SR 11-28-2017 8A
City Council Report
City Council Meeting: November 28, 2017
Agenda Item: 8.A
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To: Mayor and City Council
From: Karen Ginsberg, Director, Community & Cultural Services
Bill Walker, Fire Chief, Fire Department, Kenneth Semko, Interim Police
Chief, Police Department, Patty Wong, Director of Library Services, Library Services
Department, Andy Agle, Director, Housing and Economic Development
Subject: Annual Homelessness Report
Recommended Action
Staff recommends that City Council:
1. Endorse the concepts contained in the Strategic Goal Action Plan and direct staff
to continue implementation of Council’s Strategic Goal (Taking a leadership role
in regional efforts to address homelessness) through:
a. Pro-active engagement
b. Smart deployment of local resources
c. Prove efficacy of models to stabilize and connect homeless individuals to
housing
d. Increase availability of housing and services in other communities,
e. Ensure effective, safe and respectful use of the Library
f. Activate internal and external stakeholders to collectively address
homelessness
2. Authorize the City Manager to negotiate and execute an agreement
with Los Angeles County for the implementation of a C3 homeless
outreach team to operate within Santa Monica city limits, under the direction of
the City. This recommended award is made as an exception to the competitive
bidding process pursuant to Section 2.24.080 (b) and is for a total amount not to
exceed $1,106,897 for two years, with two additional one-year renewal options
with future year funding contingent on Council budget approval.
3. Direct staff to undertake a selection process with pre-qualified City vendors and
the County of Los Angeles to identify and incubate flexible multidisciplinary
teams to provide outreach and engagement services to homeless individuals in
City public spaces and return to Council for additional authority as needed.
4. Authorize the City Manager to accept a grant award in the amount of $70,000
from United Way of Greater Los Angeles (UWGLA) Planning Grants for Cities for
the development of a community-wide homelessness training strategy.
5. Approve the staffing and position changes as detailed in Attachment A.
6. Authorize budget changes as outlined in the Financial Impacts and Budget
Actions section of this report.
Executive Summary
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Like many beach communities, Santa Monica has dealt for decades with the challenge
of homelessness in our society. The City has a long history of developing
compassionate policies and engaging in collaborative and innovative programs to
address homelessness that have positioned the Santa Monica community as a leader in
effective strategies to reduce homelessness. These efforts, memorialized in the City’s
Action Plan to Address Homelessness (Attachment J), led to a significant reduction in
2010 and sustained stable numbers until this year. However, a dramatic increase in the
number of homeless people in Los Angeles County has spurred a similar increase
locally. This surge has not only raised the number of homeless individuals in our midst,
but included a disturbing change in the incidence and severity of untreated mental
illness, substance abuse and anti-social behavior among the homeless population. This
has eroded our community's sense of Santa Monica as a safe and desirable place to
live, play, and do business. The increased pressure on community open spaces has
elevated public concern, impacted quality of life, and made clear that homelessness is a
crisis that demands a community-wide response, built on a history of successful policies
and programs.
In August 2015, considering all of the issues that influence community wellbeing,
Council established taking a leadership role in regional efforts to address homelessness
as a top five Strategic Goal. Council clearly identified that continued local success
would be contingent on broadening participation in regional partnerships. There was a
recognition that Santa Monica cannot solve this issue in 8.3 square miles and it was
imperative to increase capacity of the Los Angeles homeless service system to address
homelessness. In fact, both the City of Los Angeles and the County of Los Angeles
have subsequently stepped up in a major way, going to voters to significantly increase
resources devoted to permanent supportive housing and homeless services. Residents
countywide voted by 67% to support Measure H while Santa Monica voters approved
the measure by 77%.
In affirming the City’s commitment to actively engage in regional partnerships with City
of Los Angeles and Los Angeles County, staff, working as a strategic goal team,
created the Homeless Strategic Goal Action Plan. The Action Plan is the City’s
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framework for new local strategies to positively impact community wellbeing, tied to the
County of Los Angeles’ Homeless Initiative. The Action Plan drives towards the
Wellbeing outcomes of Place as well as Community and Economic Opportunity.
