sr-111009-3cFrom: Barbara Stinchfield, Community and Cultural Services Director
Andy Agle, Housing and Economic Development Director
Tim Jackman, Chief of Police
Subject: Annual Review of the City's Plan for Homeless Services and Update on the
Implementation of the City's Action Plan to Address Homelessness in Santa
Monica
Recommended Action
Staff recommends that the City Council
1) Hold a public hearing on the Annual Review of the City's Plan for Homeless Services,
pursuant to Municipal Code Section 2.69.030; and
2) Receive a progress update on implementation of the City's Action Plan to Address
Homelessness in Santa Monica and a strategy for future updates to the Action Plan.
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" (Annual Review) for FY 2008-09; a
report on selected accomplishments of the "Year 2 Action Plan to Address Homelessness in
Santa Monica" (Action Plan) adopted by the City Council in February 2009 (Attachment I); the
current Action Plan (Attachment II); and a strategy for updating the Action Plan.
The public hearing affords the public and the City Council with an opportunity to comment on
the attached documents and provide input on strategies to address homelessness.
The required Annual Review reports on the performance of the homeless service system
summarizing outcomes for the 2,979 individuals who received services from City-funded
programs in FY 2008-09 as well as the performance of special initiatives targeting priority
homeless populations.
In FY 2008-09, work in the six project areas of the Action Plan was advanced through the
coordinated efforts of City staff, public agency partners and service providers. These
accomplishments are detailed in Attachment I.
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.
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 ih 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.
Notice of a public hearing for November 10, 2009, was placed in the Santa Monica Daily
Press, www.surfsantamonica.com, and posted on the City's website.
In February 2008, the City Council adopted the "Action Plan to Address Homelessness In
Santa Monica" (Action Plan). The Action Plan established a vision statement, guiding
principles, and suggested refinements to the City's homeless service system within six project
areas: services, housing, evalution, community education and public policy. In March 2009,
City Council adopted the "Action Plan to Address Homelessness in Santa Monica -Year 2",
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which proposed new initiatives based on year one accomplishments and lessons learned. The
Plan (Attachment II) was and is consistent with the goals of the Public Safety Initiative and is
intended to be a "living document" that is revised periodically to reflect new approaches. A
strategy for continued updating of the Plan is detailed in this report.
Discussion
The Evolution of Santa Monica's Homeless Service Delivery System
The Action Plan established priority populations to be served by City-funded programs -Santa
Monica's chronically homeless, Santa Monica residents whose last permanent address is in
Santa Monica, and vulnerable members of Santa Monica's workforce. The Plan made aligning.
resources with the needs of priority populations a guiding principle. As a result, Santa Monica's
traditional continuum of care is evolving into a network of innovative approaches intended to
provide fewer, higher-priority individuals with more intensive services to help them obtain and
maintain permanent housing.
The Service Registry provides a framework for delivering intensive services to Santa Monica's
most vulnerable chronically homeless individuals as determined by length of time on the
streets, age, and physical and mental health conditions. It uses data to align scarce resources
to high-priority individuals and -has generated new two programs supported by regional
resources.
New resources have been added to prevent people from becoming homeless. In FY08-09 the
City of Santa Monica was awarded over $550,OOO.in American Recovery and Reinvestment
Act of 2009 Homelessness Prevention and Rapid Re-Housing Program (HPRP) funds for a
program scheduled to begin in the fall of 2009. HPRP resources will help low-income, housed
Santa Monica residents at risk of losing their housing prevent evictions, create stable homes
and keep from becoming homeless. The program will offer temporary financial assistance,
housing relocation, legal services and a wide range of supportive services.
FY 2008-09: Who the System Served and Outcomes
In FY 2008-09, the City's Community Development Program provided funding to programs in
seven core homeless agencies: Chrysalis, the CLARE Foundation, New Directions, OPCC,
St. Joseph Center, Step Up On Second and Upward Bound House. These agencies enter
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data into ClientTrack, the City's computerized case management system to track the number
of people served and clients' progress towards key outcomes, including permanent housing
and employment placements.
The data in ClientTrack indicates that in FY 2008-09, a total of 2,979 persons' were provided
with case management, temporary and permanent housing, addiction recovery, mental health
services, and employment assistance through the homeless programs funded by the City.
Approximately 25% of those were formerly homeless individuals who received services while
living in permanent housing.
