who self-identifies
as a Santa Monica resident)
2,743
N/A
2,575
N/A
2,248
N/A
2,188
N/A
Placements in permanent housing 344 13% 352 14% 309 14% 339 15%
Placements in transitional housing 291 11 % 367 14% 342 15% 405 19%
Placements in emergency shelter 481 18% 384 15% 532 24% 626 29%
Placements in permanent employment 299 11% 359 14% 351 16% 397 18%
Placements in temporary employment 203 7% 231 9% 196 9% 210 10%
The number and proportion of individuals placed in permanent housing remained
consistent with the levels reported for previous years. The number and proportion of
transitional housing placements continues to fall, however. This decrease is the result of
longer stays in transitional housing programs due to a shortage of affordable, permanent
housing units, caused in part to insufficient housing subsidy payment standards set by the
U.S Department of Housing and Urban Development. Emergency shelter placements
increased from FY 2005-06, representing in part, the priority shelter placement for
chronically homeless participants in programs as the Santa Monica Homeless Community
Court and the Chronic Homeless Project. The proportion of persons placed in permanent
and temporary employment decreased from 25% in FY 2005-06 to 18% in FY 2006-07,
again, this is likely due to the continued and increased focus on chronically homeless
individuals, who have significantly more barriers to employment.
Current Initiatives
Starting in July 2004, the City of Santa Monica and partner non-profit service providers
began to implement local variations of best practices that have demonstrated effectiveness
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in addressing chronic homelessness. These initiatives have yielded success, and the
Urban Institute report recommended their expansion and refinement. A description of the
initiatives outlined in the Urban Institute evalution and their accomplishments for FY 2006-
07 are summarized below.
• Chronic Homeless Project (CHP) -This program effectively targets services to those
chronically homeless individuals who have been on Santa Monica's streets for an
extended period of time. In FY 2006-07, the third year for the program, 51 additional
participants were targeted for services (for a total of 136), with 22 placed in permanent
housing.
• Serial Inebriate Outreach Program -CLARE Foundation staff conducts outreach and
counseling to serial inebriates at the Santa Monica jail. The program began in FY
2005-06 with a .50 FTE counselor; was increased to .75 FTE in FY 2006-07; and was
then increased, with funding from the Homeless Community Court project, to its current
1.75 FTE in FY2007-08. The service levels provided the following results:
o FY 2005-06 25% (207 of 838) of arrestees were interviewed with 14% (29) of
those accepting CLARE services;
o FY 2006-07, 52% (441 of 856) of arrestees were interviewed with 15% (64) of
those accepting CLARE services; and
o FY 2007-2008 (as of mid year), 57% (235 of 410) of arrestees were interviewed
with 17% (41) of those accepting CLARE services.
It is important to note, that in addition to the availability of CLARE staff, the interview
rate is also dependent on the disposition and willingness of the arrestees. The
acceptance rates exceed the 10% rate initially anticipated for the program, and do not
include interviewees that subsequently go to CLARE on their own (which for FY2006-
07 was an additional 31 individuals.)
Future plans for expanding the STOP should be consistent with the proposed "Action
Plan for Addressing Homelessness in Santa Monica" (Attachment III). Expansion of
interdisciplinary teams, with strong expertise in substance abuse, to focus on priority
homeless populations in Santa Monica will be a key action step and should be
supported through additional LA County funding. This may also augment current
outreach at the Santa Monica jail, if needed.
• Santa Monica Homeless Community Court - In June 2006, the City was awarded
$458,000 in County funds to implement a pilot Homeless Community Court in Santa
Monica, with services including: psychiatric services, case management, substance
abuse treatment, emergency shelter and transportation. The court began operations in
February 2007. By the end of FY 2006, 42 individuals participated in the court. To
date, outcomes for those 42 individuals include: 41 (98%) participated in case
management, 21 (50%) were placed in an emergency shelter or transitional housing
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bed, 13 (31 %) entered residential substance abuse treatment, and 9 (21 %) are
permanently housed.
• Relocation of Meal Program Providers to Indoor Locations - In the spring of 2006, the
City Manager and Santa Monica's Special Representative for Homeless Initiatives
began meeting with representatives from outdoor meal programs. As a result, two of
the largest outdoor meal programs -HOPE and Hand to Hand -agreed to move their
programs to a renovated portion of 612 Colorado from November, 2006 until they were
relocated to the new OPCC Access Center at 503 Olympic in September 2007.
Proiect Homecoming - In May 2006, the City of Santa Monica launched Project
Homecoming in an effort to provide and arrange travel assistance (usually Greyhound
bus tickets) for persons who wish to be reunited with their friends or family out of the
area. In FY 2006-07, 34 participants used the program. The average cost of travel
assistance was $147. Of the 34 participants, 30 (88%) reached their destination and
28 (82%) were housed at the two-week mark. After 4 months, 13 (38%) were verified
to still be in housing. Twelve (35%) have returned to Santa Monica.