The proposed Action Plan focuses on pro-active engagement, smart deployment of
local resources, use of data, technology and analysis, expanding housing options, calls
for new service models and new approaches to supporting community safety through
outreach, engagement, enforcement, activation, and additional staffing. Strategies are
already in motion. The Homeless Multidisciplinary Street Team, Ambassadors in
Tongva and Palisades Park, and homeless outreach in the Main Library, are new
models demonstrating efficacy and producing positive results. To continue making
progress, the City is re-tooling its approach to homelessness, expanding efforts that
focus on "where" (highly impacted public spaces) to complement existing strategies
focused on "who" (Santa Monica program eligible individuals). To support this broader
approach, last month Council set aside $1.4M in FY 2016-17 year-end General Fund
savings to design and implement new homeless outreach teams, develop
comprehensive place-based strategies, and increase capacity for the Library to address
the effects of homelessness. Santa Monica Police Department is maximizing existing
resources by jump-starting new approaches including enhancing officer training, re-
deploying existing officers to high-impact areas and expanding the Homeless Liaison
Program (HLP) Team.
This work cannot be done by the City alone; the community is poised to support and
participate in new strategies in response to this changing environment. Staff are
creating new ways to improve communication between the City and the community on
solutions and partnership opportunities, including a public education campaign, a
homelessness steering committee, and a series of public safety listening meetings
currently underway. The City secured $70,000 in LA County Measure H funds, through
United Way of Greater Los Angeles, to design a flexible training curriculum for City staff,
businesses and residents to safely and effectively interact with homeless members of
the community. Much of this work, as well as strengthening regional partnerships, will
be coordinated by the new City Manager's Office Senior Advisor on Homelessness and
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tracked through the City's new SaMoStat model (Attachment B).
This report provides an overview of current and proposed efforts to address the impacts
of the homelessness crisis, based on the concepts of the Strategic Goal Action plan,
delivered within the framework of the countywide homeless services system of care. A
summary of new initiatives including the proposed use of Council-approved one-time
funds, are included in the Next Steps section. Staff recommends Council support
continued implementation of the Strategic Goal, taking a leadership role in regional
efforts to address homelessness, and endorse the concepts proposed in the Strategic
Goal Action Plan.
Background
On May 8, 2017, Council received an information item titled, “Local Homeless Efforts in
a Regional Context” (Attachment C). This report summarizes the 40-year history of
Santa Monica’s homeless service system, details the City’s priority to serve the most
vulnerable individuals and discusses the heavy pressure on the regional homeless
service system, which has not scaled in step with the rapid growth of the homeless
population in Los Angeles County.
Increase in Homelessness
Since the May 8th report, City of Santa Monica and Los Angeles Homeless Services
Authority released 2017 Homeless Count results. Santa Monica’s Homeless Count
found 921 individuals on streets and in shelters. This represents a 26% increase over
the prior year. This finding is a symptom of the 23% increase in homelessness reported
in the 2017 Greater Los Angeles Homeless Count, now a total of 57,794 people. Unlike
other large urban areas across the nation, 74% of LA County's homeless population is
unsheltered, with 42,828 people counted as street homeless.
The size of the regional homeless population and local impacts of street homelessness
are of serious concern across Santa Monica. Until the most recent results, year over
year data since 2009 demonstrated that the City’s approach to serving the most
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vulnerable long-term homeless individuals in Santa Monica had been effective in
maintaining an overall reduction in street homelessness. However, continued local
progress is dependent on the Los Angeles regional homeless service system also
making strides in reducing homelessness.
Homelessness as Strategic Goal
In 2015, Council identified taking a leadership role in regional efforts to address
homelessness as one of its five priority Strategic Goals. Council directed staff to
broaden the City’s focus toward engaging City of Los Angeles and Los Angeles County
partners to more rapidly implement services and build permanent supportive housing on
the Westside. In step with the increased regional focus, the City's strategic goal team is
working to connect this broader, regional perspective with measurable local results on
community wellbeing related to Place by focusing new efforts in public spaces as
outlined in the strategic goal team’s Action Plan (Attachment D). The Action Plan is a
living document constructed to be flexible and iterative. Plan concepts and strategies
will evolve over time as models are deployed and evaluated, and to respond to
changing environmental factors. Council approving the allocation $1.4 million in one-
time funds at the October 24, 2017 meeting supports the Action Plan strategies to pilot
new outreach and engagement efforts in parks and at the Library in response to the
growth of the street population (Attachment E).