Of the 2,979 individuals served throughout the year:
• 406 of 2,979 (14%) were placed in permanent housing
• 583 (20%) received emergency or transitional housing.
• 495 (17%) adults found and maintained jobs leading to self-sufficiency.
Beginning in January 2008, volunteers and City staff interviewed individuals found living on the
streets, highly visible individuals and high users of first responder resources. By early 2008,
282 homeless individuals were interviewed and the 131 most vulnerable, chronically homeless
were identified and placed on the Service Registry. During the past year, an additional 100
chronically homeless individuals were interviewed and over 70 were identified as vulnerable.
• By June, 2009 386 individuals had been surveyed and 219 (57%) found to be
vulnerable.
• Thirty-nine (39) of the 386 Service Registry participants (10%) have moved into
permanent housing.
In January 2009, the City, in collaboration with the regional Los Angeles Homeless Services
Authority (LAHSA) Homeless Count, mobilized an effort to conduct acity-wide enumeration of
homeless individuals on the streets and in local shelters. The results of the count
demonstrated an 8% reduction in Santa Monica's point-in-time homeless population from 999
~ This number indicates the total number of individuals who received services from City-funded agencies over the course
of the year. This is distinct from the point-in-time number of 915 individuals directly counted within the City boundaries
on January 27, 2009 because more people experience homelessness -and request services -over the course of one
year than at any single point-in-time.
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in 2007 to 915 in 20092. On January 27, 2010, another city-wide street and shelter count will
be conducted. Results of the 2010 count will be publicized in the.first quarter of 2010.
Reuniting with family or friends is one of the ways that both long-term and newly-arrived
homeless individuals can be permanently housed and connected with services near their
community of origin. Oftentimes, partnerships between first responders and service providers
help individuals reconnect with housing and support systems within and outside of Santa
Monica. Two examples are:
• West Coast Care, an outreach team partnered with the Santa Monica Police's HLP
Team, contacted 1-,212 individuals in FY08-09 and helped 283 find alternatives to living
on the street, 154 of whom utilized Project Homecoming.
• Project Homecoming, a transportation program, assisted 266 total people in FY08-09
relocate to permanent housing, at an average cost of $170. Seventy percent (70%)
remained housed four months after reaching their destinations.
Permanent housing is a key component of efforts to end homelessness. The Santa Monica
Housing Authority provides rental subsidies to formerly homeless households using Federal
assistance under the U.S. Department of Housing and Urban Development HOME, Supportive
Housing and Shelter Plus Care programs as well as Santa Monica Redevelopment Agency
funds. In FY 2008-09, approximately $2.64 million-was spent on over 250 active vouchers. In
addition, in the last fiscal year, the Santa Monica Housing Authority was awarded 25 new
Shelter Plus Care. New supportive housing came on line and the development of new units
moved fonr/ard.
• Step Up on Fifth opened with 46 units of permanent supportive housing for persons
with special needs, including 33 units for Shelter Plus Care-eligible homeless
individuals.
• OPCC is in the process of developing 1614-1616 Ocean as permanent affordable
housing with supportive services for chronically homeless individuals, which will add
seven units to the local inventory.
• Common Ground and McCormack Baron Salazar were selected as the
developerlservice provider for one of three buildings on the West Los Angeles VA
campus for long-term therapeutic housing for homeless veterans.
z The 2007 Countywide Homeless Count conducted by the Los Angeles Homeless Services Authority
estimated that 1,506 persons were homeless in Santa Monica at any point in time. In order to provide a
direct comparison to the 915 individuals, vehicles, tents and boxes directly enumerated citywide on January
2009, the 1,506 has been adjusted to exclude any projections or multipliers, and to reflect all shelters and
institutions included in the 2009 Santa Monica Homeless Count.
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Impacts of Homelessness
In spite of the significant number of homeless individuals who have improved their lives,
homelessness remains a top community concern in Santa Monica, impacting first responders
such as Police and Paramedics and the criminal justice system:
• In FY 2008-09, the Police Department made 1,701 arrests of individuals (duplicated}
who listed their residence as transient, homeless, none, or provided an address of a
known homeless shelter. In FY 2007-08, the number of arrests was 1,598. This figure
does not include citations (tickets) that were issued to homeless persons.