Stakeholder Input: Attendees at a June 4, 2007 focus group comprised of stakeholders
from neighborhood associations, the business and faith communities, regional partners,
local residents, and service providers communicated that a new roundtable may be an
unnecessary re-creation of existing forums. Stakeholders urged the coordination of
existing avenues, such as an expansion of the Chronic Homeless Project (CHP)
Executive Committee.
• Community Education: In FY 2006-07, an eight week, eight-episode pilot of "It's Your
Call: Homelessness in Our Community",alive, call-in show about homelessness was
broadcast on Santa Monica CityTV and LATV 36 with the goal of fostering a regional
dialogue about homelessness. Further episodes are planned for FY 2007-08. HSD
staff also produced a pilot educational presentation to inform City staff about the issue
of homelessness and enable them to better answer questions from the public. A final
version will be posted on the City's intra-net in FY 2007-08.
• Increased Supportive Housing: The Santa Monica Housing Authority implemented a
housing subsidy and eviction prevention program funded through the Redevelopment
Agency. It is estimated that the program will provide 65 individuals with rental
subsidies and 80 individuals with eviction prevention assistance.
The Santa Monica Housing Authority and the Human Services Division submitted a
successful application for 15 additional Shelter Plus Care certificates through the 2007
Homeless Assistance Application administered by LAHSA. These new resources
should be available by mid-2008.
The OPCC Cloverfield Boulevard project opened in January 2007, and is now providing
55 beds of permanent supportive, transitional and emergency housing for homeless
people.
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Step Up on Second broke ground for a proposed 46-unit residential development in
March 2007. Construction is scheduled to be completed in early 2009.
The Housing and Human Services Divisions began working with Upward Bound House
on amulti-jurisdictional project to convert a motel in Culver City to an emergency
shelter for homeless families.
• Designation of Buildings on West Los Angeles VA Campus: Former Secretary of
Veterans Affairs Jim Nicholson designated three vacant buildings at the West Los
Angeles VA Campus as available for homeless veterans programs. This follows a
collaborative effort led by Councilmember Shriver, and supported by Santa Monica's
Mayor and City Council,. to build support for the designation among the elected and
civic leadership of the region and Washington. It is expected that the West LA VA
facility managers will develop a formal RFP process to implement the decision.
• Regional Planning and Approaches to Homelessness: Former Los Angeles County
Supervisor Ed Edelman, the City's Special Representative for Homeless Initiatives,
organized aday-long conference to explore how courts and local communities can
collaborate to address homelessness.
Santa Monica elected officials and staff participated in various regional endeavors
throughout the year, such as the LAHSA 2007 Homeless Count, Project Homeless
Connect, and working with the Westside Cities Council of Government on a pilot
methodology for cost-benefit analysis and on the siting of an emergency shelter for
families in Culver City.
• CD Program -Staff conducted a Request for Proposal process which led to the
continued funding of homeless service providers in Santa Monica. Staff developed
homeless-specific funding conditions aimed at implementing some of the
recommendations of the Urban Institute Evaluation. These include: establishing Good
Neighbor Agreements, increasing use of Project Homecoming, applying best practice
approaches, and participating in facilitated discussions about service delivery and
strategies to reduce the "in flow" of homeless people into Santa Monica.
• Improved Data Management -City Council appropriated additional funding for the
implementation and ongoing operation of a new Homeless Management Information
System. In FY 2006-07, staff developed project goals and timelines and wrote the
Request for Proposals fora selection consultant. The project is on-track for
implementation in July 2008.
Impacts of Homelessness
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
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a top community concern, and can be documented by the impact on first responders such
as Police and Paramedics and on the criminal justice system.
• In the 2007 resident telephone survey, 45% of residents responded "too many
homeless" to an open-ended question about the most important issue facing the
City. This was up from 39% in 2005. Seventy-six percent rated homelessness as a
"serious" problem, up slightly from 74% in 2005.
• The LAHSA 2007 Homeless Count estimate for the number of homeless persons in
Santa Monica at any point-in-time decreased by 24% (1,506) from the 2007
estimate (1,991). The number of people directly enumerated on the streets in Santa
Monica decreased by 30% -from 949 in 2005 to 661 in 2007.
^ In FY 2006-07, police made 1,866 arrests of individuals who listed their residence
as transient, homeless, none, or provided an address of a known homeless shelter.
In FY 2005-06, the number of arrests was 1,796. This figure does not include
citations (tickets) that were issued to homeless persons.
^ In CY 2006, the Homeless Liaison Program (HLP) team made 3,241 contacts with
homeless individuals (duplicated) and made approximately 4,000 periodic checks
on property and open space. These responses were in addition to the arrests
reported above. In CY 2005, the team made contact with approximately 2,400
duplicated homeless individuals and made about 2,900 periodic checks on property
and open space.
^ In FY 2006-07, paramedics responded to 11,743 calls. For 1,812 (15%), the person
needing assistance was clearly homeless. In FY 2005-06, paramedics responded
to 11,352, with 1,525 (13%) of calls involving homeless persons.