Allocation of Resources
Homelessness is an issue that responds positively to appropriate resource investments.
The complexity across LA County and in Santa Monica is that the need for services
exceeds available resources. Making new investments requires careful consideration of
where the greatest return on investment can be gained. The homeless service system is
made up of three parts: (1) outreach, (2) care management and supportive services,
and (3) permanent affordable housing, all of which are currently over-subscribed and
under-funded relative to demand. The following provides more detailed information on
these aspects of the homeless service system:
Outreach
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Outreach is conducted by non-profit agencies, county departments and
collaborative efforts by the police department. The goal of outreach is to connect
with people on the street, assess their situation and guide them towards the
appropriate homeless service system equipped to meet their needs. In short,
individuals are triaged to local services when they have ties to Santa Monica,
connected to LA County resources if they hail from other parts of the region or
provided resources to reconnect with family in their community of origin.
Care Management and Supportive Services
Care management and supportive services is the next element of the service
system. Locally, Santa Monica invests over $2.8 million annually through the
Human Services Grants Program to provide comprehensive services to address
housing and behavioral health needs of homeless households that meet the
City’s program eligibility criteria (Attachment F) This is coordinated through the
Santa Monica Chronic Homeless Project (CHP). CHP manages the needs of
each highly vulnerable individuals and addresses gaps between care providers to
ensure high connectivity between programs. Care management services follow
individuals as they transition from the streets into permanent housing. CHP
services providers address clients’ ongoing needs once they are housed with the
goal to enable them to retain housing. The on-going need for supportive services
puts a strain on case management capacity over time if additional resources
specifically for housing retention are not scaled to match the number of people
placed into housing annually.
Permanent Affordable Housing
Permanent affordable housing is the third element of the homeless service
system and critical to ending homelessness. Outreach and supportive services
can only go so far if there is no permanent affordable housing to access. Santa
Monica has long prioritized and committed to investing and building permanent
affordable housing (including supportive housing). The City has done so in step
with delivering intensive services to the most vulnerable individuals to offer
complete, permanent solutions to support homeless households. The City is also
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committed to preventing Santa Monica residents from becoming homeless, with
a focus on vulnerable low-income seniors and people with disabilities, especially
those in rent controlled housing.
Balancing Short-Term and Long-Term Solutions
The ongoing challenge facing Santa Monica and the region is the debate over where to
put new investments to address homelessness. Investing in outreach and engagement
is “quick” and responsive to the day-to-day impacts homelessness has on the
community. Care management and supportive services are the harder, more involved
and long term work. It is more resource intensive, requires more coordination between
providers and municipalities, is not visible to the public, and available to fewer people.
However, this intensive work can alleviate barriers at the individual level that prolong
homelessness. And finally, it is creating and implementing policies that promote the
development of affordable housing and permanent supportive housing that can actually
end homelessness for the most vulnerable individuals in our community and in the
region.
As discussed in the May 8, 2017 Information Item (Attachment B), the City must
evaluate proposed solutions and support those that address existing local needs, get
households to appropriate housing with services, and help households retain housing.
The City must weigh the impacts of anchoring new programs locally versus the slower
process of advocating and supporting other Westside entities to build momentum and
expertise to implement their own long-term permanent solutions to address and prevent
homelessness. Increasing regional capacity will reduce the strain on Santa Monica’s
homeless service system, reduce the impacts on the Santa Monica community and
address the concerns of residents, business operators and visitors.
Measure H Funding
On October 1, 2017, LA County began collecting the Measure H sales tax approved by
voters in March of this year. A projected $355 million in annual revenue will be collected
for services to address homelessness. This new funding will accelerate the
implementation of the County's Homeless Initiatives, with a focus on 21 of the 47
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adopted strategies including: prevention, subsidized housing, increasing income, case
management, coordination across systems and increasing the supply of affordable
housing. The City's additional investments in outreach as of October 24, 2017 will rely
on these expanded regional Measure H-funded programs to move people through the
system of care.