• In CY 2008, SMPD's Homeless Liaison Program (HLP) team made 3,794 contacts with
homeless individuals (duplicated) and made approximately 2,626 periodic checks on
property and open space. These responses were in addition to the arrests reported
above. In CY 2007, the team made contact with approximately 3,241 duplicated
homeless individuals and made about 4,000 periodic checks on property and open
space. This year, periodic checks were tracked through a new method. Contacts with
homeless individuals increased 17%.
• In FY 2008-09, Santa Monica Fire Department's paramedics responded to 11,563 calls.
For 1,195 (10%) of those served, the persons needing assistance were clearly
homeless. In FY 2007-08, paramedics responded to 11,732 with 1,480 (12.6%) of calls
involving homeless persons. The number of EMS calls for homeless individuals has
decreased 23.85% between FY07-08 and FY08-09.
• In FY 2008-09, the Santa Monica City Attorney's Office filed 2,451 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); shopping cart possession; deposit of offensive substance
(public defecation/urination); taking recyclables; sleeping in doorways; lost property
(theft); and public intoxication. In FY07-08 2,365 cases for violation of the same
ordinances were filed.
Strong partnerships between law enforcement, the criminal justice system and service
providers act as leverage to promote participation in treatment, offer a way off the streets and
remove long-standing legal barriers.
• CLARE's Serial Inebriate program continues to provide outreach at the Santa Monica
Jail for those arrested for public intoxication. In FY08-09, CLARE staff provided 825
interviews to 1236 arrestees (67%) (duplicated). Of those interviewed, 30 individuals
(4%) accepted additional services at CLARE. In FY07-08, 80 of the 486 unduplicated
people interviewed (18%}accepted additional services at CLARE.
• Coordination between law enforcement, the criminal justice system and service
providers was enhanced through the continuation of the Santa Monica Homeless
Community Court, which completed its second year. Since the program began in
February 2007, 155 participants have been served, 72% of whom had citations or
warrants dismissed upon program completion and 26 (17%) moved into permanent
housing. The Homeless Court also helped 24 formerly chronically homeless individuals,
now housed, clear up outstanding warrants and citations. The Court has moved from
City Hall to the LAX Courthouse, grown from once to twice a month and expanded its
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eligibility criteria. The program is currently funded with time-limited and one-time
money. Ongoing funding is being pursued.
Cost of Services
In FY 2008-09, the City provided funding for the seven core programs in the amount of
$2,802,584 through a combination of City .General Funds; County Homeless Prevention
Initiative 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 $5.46 million in other public and private funds. The City also
provided 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 served a significant number of homeless individuals. The City also
expended an additional $90,795 for a clinical consultant to the Service Registry, for direct
services to clients (e.g., security deposit and move-in funds) and Project Homecoming.
The Year 2 Action Plan represents continuation of ongoing efforts funded through the City's
2007-2010 Community Development Program and through Federal, State, County and private
funding streams. To ensure the continuity of these programs, City staff will work with service
providers and funders to anticipate any funding reductions due to the current economic
climate, pursue funding opportunities from non-City sources, and when appropriate, realign
existing resources to meet emerging needs.
Future Updates to the Action Plan
While other jurisdictions have developed five- or ten-year plans to address homelessness,
Santa Monica's Action Plan is intended to be the ongoing framework for the City's homeless
services. Many local programs receive funding through the City's Community Development
(CD) Grant Program. In the future, the Plan will be updated to align with revisions to the CD
Program that result from the development of the 201.0-15 HUD Consolidated Plan and other
city-wide strategic plans. Adjustments to the Plan will be determined by current economic
conditions, community needs assessments, resident feedback, the results of the 2010 Santa
Monica Homeless Count, ongoing evaluation of program outcomes, other city and regional
strategic plans and Board and Commission input. Future versions of the Action Plan may
include strategies to sustain projects that focus services and housing on high-priority
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populations and the development of new initiatives. City staff, service providers, the business
community, residents and others will meet in FY09-10 to review available funding, current
accomplishments, needs of priority and other populations and propose updates to the Plan. At
that point, the Plan will be presented to Council and the public for feedback.
Commission Input
The Social Services and Disabilities Commissions heard staff's presentation on the report
during their October and November 2009 meetings. Written comments have been provided to
the City Council
Financial Impacts & Budget Actions
Reviewing this report and holding the public hearing do not have budgetary or financial
impacts. The report and public and Council input will be considered in the development of the
City's FY 2010-11 Budget.