^ In FY 06-07, the City Attorney's Office filed 1,382 cases involving arrests and
citations in which the subjects involved are usually homeless persons, these include
violations of ordinances relating to: camping; park closure, abusive solicitation
(panhandling), and shopping cart possession. In FY 05-06, 2,249 cases were filed.
Many of the current initiatives described above, and elements of the proposed Action Plan,
are designed to address the impacts of homelessness in the Community. Notable among
them are:
• The expansion of the CHP and targeted outreach on the Promenade;
• The expansion of the Serial Inebriate Outreach Program through the addition of 1.0
FTE;
• .The implementation of the Homeless Community Court with new supportive service
funding from Los Angeles County;
15
• The relocation of two outdoor meal programs to an indoor location connected to
services;
• The implementation of Project Homecoming;
• Requiring CD Program Grantees to develop Good Neighbor Agreements;
• The inclusion of representatives from the business community and other
stakeholders in discussions about the issue of homelessness;
• The adoption of an ordinance prohibiting anyone from leaving food or other items in
parks or public right-of-ways, and community education about the issue;
• Continued coordination between Community and Cultural Services (CCS), the
Homeless Liaison Program (HLP), Park Rangers, Fire, the City Attorney's Office,
Community Maintenance staff and service providers to address issues in public
spaces.
Costs of Services
In FY 2006-07, the City provided funding for the seven core programs in the amount of
$2,223,426, including $75,000 in one-time funding to assist St. Joseph Center in the
relocation of their Homeless Services Center. This was a combination of City General
Funds, Federal Community Development Block Grant funds, Federal Supportive Housing
Program funds, and County Proposition A dollars. For these same programs, the core
agencies raised an additional $5.2M in other public and private funds.
The City also provided funding to Community Partners for the funding of the pilot Chronic
Homeless Expansion Program in the amount of $146,425, and expended an additional
$80,000 for the CHP Clinical Consultant, direct services to clients (e.g., security deposit
and move-in funds) and Project Homecoming. In addition to these funds, the Santa Monica
Housing Authority provides rental subsidies using both Federal and Redevelopment
Agency sources. In FY 2006-07, the estimated amount was $3M.
16
ATTACHMENT II
ACTION PLAN TO ADDRESS HOMELESSNESS IN SANTA MONICA
~sn:a,~~„~o~•
VISION
We will transform Santa Monica to a place where our effective action and compassion end the impact of
homelessness on our community.
Through collaboration and cooperation, the City of Santa Monica, non-profit agencies, housing providers,
governmental partners, business and faith communities -will focus on intensively serving the most
vulnerable and chronically homeless people, who have been homeless in Santa Monica for many years, so
that they obtain and sustain housing. We will work with our neighboring communities and partners to form
collaborations that address the regional nature of homelessness and promote the development of housing
and services throughout Los Angeles County.
GUIDING PRINCIPLES
• Success is measured by reducing street homelessness.
• Santa Monica is committed to doing its "fair share' of providing essential and effective services to
homeless individuals in our community'.
• New and existing resources (housing and services) should be focused on priority populations:
• Santa Monica's chronically homeless
• Santa Monica residents whose last permanent address is in Santa Monica
• Vulnerable members of Santa Monica's workforce
• Limited housing and service resources should be matched with the needs of priority populations.
• Targeted services should use interdisciplinary teams with low staff to client ratios, including, but not
limited to, clinical mental health and substance abuse support.
• Resources -human and financial-should be shifted and expanded to support program models that
are consistent with the Plan and its Vision and recognize the intensity of services required by the
priority populations.
• A range of permanent housing options should be developed, with a focus on permanent supportive
housing, within and outside of Santa Monica.
• Evaluation of services should be data-driven.
• The City's efforts should involve increased communication, education and involvement of the public.
Defining Santa Monica's Fair Share: A series of methodologies were employed to quantify a fair share for Santa Monica and the
results are summarized below:
• Per Capita: Based on Santa Monica's proportion of the general population of the county area covered by the Los Angeles
Homeless Services Authority's (t.AHSA) 2007 Homeless Count, Santa Monica's per capita share of the regional homeless
population would be 658 at any point in time.
• Street Count: The number of people directly enumerated on the streets of Santa Monica in LAHSA's 2007 Homeless Count
was 661.
• Capacity for Temporary Housing: According to ClientTrack, in FY2006-07 there were 680 placements into temporary housing
placements in Santa Monica.
• In Santa Monica 3+ Years: An analysis of ClientTrack data reveals that in FY2006-07 there were 559 individuals who have
been in the system for 3 years or longer, and do not have a permanent housing placement indicated for them.
17
ACTION STEPS
Short-Term = 1- 6 months
Mid-Term = 6 - 12 months
Long-Term = 1 year or more
Bold and Italic =underway
Project Area: Services
Develop a service registry to identify the most vulnerable, long-term chronically homeless
individuals for prioritized services and housing:
• Conduct street count and survey using Common Ground's methodology.
• Apply vulnerability index and identify those at-risk of dying on the streets.