Discussion
A fundamental principle throughout the Homeless Strategic Goal Action Plan is
proactive engagement, the idea that widespread homelessness is neither inevitable nor
acceptable -- and everyone must play an active part in doing whatever it takes to create
change.
To respond to the homelessness crisis, we are prioritizing proactive engagement with
homeless individuals throughout our community’s public areas (including parks,
beaches, libraries, alleys and streets) and mobilizing a communitywide effort to promote
donations to social service agencies; volunteerism; and informed advocacy that can
positively address regional and statewide policies that affect homelessness in Santa
Monica.
Proactive engagement of homeless individuals will be increased by the proposed 10-12
new outreach workers; re-deployed and augmented Police Department resources; a
software solution that enriches first responders’ contacts with homeless people; and a
full time social worker in the Library system. Proactive engagement with residents,
businesses, houses of worship and civic organizations will include deploying new
training in effective interaction with homeless people; a broad community information
and activation campaign; and citywide collaboration through the Santa Monica
Homelessness Steering Committee that is being organized by key community partners.
Above all, proactive engagement means mobilizing and directing additional resources
and innovative approaches to changing the status quo – to make a difference in the
lives of homeless individuals and to protect and enhance the wellbeing and security of
our entire community.
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This section details the planned local and regional coordination strategies in the
Homeless Strategic Goal Action Plan.
Smart deployment of local resources
Place-based proactive engagement by 10-12 new outreach workers.
Santa Monica Police Department is jump-starting new approaches by enhancing
officer training, re-deploying existing officers to high-impact areas and expanding
the Homeless Liaison Program (HLP) Team.
The City is using the SaMoStat process to guide targeted cross-departmental
activities addressing impacted community spaces. Staff analyze data and impact
to do more of what works and change what does not.
The City is partnering with Akido Labs to build a technology solution to help first
responders have more effective interactions with homeless people, and connect
individuals to appropriate services.
Prove efficacy of models to stabilize and connect homeless individuals to housing
The Homeless Multidisciplinary Street Team is serving the top 26 utilizers of
emergency services. In just one year, 19 individuals are no longer living in
community open spaces and six are permanently housed.
Increase availability of housing and services in other communities
Housing staff recommend use of locally allocated federal funds to support
rehabilitation of a Venice supportive housing development in exchange for three
units being dedicated to Santa Monica homeless residents.
Ensure effective, safe and respectful use of the Library
Two additional Library Services Officers will be funded for an 18-month limited
term pilot.
A full-time social worker will be funded for a 12-month pilot to conduct homeless
outreach and train staff,
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Regular Pop Up Resource Fairs are bringing local and regional agencies to the
Library.
Library staff will receive new training to build skills in engaging with homeless
patrons and Mental Health First Aid training from the LA County Department of
Mental Health.
Activate city and community stakeholders to collectively address homelessness
The City is investing in a Senior Advisor on Homelessness who will actively
engage with the growing number of county and regional partners in ever-
accelerating homeless efforts. The Senior Advisor will ensure the City is
participating in policy and resource discussions regionally, while facilitating
coordination across City departments.
The City secured $70,000 in LA County Measure H funds, through United Way of
Greater Los Angeles, to design a flexible training curriculum for City staff,
businesses and residents to safely and effectively interact with homeless
neighbors.
The formation of the Santa Monica Homelessness Steering Committee to
coordinate and develop community-wide action steps to address the impacts of
homelessness and the needs of people living in parks and public spaces.
GOOD Worldwide is developing a public education and engagement campaign to
inform residents and visitors of efforts to address homelessness and activate
public involvement in solutions.
Analyze supportive service models to promote housing retention and landlord
participation
Assess the effectiveness of services to support formerly homeless individuals in
housing in the Santa Monica Continuum of Care Program.
Prevent homelessness among low-income residents
Preventing homelessness among existing residents through flexible funding for
eviction prevention, housing rights education and protection, tenant harassment
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and eviction defense through Legal Aid Foundation of Los Angeles, and the
Senior Housing Taskforce to prevent vulnerable low-income seniors from losing
housing.
The City of Santa Monica operates and coordinates a local system of care scaled to
respond to local community needs. A parallel system is in place at the regional level,
historically coordinated by the Los Angeles Homeless Services Authority and now
benefitting from the leadership of the Los Angeles County Chief Executive Office.