Prepared by: Julie Rusk, Human Services Manager
Approved: Forw o Council:
Barbara Stinchfield `--~P.~faryt'ont Ewell /
Director, Community and Cultural Ci anager ~-/
Services
Attachment I: Year 2 Accomplishments Related to the Action Plan to Address Homelessness
in Santa Monica
Attachment II:. Action Plan to Address Homelessness in Santa Monica -Year 2
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Attachment I
YEAR 2 ACCOMPLISHMENTS RELATED TO
THE ACTION PLAN TO ADDRESS HOMELESSNESS IN SANTA MONICA
Year 2 progress in each of the project areas of the Action Plan includes:
PROJECT AREA: Services
• Implementing best practices and targeting service to priority populations:
o In January 2008, over 60 community volunteers counted 277 individuals, and
interviewed 266 over the course of 4 nights using a "vulnerability index" to identify
the most vulnerable homeless individuals: Additional interviews were conducted in
2009 with highly visible individuals and high users of first responder services. By the
end of June 2009, 386 individuals had been surveyed, 219 (57%) were identified as
vulnerable and 39 of the 386 (10%) were permanently housed.
o Service providers in Santa Monica - OPCC and Step Up on Second -implemented
two interdisciplinary teams dedicated to Service Registry participants. Currently
these teams have been assigned to case manage 70 individuals on the Service..
Registry and have increased outreach efforts in targeted areas, including
downtown.
o City and agency staff continue to participate in Common Ground's Hospital to Home
national demonstration project to share best practices related to linking high users
of hospital services to housing. OPCC and Venice Family Clinic implemented a 10-
bed respite program for vulnerable individuals discharged from local hospitals in
January 2009:
o The Santa Monica Homeless Community Court served 155 participants, 72% of
whom had citations or warrants dismissed upon program completion and 26 (17%)
were. permanently housed.
o Provided travel assistance to 266 individuals through Project Homecoming, 70% of
those served remained housed four months after reaching their destination.
Project Area: Housing
Developing more permanent supportive housing for chronically homeless individuals:
o The City-funded Step Up on Fifth. opened with 46 units of permanent supportive
housing for persons with special needs, including 33 units for Shelter Plus Care-
eligible homeless individuals.
o The City Council approved executing a lease with OPCC for 1614-1616 Ocean as
permanent affordable housing with supportive services for chronically. homeless
individuals and provided funding for architectural, legal and consultant services.
o Collaborated with the Housing Division to establish apre-application process to
match vouchers to clients; conducted outreach to rental property ownerslmanagers;
establish a repair and mitigation fund; received funding for an additional 25 Shelter
Plus Care vouchers; and expanded the use of VASH vouchers.
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Project Area: Evaluation
• Tracking and using data to set benchmarks to evaluate progress:
o During FY08-09, a new integrated Homeless Management Information System
(HMIs) was developed. for real-time intake, assessment and case management.
The system will go live in the fall of 2009.
o On January 27, 2009 over-250 community volunteers conducted a complete, direct
count of homeless individuals on the streets and in shelters in Santa Monica. This
provides a reliable methodology and new benchmark for measuring the progress of
efforts to address homelessness in Santa Monica. Homelessness decreased 8%
between 2007 and 2009.
o Program targets and outcomes through City-funded programs are better aligned to
be consistent with the Action Plan, i.e. focused on serving fewer individuals, but
achieving better outcomes (e.g., permanent housing) for priority populations.
Project Area: Community Education
Provide opportunities to the community to become educated about and engaged in
responses to homelessness:
o Staff and consultants completed the research and message-development phase of
the panhandling education/alterhative giving campaign. Based on stakeholder input,
successfully proposed a redirection of the campaign to a broader community-
education campaign.
o Increased circulation of the monthly e-newsletter on homelessness to over 1,800
individuals kept the community updated on new and ongoing initiatives..
o Human Services staff collaborated with CityTV to produce four Santa Monica News
Update news packages on homelessness.
o Consistent data and messages have been integrated into materials and
presentations to 18 community groups including participants in the Convention and
Visitor's Bureau's "I am Santa Monica" training and orientation for the Bayside
Ambassadors.
o Human Services staff collaborated with the Santa Monica Police Department and
the Westside Shelter and Hunger Coalition to increase the active engagement of
the faith community in homeless issues.
o The 2009 Santa Monica Homeless Count and the presentation of the findings
provided a unique opportunity to engage and educate- the community. Over 250
volunteers participated in the count, and over 100 residents and stakeholders
attended a community forum and volunteer resource fair to present the count
findings, raise awareness of efforts to address homelessness, and further engage
the community.
o City staff completed acommunity-wide needs assessment in response to the award
of over $550,000 in Federal stimulus funds
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Good Neighbor Agreements have been established for all facilities housing City-funded
programs. City-funded agencies report on any issues related to the agreements
through their semi-annual program reports.