• Sort list by length of time homeless in Santa Monica.
• Assign the 10 most chronic and vulnerable homeless individuals to case management
teams participating in the Chronic Homeless Project.
• Establish housing and services approach for the 10 most chronic and vulnerable with
the goal of housing them as quickly as possible and keeping them housed.
• Ensure service registry priority individuals have access to existing services and
housing vouchers.
• Analyze data on remaining 100 most chronic and vulnerable fo determine specific
cohorts for targeted services and housing (e.g., veterans, seniors, serial inebriates).
• Use data from the service registry to secure the additional funding and resources
E needed to house these individuals and keep them housed.
~ Participate in a national "Hospital to Home"pilot project.
~ Develop training and service protocols needed to support rapid re-housing and
o
z housin retention strate ies.
Continue to provide intensive outreach to priority populations through existing service
confi uration.
Develop, train and support interdisciplinary teams (including community-based psychiatric,
substance abuse, and health care professionals) to focus on access to mainstream benefits,
ra id re-housin and retention.
Establish consistent outreach presence in public areas to identify new homeless residents in SM
and link persons not first-homeless in Santa Monica with services near their community of origin
or other appropriate services outside the City; simplify eligibility criteria and procedures for
Pro ect Homecomin and use of new Traveler's Aid Project at Access Center.
Link outreach and mental health services to the efforts of the Santa Monica Police
Department's Homeless Liaison Program (HLP) to better address the needs of mentally ill
individuals encountered b the Police throw h service links es and trans ortation.
-o ~ Align existing bed capacity to serve priority populations including criteria for access to
F emergency beds, transitional beds, substance abuse treatment beds, and motel vouchers;
desi Hate or develo res ife beds.
c ~ Modify and align resources, program targets and outcomes to be consistent with this Plan.
m
J F
18
Project Area: Housing
'~ E Streamline access to housing subsidies.
s° ~ Simplify paperwork and provide technical assistance on the application process.
~ Establish pre-application process to match vouchers to eligible clients.
Continue efforts to raise subsidy payment standards.
Increase access to housing units within and outside of Santa Monica.
• Use creative housing search and placement strategies (e.g., centralized listing of available
units within and outside of Santa Monica, coordinate housing placement).
• Research options for using subsidy dollars for specific types of supportive housing, e.g.,
board and care, sober living.
• Conduct outreach to property owners/managers to increase participation in Housing
Authority Programs.
E Establish a repair and mitigation fund to address potential increased costs associated with
F renting to special needs tenants.
-a Explore using Santa Monica vouchers in Los Angeles.
• Expand the use of housing vouchers from sources such as the Department of Veteran's
Affairs and the Housing Authorities of Los Ahgeles County and City of Los Angeles.
Define and develop a range of permanent housing options with short and long term goals.
• Integrate with Santa Monica's 2008-2014 Housing Element
• Explore master lease option to access blocks of units in multi-family properties.
• Develop a pilot with a local housing provider which combines housing with intensive post-
placementsupport services for chronically homeless individuals.
• Explore diversity of funding sources for both housing development and supportive services
e.., Mental Health Services Act fundin )
~ ~ Develop more permanent supportive housing resources within and outside of Santa Monica.
m
J i-
Project Area: Evaluation
Set clear benchmarks to evaluate ro ress.
~ Ex lore contractin with an outside consultant to evaluate effectiveness of new initiatives.
d
i-
r
0 Maximize new HMIS s stem to track clients, service deliver and outcomes.
t
~
Conduct a continual review of data includin street counts; service trackin ,etc.
Conduct acost-benefit anal sis of innovative a roaches.
Project Area: Community Education
c E Implement an interactive, coordinated community education campaign including monthly
~ ~ e-newsletter (current distribution 950 people).
19
Implement an anti-panhandling and alternative giving campaign which also incorporates public
~
~ education elements.
F
:°_ Use community education to increase involvement from the business and faith communities.
Develo and im lement Good Nei hborA reements.
Project Area: Public Policy
~ Review City policies and practices that may contribute to homelessness (e.g., regulating
y the use of facilities such as public showers and the recycling buy-back center).
H
Continue to address the impacts of homelessness on the community through a range of
approaches including those involving services and housing, law enforcement, the
criminal "ustice s stem, and communit maintenance.
-o ~ Review local ordinances and standards to promote a full range of affordable housing
~ H opportunities.
~
L Develop new policies regarding locating food distribution indoors and facilitating linkages to
d services.
>r
~
Assess the impacts and potential for replication of Clean & Safe Teams/Ambassador programs in
0
~
the downtown area.
Project Area: Regional Collaboration
~ Continue discussions on methodologies to define "fair share."
d
~
r Ex lore how re Tonal dollars are current) used and how the mi ht be best tar eted to Santa
P 9 Y Y 9 9
~ Monica's riorit o ulations.
Anal ze ran a of o tions related to the Cit of Santa Monica's relationshi with LAHSA.
E Support legislation and public policies which encourage the development and siting of programs,
h articular) housin , in other cities.