Regional Service Landscape
Regionally, the Los Angeles County homeless service system is divided into eight
Service Planning Areas (SPA's) (Attachment G). Each SPA has a lead non-profit
agency that receives regional funding for outreach, assessment, housing navigation and
housing location services to serve homeless individuals in a designated geographic
area using the regional Coordinated Entry System (CES). City of Santa Monica is
located in SPA 5, where St. Joseph Center is the lead agency for CES. The City works
closely with St. Joseph Center to ensure County-funded CES services are also active in
Santa Monica, and the Santa Monica Housing Authority participates in CES, matching
housing vouchers to high priority homeless households. Since 2013, SPA 5 providers
have engaged and assessed over 2,000 homeless individuals for the barriers causing
their homelessness and entered these individuals into the Coordinated Entry System. In
the previous fiscal year, SPA 5 agencies housed 654 chronically homeless individuals,
including veterans, through the CES system. There are still an estimated 1,500
individuals on the CES list waiting for services and housing in SPA 5 alone.
Outreach and Engagement: Identify/Triage/Connect
Outreach occurs in many forms, and describes any activity that involves intentional
contact with people who are homeless to connect them to services. Outreach teams
traditionally do not deliver services or maintain an ongoing relationship once a referral is
made for services. City-funded contractors who provide these “first touch” engagements
include the Downtown Santa Monica, Inc. Ambassadors and West Coast Care.
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DTSM, Inc. Ambassadors
The Ambassadors are located in Tongva and Palisades Parks. Since starting the
park hospitality program in January 2017, ambassadors have enhanced the
parks’ atmosphere and cleanliness, while addressing common quality of life
issues. In the first nine months of the program, ambassadors have provided 549
referrals to regional social services. This program is currently a pilot, with a
contracted amount not to exceed $1,015,000 for the two-year period.
West Coast Care
The West Coast Care team engages with new arrivals in Santa Monica, referring
them to regional services or facilitating reconnection to friends and family via
Project Homecoming. In FY2016-17, WCC reported 10,650 duplicated contacts
with people who were homeless. Of those, 298 individuals were assisted with
permanent housing with friends or family or other housing programs. WCC also
accompanies the Santa Monica Police Department on joint engagement efforts
and makes daily contacts with individuals in the jail facility to connect homeless
individuals with services.
Project Homecoming
Project Homecoming is the City's family and friend reunification program, available for
use by any City-funded homeless program. Started in 2006, it reconnects homeless
individuals who are not eligible for local programs with their families and friends who
can provide housing and support as an effective means of ending their homelessness.
In FY 2016-17, Project Homecoming assisted 181 individuals with transportation
to a willing and supportive host home at an average cost of $300.
Follow up contact by case managers indicated that 99% arrived at their
destination and 53% remained housed when they were contacted at least three
months later.
Changing Population
In recent years, Santa Monica's homeless population has shifted to become largely
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people who are newly arrived in the city and not actively engaged in services. This shift
has challenged the City's homeless policies and practices, which are built to serve long
time local homeless individuals with intensive care management, interim housing and
permanent supportive housing. The flow of new arrivals is reflected in results from
surveys of homeless individuals conducted in 2017 in which 49% reported being
homeless in Santa Monica for less than six months, a slight increase from the 46%
reported in 2016. This increase in street homelessness, felt sharply by both residents
and visitors, puts enormous strain on first responders as well as the City’s public
spaces, including our libraries and parks. Building new approaches to address these
changing conditions falls under the Strategic Action Plan concept of focusing on the
smart deployment of local resources. The following outlines the impacts and some of
the strategies to maximize existing and new resources being dedicated to address
homelessness in our community.
New Effort - Outreach
To address the increase in homelessness regionally, Measure H funds are being used
to expand outreach countywide. Given that SPA 5 is a large area, spanning north to
Malibu, south to Playa del Rey and east to Beverly Hills, current and proposed CES
outreach alone is insufficient to cover Santa Monica with the level of consistency
required to impact local public spaces. Therefore, staff is proposing to use a significant
portion of one-time funds to create a surge of outreach teams - partnering with the
County and local non-profits - using different staffing configurations to pilot different
approaches in City parks and libraries. The goal is to create a highly visible increased
presence in targeted geographic areas. Teams will proactively engage homeless
individuals, triage their needs, and connect them to appropriate resources, with a heavy
focus on leveraging county programs. These teams will also coordinate with first
responders, helping to identify behavioral issues that could result in 911 calls, creating a
presence to mitigate illegal activity and ensuring homeless individuals are aware of
regional services. Implementation actions are discussed in the Next Steps section of
this report.