Project Area: Public Policy
• Review City policies and practices that may contribute to homelessness, including
barriers to affordable housing:
o City staff reviewed and updated the City's Action Plan to Address Homelessness in
collaboration with multiple City Departments and non-profit service providers.
o The City proposed a pilot pass-system to prioritize vulnerable individuals for access
to Winter Shelter transportation and to better manage Winter Shelter pick-up
locations. The proposal was rejected by LAHSA.
o Coordination between Police, Fire, the City Attorney's Office, Human Services and
service providers has led to more opportunities to redirect and engage people in
services as an alternative to jail
o Multiple trainings were provided to City staff about addressing homelessness on the
job, including specific trainings regarding the enforcement of facility rules. In
collaboration with the Santa Monica Police Department (HLP Team), Human
Services staff provided annual training to the Santa Monica Fire Department staff on
the City's Action Plan.
o Human Services and Housing staff collaborated with Community Development and
Planning on an award-winning Housing Element.
Develop new policies regarding locating food .distribution indoors and facilitating
linkages to services:
o Ongoing outreach to meal program providers resulted in the redirection of two new
groups to alternative locations.
Project Area: Regional Collaboration
.Define the City's "fair share" service capacity and support legislation and policies with a
regional emphasis, including collaborating with Veterans Affairs Greater Los Angeles
Healthcare System to reduce barriers to their services for homeless veterans.
o The City collaborated with LAHSA in the 2009 Homeless Count to mobilize over 250
volunteers to complete a direct count of the entire City, documenting an 8%
reduction in the city's homeless population since 2007 and establishing a baseline
to measure future efforts.
o Advocacy at the Westside COG has resulted in other cities participating in a
complete, direct homeless count (Culver City) and implementing a Service Registry
to identify their most vulnerable homeless individuals and target them for services
and housing (West Hollywood, Venice).
o Improved coordination with the West Los Angeles VA has resulted in working with
greater number of homeless veterahs in Santa Monica and linking chronically
homeless veterans with VA services and VASH vouchers.
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o Common Ground and McCormack Baron Salazar were selected as the
developer/service provider for one of three buildings on the West Los Angeles VA
campus for housing for homeless veterans.
® The Westside COG provided advocacy on specific legislative issues, including State
funding cuts, and is preparing a legislative advocacy packet addressing broader
legislative goals.
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6an4a Mon~aa°
ACTION PLAN TO ADDRESS HOMELESSNESS IN SANTA MONICA
YEAR 2
VISION
Attachment 11
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 (supportive 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.
• NEW. All services will be directly linked to facilities and programs which are directed to ending
participants' homelessness.
• 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 re-evaluated, shifted, or 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 for homeless persons should be developed, with a focus on
permanent supportive housing linked to services, consistent with fair share.
• 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 can be employed to quantify a fair share for Santa Monica:
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 (LAHSA) 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 during the 2009 Homeless Count
was 480.
• Capacity for Temporary Housing: Acwrding to ClientTrack, in FY2007-D8 there were 698 placements into temporary housing
placements in Santa Monica.
• In Santa Monica 3+ Years: An analysis of ClientTrack data reveals that in FY20D7-08 there were 599 individuals who have
been in the system for 3 years or longer, and do not have a permanent housing placement indicated for them.
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ACTION STEPS
Project Area: Services
Project Status Next Steps/Ongoing Efforts
Develop a service registry and apply the Complete • Regularly update the service registry using input from
vulnerability index to identify the most Police, Fire, health care providers, and nonprofit and
vulnerable, long-term chronically public agenty partners.
homeless individuals for prioritized • Use data to identify and target services to specific
services and housing. cohorts, e.g., frequent users of hospital and first
responders services, veterans, serial inebriates.