-o
Encourage discharge planning with County facilities to place people in services proximate to their
communities of on in.
~ Work with other jurisdictions to address practices which could result in homeless persons who
d were not first-homeless in Santa Monica bein trans orted to Santa Monica.
a
~
Work with the Westside Cities Council of Governments to further a regional approach on
0
-~
the Westside, including setting sub-regional goals and targets beyond Santa Monica's
efforts.
20
ATTACHMENT III
WHAT'S UNDERWAY?
ACTION PLAN TO ADDRESS HOMELESSNESS
FEBRUARY 2008
Progress on key action steps include:
• Develop a service registry to identify the most vulnerable, long-term chronically
homeless individuals for prioritized services and housing;
• Link outreach and mental health services to the efforts of the Santa Monica Police
Department's Homeless Liaison Program (HLP Team);
• Align existing bed capacity to service priority populations, starting with the bed
capacity at Samoshel;
• Streamline access to housing subsidies and continue to develop a range of
permanent housing options, with a focus on permanent supportive housing;
• Develop a proposal to Los Angeles County for health, mental health and substance
abuse treatment and supportive housing for the most vulnerable long term
homeless people identified in the service;
• Participate in a national "Hospital to Home" pilot project;
• Review City policies and practices that may contribute to homelessness, for
example, regulating the use of facilities such as public showers and the recycling
buy-back center;
• Implement a panhandling education and alternative giving campaign which also
incorporates public education elements; and
• Work with the Westside Cities Council of Governments to further a regional
approach on the Westside, including setting sub-regional goals and targets beyond
Santa Monica's efforts.
Develop a service registry to identify the most vulnerable, long-term chronically
homeless individuals for prioritized services and housing: The Plan outlines an
approach for targeted service delivery based on the "Street to Home" initiative developed
by a New York-based non-profit organization, Common Ground. This successful, targeted
approach includes creating a "service registry" based on an assessment of whether a
homeless individual is likely to die while living on the streets. Using a "vulnerability index"
developed by a Boston physician, the model identifies priority populations to receive
intensive, ongoing case management coupled with housing and other social service
supports. This approach has resulted in a reduction in street homelessness in the Times
Square area of mid-town Manhattan from 55 to 7 individuals over two years. In December
2007, Common Ground received funding from the County of Los Angeles to duplicate this
methodology in the Skid Row area of Los Angeles. This same approach was applied in
Santa Monica to refine and focus the efforts of the City's Chronic Homeless Project.
In the early morning of January 25, 2008 over fifty volunteers from the City, Los Angeles
County, the Los Angeles Homeless Services Authority, the Department of Veteran's Affairs
21
and local service providers counted 277 people sleeping in the thirteen geographic areas
identified by the Santa Monica Police Department HLP team as locations where long-term
homeless people sleep. This baseline count was followed by three days (January 28
through 30th) of early morning surveying using the vulnerability index. Teams interviewed
261 individuals (94% of the baseline count) asking questions related to demographics,
homelessness history, Santa Monica history and health risk indicators, institutional usage,
employment, benefits and citizenship. Based on the responses, 110 (42%) individuals
were identified as vulnerable to dying on the street unless they are housed and were
placed on a service registry in order of length of time homeless in Santa Monica. .
Preliminary results were presented to a group of over 125 public officials, City staff, service
providers and community members on Thursday, January 31 at the Santa Monica Library.
Key findings include:
Indicator Total Observed
N=261 Vulnerable Cohort
N=110
Avera e A e: 49 55
Avera e # of Years Homeless 8 11
Avera e # of Years Homeless In SM 7 9
Homeless Before Comin to SM 137 53% 67 61%
Veterans 63 (24%) 34 (31 %)
The 10 most vulnerable individuals have been assigned to CHP case management teams
who will provide intensive services aimed at housing them as soon as possible. Survey
data will be analyzed to determine specific cohorts within the remaining 100 most chronic
and vulnerable to be targeted for services and housing (e.g., veterans, serial inebriates).
Data from the surveys will be used in efforts to secure additional funding and resources
needed to house the individuals and keep them housing.
Align existing bed capacity to service priority populations, starting with the bed
capacity at Samoshel: Samoshel was originally designed as a 110-bed shelter and case
management program designed to assist homeless individuals in finding employment and
achieving self-sufficiency. Over the last several years, as the focus of City and service
provider efforts to address homelessness has shifted to chronically homeless individuals
with multiple disabilities, there has been an increase in the number of disabled individuals
who use Samoshel. This increase in the number of disabled individuals at Samoshel
creates two challenges: 1) the density of the shelter's current configuration at 110 beds is
intolerable for this increasingly mentally ill and disabled population; and 2) an increased
need for clinical and case management support for Samoshel residents. OPCC, which
began operating Samoshel in July 2005, has worked to meet these increasing challenges.
However, it has become apparent to OPCC and City staff that neither the existing funding
resources, nor the physical configuration of the shelter, support a capacity of 110 beds for
chronically homeless, disabled people. As implementation of the Plan moves forward, City
and OPCC staff will begin discussing the need to reduce the number of Samoshel beds.