Santa Monica Police Department
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The Santa Monica Police Department (SMPD) is often called upon by the public to be
the first point of contact for people experiencing homelessness. SMPD responds to an
average of 350 calls per day and 40-50% are homeless related.
SMPD has a long history of treating homeless people, people with mental illness, and
other individuals in crisis with compassion and dignity. SMPD works collaboratively with
the City’s Human Services Division (HSD) and regional partners to develop
comprehensive strategies to improve the state of homelessness in the city. There is no
“one size fits all” method to address homelessness and enforcement of criminal laws
alone is not the answer. However, in order to effect meaningful change within the
community, law enforcement recognizes proactive strategies, coupled with coordination
of services, are key to lasting impacts. While compassion and understanding are key to
building trust with people who are homeless and those who assist them, enforcement
that is compassionately and incrementally applied, with the constant emphasis of
supportive services or family reunification, also builds trust and has been the foundation
of SMPD’s Homeless Liaison Program (HLP) Model.
Homelessness has increased to concerning levels and warrants a department-wide,
coordinated approach to affect positive change. Strategic engagement by teams of
officers, targeting specific areas and issues, has historically shown positive results.
Increased engagement efforts, buttressed by sound analytics, will be the department’s
focus and part of daily department wide efforts. All deployments and specialized units
have been provided with information surrounding homeless issues within their areas of
operation and have been enlisted in the department-wide effort. The HLP Team’s
staffing will be increased to provide seven-day coverage and further augment
coordinated engagement. Adding to these efforts are two co-located Department of
Mental Health (DMH) personnel who partner with the HLP Team and patrol officers to
provide mental health outreach and assist in streamlining DMH services.
Departmental data related to homelessness will be an integral part of weekly Command
Staff meetings, biweekly Crime Reduction meetings, and daily roll call briefings. New
technology has been procured and will be deployed by all field personnel to obtain key
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information and determine department effectiveness. Training curricula has been
developed for staff and community awareness surrounding homeless engagement
efforts.
Santa Monica Fire Department
Homelessness is also a complex issue for the Santa Monica Fire Department (SMFD),
which is responsible for responding to all medical emergencies in the City.
In 2016, the Fire Department responded on average to 43 calls for service daily;
a projected 15% of these calls are homeless related.
SMFD paramedics follow strict medical protocols that standardize treatment across
every acute situation. For homeless individuals, untreated chronic medical conditions
can become dangerous and sometimes fatal. The paramedics’ protocol requires
transporting homeless patients to the local emergency room even when shelter,
substance abuse, or behavioral health treatment would be the most appropriate
resource linkage to address the root cause of their condition. The ER will evaluate these
patients, but frequently release the patient after a few hours with no long term plan.
In July of 2017, SMFD responded to 39 patients identified as homeless. Thirty-
one of these patients were transported to the hospital (79%).
Twenty-six of these patients (67%) were transported by EMT’s with Basic Life
Support (BLS), indicating a minor or chronic complaint.
In addition to calls with specific medical complaints or emergency incidents, Santa
Monica's 911 dispatch frequently receives concerned calls from the public about a
person lying on the ground, referred to as a "person down" call. Dispatch will
simultaneously send SMFD and SMPD resources to this “man down” but because the
SMFD responds code 3 (lights and sirens) on these calls, they arrive before the police
and handle the call. In July 2017, the Fire Department responded to 142 “man down”
calls, 51 of which were coded as a homeless patient. Typically, the patient in this
instance:
was sleeping only or has no medical complaint
is experiencing a medical problem and is transported to the emergency room
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walked away prior to the paramedic’s arrival, or
is under the influence of drugs or alcohol, where SMFD will;
o call for SMPD
o transport to the emergency room if they are so inebriated that they cannot
care for themselves
Intoxicated patients in emergency rooms frequently occupy ER beds for up to eight
hours. When all beds are occupied, the ER will go on “saturation” status, requiring
paramedics to transport patients to the next available hospital. When required to
reroute, paramedics will wait with their patient until a bed becomes available. This “wall
time” renders the paramedic unit unavailable for any other response. During busy days,
there can be multiple SMFD paramedic units on “wall time” simultaneously, greatly
reducing available SMFD resources.