• Assign most vulnerable individuals to case management
teams and ensure service registry participants have
priority access to existing services and housing vouchers.
• Refine approaches to housing and services to be able to
provide them as quickly as possible.
• Use. data to secure additional funding and resources
needed to house individuals on the service registry.
• Participate in national "Hospital to Home" pilot project.
• Deyelop training and service protocols needed to support
rapid re-housing and housing retention strategies.
Develop, train and support Complete • Look for new opportunities to enhance or realign
interdisciplinary teams (including resources. -
community-based psychiatric, substance
abuse and health care professionals} to
focus on access to mainstream benefits,.
rapid re-housing and retention.
Establish consistent outreach presence Complete • Continue outreach efforts through SMPD's Homeless
in public areas to identify new homeless Liaison Program.
individuals in Santa Monica and link • Continue Project Homecoming to connect individuals not
persons not first-homeless in Santa anchored in our community with services or family
Monica with services near their support outside of Santa Monica.
community of origin.
Link outreach and mental health Ongoing • Coordinate efforts of SMPD's Mental Evaluation Team
services to efforts of SMPD's HLP Team with service providers, SMFD, hospitals, the City
to address needs of mentally ill Attorne~/s Office, and the courts to provide outreach to
individuals encountered by the Police. address service needs of mentally ill individuals,
streamlining the Cirifs work with the Departmental
Health.
Continue to coordinate activities of New • Secure continued funding or realign resources as
SMPD, SMFD, the City Attorney's Office necessary to continue those elements of the Homeless
and the criminal justice system, Community Court that have demonstrated effectiveness
hospitals, public defenders in linking in venues other than a separate Homeless Community
priority populations to services and Court.
housing, ultimately resulting in
reductions to calls for services, citations
and arrests. Includes participants in the
Homeless Community Court, as well as
priority individuals referred to the LA
County Superior Court..
Work with nonprofits, public agencies, New n/a
SMPD, SMFD, health care providersand
other community stakeholders to
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identify emerging needs as a result of
__ _-
the current economic downturn and
develop coordinated, flexible and
effective responses.
Look for funding opportunities to New n/a
expand best practices to priority
populations and address emergency
needs from non-City sources
Align existing bed capacity to serve Ongoing n/a
priority populations including criteria for
access to emergency beds, transitional
beds, substance abuse treatment beds
and motel vouchers. Designate or
develop respite beds.
Continue to provide intensive outreach Ongoing . Look for opportunities to enhance or realign resources.
to priority populations through existing
service configuration.
Modify and align resources, program Ongoing . Look for opportunities to enhance or realign resources to
targets and outcomes to be consistent link housing opportunities to supportive services.
with Action Plan to Reduce
Homelessness.
Project Area: Housing
Project Status Next Steps/Ongoing Efforts
Streamline access to housing subsidies Ongoing . Open the wait list process and maintain one housing
through simplified papenuork, technical opportunity list for all applications to the Section 8
assistance and pre-application process Housing Choice Voucher, Self Sufficiency Program,
Service Registry and inclusionary programs. (Pending
Council diredionJ
Establish a wait list priority for Santa Monica residents
that are chronically homeless and most vulnerable due to
age or disability. (Pending Council direction)
Prioritize housing for homeless veterans to better utilize
the Veterans Assistance Supportive Housing voucher
program (VASH) linked to services provided by the
Veteran's Administration.
Increase access to housing units within Ongoing . Housing Authority to issue an RFP and allocate up to 20%
and outside of Santa Monica through of Housing Choice Vouchers as Project-Based Section 8.
creative search and placement . Expand use of housing vouchers from sources such as the
strategies. Housing Authorities of Los Angeles County and City of Los
Angeles.
Define and develop a range of Ongoing . Explore master lease option to access blocks of units in
permanent. housing options with short multi-family properties.
and long term goals. . Continue to provide input and monitor the development
of Tong-term, therapeutic housing for homeless veterans
in Building 209 on the Veterans Affairs West LA Campus,
and continue to advocate that development begin on
two additional buildings designated for this use.
• Continue to facilitate the development of permanent
supportive housing for homeless individuals at 1614-
1616 Ocean Avenue and other locations within and
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outside of Santa Monica
• Expand service dollars that are aligned with permanent
housing for chronically homeless persons.