22
Efforts will be made to prioritize Samoshel beds for those individuals who are on the
service registry and/or who have been homeless in Santa Monica for an extended period
of time.
Link outreach and supportive services to the efforts of the Santa Monica Police
Department's Homeless Liaison Program (HLP): The Santa Monica Police Department
is working with the Los Angeles County Department of Mental Health to create a Mental
Evaluation Team (MET) -law enforcement and DMH clinicians working collaboratively on
the streets to address the needs of mentally ill and dually diagnosed individuals
encountered by police. The goal of this partnership is to provide linkages to mental health
services as an alternative to incarceration when appropriate.
Addressing the in-flow of homeless individuals into Santa Monica from other locations is
another key goal of the plan. Analysis of the City's ClientTrack FY 2006-07 data reveals
that 1,319 (43%) unduplicated homeless individuals were in the ClientTrack system for
less than 12 months. Survey data from the January 2008 service registry indicates that 87
of the 261 interviewed (33%) had been in Santa Monica for 1 year or less. With over 1,300
individuals entering City-funded programs in FY 2006-07, it is clear that Santa Monica is
serving a regional population. This impacts the community and dilutes existing resources,
affecting the ability to provide focused, intensive services to priority populations. This is a
difficult issue, and needs to be approached responsibly and with compassion.
The HLP team is often the first to encounter newly arrived homeless individuals. Charged
with working with a variety of public and private agencies to address homelessness, the
HLP team has long partnered with service providers to link homeless persons to services
and housing. Their efforts have been an essential component for the Chronic Homeless
Program and other initiatives. Enhancing their ability to provide service linkages to
homeless individuals when they first arrive in Santa Monica represents a unique
opportunity to reconnect those individuals with family, resources and services in their
home communities.
The Santa Monica Police Department issued a Request for Qualifications (RFQ) to select
a service providers to accompany HLP team officers on the street and to administer direct
intervention and outreach services to homeless persons in order to help them into housing,
shelter facilities, medical facilities and/or return them to their families or other caregivers.
This intervention will include, but will not be limited to, working with the persons' previous
service providers or other resources outside the City of Santa Monica. The current RFQ
will be for services through June 30, 2008, and an Request for Proposals for FY2008-09
will be released prior to the end of this fiscal year.
Streamline access to housing subsidies and continue to develop a range of
permanent housing options, with a focus on permanent supportive housing: The
Housing Authority of the City of Santa Monica has been very proactive in securing housing
subsidies for the priority homeless populations, however, finding appropriate and eligible
rental units in the community continues to be a challenge. Several action items to address
this challenge are underway. Housing Authority staff has determined that Redevelopment
23
Set-Aside funds can be used to establish a repair and mitigation fund to address potential
increased costs associated with renting to special needs tenants. This, coupled with a
request for higher voucher payment standards that will soon be submitted to the U.S.
Department of Housing and Urban Development, should provide additional incentives for
rental property owners to participate in Housing Authority programs. The Housing Authority
has determined the rental subsidies funded through the HOME and Redevelopment Set-
Aside programs can be used in board and care facilities. Additional housing strategies in
the Plan focus on developing a range of permanent supportive housing options within and
outside of Santa Monica, including master leasing units, and developing a pilot program
that combines housing with intensive post-placement services with a local housing
provider.
Develop a proposal to Los Angeles County for health, mental health and substance
abuse treatment and supportive housing for the most vulnerable long term
homeless people identified in the service: Using the data from the service registry, and
gathering input from service providers and participants in the CHP, the City will prepare a
proposal to Los Angeles County for funding for supportive services. and housing. Los
Angeles County has traditionally been responsible for providing health care, mental health
and substance abuse treatment services to County residents.
Participate in a national "Hospital to Home" pilot project: The City will participate in a
nationwide pilot of Hospital to Home, which is an initiative designed to conduct an analysis
of the healthcare costs incurred by vulnerable homeless individuals, and to coordinate
efforts of local hospitals and social service providers to place the most expensive
homeless hospital users into housing.
Review City policies and practices that may contribute to homelessness (e.g.,
regulating the use of facilities such as public .showers and the recycling buy-back
center): The provision of services such as showers, when they are not linked to
opportunities for case management, may enable and prolong an individual's
homelessness. The public showers under the Santa Monica Pier serve an exclusively
homeless population but provide no service component. OPCC's SHWASHLOCK
program is available to provide showers to homeless individuals seven days per week.
SHWASHLOCK provides incentives for people to enter case management, but even those
who choose not to can use the showers. The co-location of SHWASHLOCK and the
OPCC Access Center increases the likelihood someone using the showers will engage in
case management services. The congregation of homeless individuals at the showers
requires the daily attention of HLP team officers, diverting them from other matters.
Anecdotally, HLP team officers report that about one third of Pier shower users come from
outside of Santa Monica. City staff and service providers will assess the benefits of
closing the showers under the Pier and redirecting users to SHWASHLOCK.