Additional challenges are encountered among patients experiencing untreated severe
and persistent mental illness. These patients' behavior can at times become
unpredictable or dangerous. Still, SMFD is limited to transporting patients to local
emergency rooms, even when an acute psychiatric facility would be more appropriate.
The Fire Department works with other City staff, primarily with the Police Department
and Human Services Division, to coordinate efforts to serve this population. The
paramedics communicate with the SMPD HLP Team and Human Services Division staff
to pursue long-term solutions for the highest utilizers of local emergency resources.
New Efforts - Data Informed Deployment Models
The Fire department is advancing the Action Plan concept of smart deployment of local
resources by using data to evaluate deployment models that more efficiently address
the low acuity calls such as “man down” calls, involving the homeless population.
Additionally, we are exploring how to integrate a multi-disciplinary approach that adds a
social worker at high impact stations to provide people with options into service at the
point of interaction. We are activating a new software program that allows us to use
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data to predict needs by area and time of day, and maintain our response times.
New Efforts - Data Sharing for Improved Coordination
Helping individuals connect to appropriate care requires the timely availability and
sharing of information. First responders are in the field 24/7 while service providers and
Human Services staff are only available during business hours. To bridge this gap,
Milken Institute, a leader in social innovation, convened the City and Akido Labs, a
startup company developed out of an interdisciplinary collaboration between University
of Southern California's Keck School of Medicine and Viterbi School of Engineering, to
develop mobile technology and data governance procedures to allow first responder
services to share information.
This mobile platform will allow first responders to interact with homeless individuals
more effectively by providing real-time data to enable better referrals, facilitating direct
communication with care planners and treatment teams, and allowing quick access to a
holistic picture of contacts. Akido is currently in the discovery phase, interviewing staff,
first responders and technical experts. A draft governance policy is expected by the end
of 2017 and a working pilot is expected in April 2018.
Santa Monica Public Library
The Santa Monica Public Library is advancing concepts identified in the Action Plan to
ensure effective, safe and respectful use of the Library as part of improving community
wellbeing related to Place. While outreach teams and first responders coordinate to
manage homeless behavior and connect with individuals in open spaces, the Santa
Monica Public Library is developing innovative support and interventions to address
homelessness within the Main Library and four branch libraries. The Main Library is
open seven days per week for a total of 63 hours per week, and each branch is open 6
days per week for a total of 49 hours per week. Last year, over 1,250,000 people visited
a library location; 800,000 of which visited the Main Library’s 104,000-square-feet
facility. With the amount of volume and activities available at the libraries, both staff and
public have noticed an increase in behavioral challenges and incidents.
Approximately one out of every four comments from the public received by library
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staff recently involve concerns around homelessness.
Informal counts by Library Service Officers (LSO's) over a 10-day period found
an average of 50-60 homeless patrons visit the Main Library each day.
Over the course of two weeks in August 2017, non-incident data revealed that of
the 775 rule violation interactions, approximately 58% (or 451) involved homeless
patrons.
In order to improve and enhance the presence of LSO’s, additional LSO staff is
required.
The Library is currently implementing a number of approaches to address the needs
and concerns of the community. The Library is focusing on a comprehensive approach
to address the complex issues of homelessness and mental illness, while also
maintaining a balance of being open and accessible, especially for those who need our
services the most. We continue to learn from our neighbors at Los Angeles Public
Library (LAPL), Los Angeles County Library, Glendale Library and Pasadena Library
about their programs addressing homelessness, including The Source at LAPL, weekly
drop-in service programs at LA County, and social/outreach workers at Glendale and
Pasadena Libraries.