• Explore diversity of funding sources for both housing
development and supportive services (e.g. Mental Health
Services Act).
Develop more permanent supportive Ongoing • Explore opportunities to apply for additional Shelter
housing resources for homeless Plus Care vouchers.
individuals within and outside of Santa
Monica.
Project Area: Evaluation
Project Status Next Steps/OngoingEffor[s
Set clear benchmarks to evaluate Complete • Conduct regular complete street and shelter counts of
progress. homeless individuals in Santa Monica in order to
establish new benchmarks to measure changes in street
and shelter homeless populations.
• Use benchmarks to evaluate progress on Plan initiatives
including services and defining Santa Monica's fair share
Maximize new HMIS database system to Ongoing . .Implement system with data quality and review
track clients, service delivery and protocols.
outcomes.
Conduct a continual review of data from Ongoing • Align data review and funding with goals of Action Plan.
street counts and service tracking.
Conduct a cost-benefit analysis of Ongoing • Complete analysis during FY2008-09.
innovative approaches. -
Explore contracting with outside Ongoing • Continue discussion with RAND, other potential
consultant to evaluate effectiveness of consultants.
new initiatives.
Project Area: Community Education
Project Status Next Steps/Ongoing Efforts
Implement an interactive, coordinated Ongoing • Integrate electronic and print outreach materials into a
community education campaign broad. community education program about Santa
including month e-newsletter (current Monica's Action Plan to Address Homelessness and
distribution 950 people). panhandling.
• Distribute information materials to local residents,
businesses and tourists.
• Expand e-newsletter subscriber base.
• Develop methods to measure resident awareness and
perception of efforts to address homelessness.
Implement an anti-panhandling and Ongoing • Integrate into broad community education campaigh on
alternative giving campaign which the Action Plan and panhandling alternatives.
incorporates public education elements.
Use community education to increase Ongoing • Integrate grassroots education and outreach to the
involvement from the business and faith business, faith and resident communities into broad
communities. community education campaign.
• Conduct targeted outreach to organizations and
individuals providing meals, transportation and other
services in publicspaces. Provide and encourage use of
indoor, service-based alternative locations.
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Develop and implement Good Neighbor Complete • Monitor Good Neighbor Agreements.
Agreements . Establish new Good Neighbor Agreements as needed for
new programs.
Project Area: Public Policy
Project Status Next Steps/Ongoing Efforts
.Review City policies and practices that Ongoing • Continue to identify training opportunities for City staff
may contribute to homelessness (e.g. regarding homelessness. Distribute information materials
regulating the use of facilities and the to local residents, businesses and tourists.
recycling buy-back center). • Review local ordinances and standards to promote a full
range of affordable housing opportunities.
• Explore opportunities to develop and implement new
policies regarding outdoor food distribution and other
basics not linked to services.
• Address the impacts and potential for replication of
Clean & safe Teams/Ambassador programs in the
downtown area
Continue to address the impacts of Ongoing n/a
homelessness on the community
through a range of approaches including
those involving services and housing,
law enforcement, the criminal justice
system and community maintenance
Project Area: Regional Collaboration
Project Status Next Steps/Ongoing Efforts
Support legislation and public policies to Complete • Assist in the completion of the Westside COG's legislative
encourage the development and siting advocacy package.
of homeless programs in other cities. • Advance advocacy positions as opportunities arise.
Continue discussions on methodologies Ongoing . Advance discussion of issues as opportunities arise.
to define "fair share"
Explore how regional dollars are Ongoing • Explore opportunities to use non-City funds in ways
currently used and how they might be consistent with the Plan.
best targeted to Santa Monica's priority
populations
Analyze range of options related to the Ongoing . Complete report during FY2008-09.
City's relationship with LAHSA
Encourage discharge planning with Ongoing . Advance discussion of issues as opportunities arise.
County facilities to place people in
services proximate to their communities
of origin.
Work with other jurisdictions to address Ongoing . Advance discussion of issues as opportunities arise.
practices which could result in homeless
persons who were not first-homeless in
Santa Monica. being transported
Monica.
Work with the Westside COG to further Ongoing • Use complete count and Service Registry information to
a regional approach on the Westside, help develop sub-regional goals and targets, and
including setting sub-regional goals and coordination ofservices across Westside jurisdictions.
targets beyond Santa Monica's efforts.
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