The City's Recycling Buy Back Center, operated by the Allan Company, provides cash for
items that carry California Redemption Value (CRV). A perception exists that the Buy Back
center enables the City's homeless population due to the significant number of walk up
24
customers with shopping carts. Allan Company has implemented various initiatives over
the years to create an inviting and secure atmosphere at the center, including uniforms for
employees, larger more visible scales, better lighting and a security camera system. They
have been successful at refusing service to persons who appear to be -intoxicated or are
belligerent. Allan Company is required by their permit from the State of California to
redeem any and all CRV items that are brought to their facility.
Implement a panhandling education and alternative giving campaign which also
incorporates public education elements: Most often, the money given directly to
panhandlers enables homeless individuals to remain on the streets rather than providing
them with support to leave homelessness. The ability to earn money panhandling in high-
traffic commercial areas such as the Promenade can contribute to the in-flow of homeless
persons to Santa Monica from other parts of the region.
In September 2007, a Request for Proposals (RFP) for a Community Education, Anti-
Panhandling and Alternative Giving Campaign was distributed nationally to 64 firms with
expertise in social marketing, strategic communications, public relations and public affairs.
Notice of the RFP was published in the Santa Monica Daily Press and posted on the City's
home page.
Ten firms submitted proposals which were reviewed by a selection committee of staff from
the Community and Cultural Services and Housing and Economic Development
Departments and representatives from the Bayside District Corporation, the Santa Monica
Chamber of Commerce and the Santa Monica Convention and Visitor's Bureau. Based on
the initial review, four finalists were short-listed and scheduled for interviews with the
committee. After the interview process, the consultant firm of GMMB was unanimously
recommended by the committee based on the firm's strategic communications proficiency,
expertise with comparable projects, and clear understanding of the project.
In December, GMMB and representatives from the Human Services Division met with the
Board of the Westside Shelter and Hunger Coalition. Staff has informed the Social
Services Commission and the Commission on the Status of Women of the selection
committee's recommendation. Commission members expressed a desire to participate in
the development and testing of campaign messages. Based on research, testing and
stakeholder input, the campaign will be developed, including creative concepts and
messaging, strategic planning, and alternative giving methods. A campaign launch event
will also be developed and produced.
Work with the Westside Cities Council of Governments (COG) to further a regional
approach on the Westside, including setting sub-regional goals and targets beyond
Santa Monica's efforts: The City of Santa Monica co-chairs the Homeless Sub-
committee of the Westside COG. Most recently, the COG developed a draft of its 2008
State and Federal Legislative Platform, which at the urging of the City of Santa Monica,
contained an objective on homelessness. The draft objective, which will be considered by
the COG Board of Directors at its March 20, 2008 meeting, reads:
25
The COG supports funding for facilities and programs designed to assist homeless
individuals move from the street into permanent housing. In particular, the COG
supports efforts to expand affordable, permanent housing with supportive services,
and other appropriate supportive housing options, with the goal of meeting regional
needs.
The COG supports the expansion of funding, and opposes reductions in funding, for
services for people who are experiencing mental illness, substance abuse, physical
health, domestic violence or other issues which put them at-risk for, or prolong their
recovery from, homelessness. The COG supports the expansion of funding for
programs which provide eviction prevention assistance or other means to prevent
homelessness.
26
a1a~ I~~
8 -/a-
Santa Monica
Service Registry Creation Fact Sheet
By Common Ground for the City of Santa Monica
January 31, 2008
Chronic Homelessness Project (CHP)
Beginning in 2004, the City of Santa Monica's Human Services Division, Housing Division, Police and Fire
Departments, the Los Angeles County Department of Mental Health and partner non-profit agencies
developed the Chronic Homeless Project. To date, 77 people who had been homeless for a combined
total of 639 years are now housed. Fifty-one (51) are in permanent supportive housing. The Project
utilizes a collaborative and interdisciplinary approach 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.
Common Ground's Street to Home model will assist in objectively identify the most chronic and
vulnerable people on the streets and provide a new tool to focus the efforts of the CHP and other
strategies to reduce street homelessness. Common Ground's Street to Home model has proven to be
successful. Over a two year period, Street to Home reduced street homelessness in the 20-block area by
87% as the result of placing the mast vulnerable, long-term homeless in Times Square directly into
housing. With Common Ground's technical assistance, Street to Home is currently being replicated in 13
cities across North America.
The ten most chronic and vulnerable people in Santa Monica will be housed as quickly as possible. Once
the top ten are housed, efforts will be directed towards housing the next ten mast chronic and
vulnerable people.
Service Registry Creation Process
Common Ground staff worked in collaboration with over 60 people from a dozen agencies to create a by-
name list of all those sleeping on the streets in selected high concentration areas of Santa Monica. In
addition to systematically gathering the names, pictures, and dates of birth of individuals sleeping on the
street, the teams also captured data on their health status, institutional history (jail, prison, hospital, and
military), length of homelessness, patterns of shelter or mission use, and previous housing situation.
Common Ground then used its Vulnerability Index to identify individuals who have been homeless the
longest and are the most vulnerable for prioritization into housing. The Vulnerability Index is based on
research by Dr. Jim O'Connell which demonstrated that certain medical conditions place a homeless
individual at a higher risk than others for dying if they remain on the streets.
The City conducted a baseline count on Friday, January 25th, and found 277 individuals sleeping outside
between 3 am and 5 am. Starting Monday, January 28th, for three consecutive days, teams of 3
methodically canvassed Santa Monica from 3 am to 5 am and attempted to admiriister a 45 question
survey to everyone observed sleeping. 261 surveys were administered, 94% of the baseline count. 220
pictures were taken as part of the survey. 110 (42.15%) individuals met at least one high-risk criteria
from the Vulnerability Index.
Findings:
Total Observed: N=261
Total Vulnerable: N=110 (42.15%)
At-Risk Indicators
Indicator Number
At-Risk Tri-Morbid 56
At-Risk ER or Hos italized Over 3X 21
At-Risk ER over 3X 7
At-Risk A e Over 60 44
At-Risk HIV/AIDS 2
At-Risk Cirrhosis 25
At-Risk ERSD 7
At-Risk Frostbite 17
At-Risk Ranking (out of a possible 8)
Number Rank
8 0
7 0
6 0
5 2
4 6
3 10
2 23
1 69
Age
• The average age of people sleeping in Santa Monica is 49.
• The average age of the Vulnerable Cohort is 55.
Years Homeless:
• The average years homeless for people sleeping in Santa Monica is 8.
. The average years homeless for the Vulnerable Cohort is 11.
Length of Time Homeless in Santa Monica
. 86% of the people sleeping in Santa Monica report being homeless in Santa Monica for more
than a year; 34% report being homeless in Santa Monica for over 10 years.
• 30% of the Vulnerable Cohort report being homeless in Santa Monica for more than 15 years.
Homeless Before Santa Monica
. 53% of the people sleeping in Santa Monica report being homeless before coming to Santa
Monica.
. 61% of the Vulnerable Cohort report being homeless before coming to Santa Monica
Number in Tents/Cars/Vans/Campers
. Overall: Average - 1.51; Maximum Number - 5
. Vulnerable Cohort: Average - 1.71; Maximum Number - 5
2
Top 3 Reasons for Choosing Santa Monica
• Weather
• Safety
• Services
Gender
• 77.8% of people sleeping in Santa Monica are male.
• 77.3% of the Vulnerable Cohort are male.
Race
• Of the people sleeping in Santa Monica, 66% are White, 21% are African American, and 12% are
Hispanic.
• Of the Vulnerable Cohort, 74% are White, 16% are African American, and 13% are Hispanic.
Military History/ Vet Status
• 16% bf the people sleeping in Santa Monica are Veterans.
• 31% of the Vulnerable Cohort are Veterans.
• 54% (N=34) of the Veterans sleeping in Santa Monica are Vulnerable
Hospitalizations
The Vulnerable Cohort account for 82% of the reported hospitalizations of street homeless individuals in
Santa Monica in the last year.
Emergency Room Visits
The Vulnerable Cohort account for 71% of the reported Emergency Room visits of street homeless
individuals in Santa Monica in the last 3 months.
Income
In the Vulnerable Cohort, 37% have SSI/SSDI; 15% have GR; 15% report no income; 10% are working
ofF the books, 8% panhandle; 3% work on the books; 1% Recycle.
Insurance
• 59% of the people sleeping in Santa Monica are uninsured.
• 49% of the Vulnerable Cohort are uninsured.
Mental Health/Substance Abuse/Dually Diagnosed
• Of the Vulnerable Cohort, 21 people reported or were observed to have mental illness only; 14
people reported or were observed to have a history of substance abuse only; 60 people reported
or were observed to be dually diagnosed.
Client Jailed
• 59% of the people sleeping in Santa Monica have been to jail.
• 67% of the Vulnerable Cohort have been in jail.
Client Prison History
• 10% of the people sleeping in Santa Monica have been to prison.
• 14% of the Vulnerable Cohort have been in prison.
Foster Care History
• Of the 19 individuals reporting having been in foster care, 58% are vulnerable.
3
Victim of Violent Attack:
• 16% of the people sleeping in Santa Monica reported being a victim of violent attack.
Common Ground
The mission of Common Ground is to end homelessness by transforming people, buildings, and
communities. Founded in 1990, Common Ground rapidly grew to become the largest developer
and manager of supportive housing in New York City, and has pioneered a new approach to
outreach called Street to Home that is being replicated in cities across the country.
• Contact Information:
Becky Kanis
Director of Innovations
917.957.7104
bkanis@commonground.org
Beth Sandor
Los Angeles Field Manager
310.699.2028
bsandor@commonground.org
Jennifer Greenfield
Director of Communications
212.471.0885
jgreenfield@commonground.org
4
Reference Contract
No. 8895 (CCS).