The Library offers unique opportunities for non-traditional outreach and engagement
efforts, creating opportunities to bring services to the places where homeless people
spend the day. Since July 2016, with support from the Human Services Grants
Program, an Outreach Specialist from The People Concern visits the Main Library three
times a week and various branches once a week to directly connect with homeless
library patrons. In FY2016-17, the Community Outreach Specialist contacted 408
unduplicated individuals, providing information and linkages to local and regional
resources. In addition, the Library has engaged with the Department of Mental Health
(DMH) to set up a monthly informational table at the Main Library lobby.
New Effort - Pop Up Resource Fair
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In October, the Library in partnership with the Human Services Division hosted its first
“Pop-Up Resource Fair,” which invited homeless patrons visiting the library to connect
with six local and regional agencies including Chrysalis, St. Joseph Center, and LA
County Departments of Mental Health and Public Health. More than 40 homeless
individuals participated, receiving referrals and same-day services including County
benefit applications and Hepatitis A vaccinations. Another event is being planned in the
coming months.
New Effort - Additional LSO’s and Clinical Social Worker
In addition to on-site services, the Library Services Officer (LSO) team is working to
increase visibility on the library floor and coverage for all branches. With five locations
open to the public for 259 hours per week and a team of five full-time LSO’s, staff find it
challenging to achieve optimal coverage and support for all locations, even with the use
of as-needed staff. Funding set aside by Council on October 24th to address
homelessness will be used to fund two additional full-time LSOs on an 18-month limited-
term pilot, which will be evaluated for effectiveness at the end of the term. The new
LSOs will be directly assigned to the branches as a point of contact for staff questions
and concerns. The Library will also be connecting more often with the Police
Department to provide appropriate, consistent training for the LSO Team and a
collaborative approach to handling issues that happen both inside and outside of the
Main Library. In addition, Library staff is currently reviewing the Library Rules of
Conduct and will be making recommendations on how to best approach behavior
infractions in a consistent way. This staff team, which consists of frontline and branch
staff, supervisors and LSO’s, provide different perspectives on how these rules can be
used as a tool to create an open, welcoming environment for all visitors.
While connections with various local agencies on a semi-regular basis has helped the
Library, a full-time in-house social worker would allow for an increased amount of
service delivery inside the Library. This person would also provide ongoing training for
staff at all levels on how to interact, refer, and empathize with individuals who are
suffering from homelessness or mental illness. The Library is reaching out to other
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systems that staff a similar position, including San Francisco, Richland, and Denver
Public Library systems. One-time funding approved by Council on October 24, 2017 will
be used to fund this position as a one-year pilot.
New Effort - Homelessness Training for Library Staff
An additional staff engagement piece is the roll out of the “Homeless Library” training
module. This online training, conducted by Ryan Dowd and used by a number of library
systems across the country, will be available to both permanent and as-needed staff
shortly. The roll-out will include intentional conversations around specific videos, which
cover library-related issues and concerns around homeless patrons. The Library has
also partnered with LA County Department of Mental Health to provide Mental Health
First Aid training to staff.
New Effort - Community Training on Homelessness
The Action Plan also calls out the importance of activating city and community
stakeholders through training to collectively address homelessness. Supporting staff
who encounter homeless people during the course of their daily job duties is an
important component to effective engagement. To that end, the City is developing a
community-wide training strategy, funded by LA County Measure H funds through the
United Way of Greater Los Angeles. The City is currently soliciting proposals for a
consultant to develop a comprehensive, modular, scalable training curriculum that could
be used by staff at all levels, local businesses and community groups to inform safe and
effective ways to approach people who are homeless, engage in meaningful dialogue,
make appropriate service referrals and manage anti-social behavior. A training plan and
curriculum are expected to be completed by June 2018.
Care Management and Supportive Services: Navigate/Motivate/Support
The success of outreach and engagement is contingent upon the availability of robust
case management services and an interim housing system once an individual agrees to
services. This "middle" portion of the service delivery system provides homeless
participants with support to secure government documentation, determine program
eligibility and complete rental applications for housing. Highly vulnerable individuals are
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connected with short-term housing options while waiting for permanent housing to be
available. This is also a time for people, both sheltered and unsheltered, to receive
treatment for physical and behavioral health issues. While the City embraces the
Housing First approach, the shortage of appropriate permanent housing options
regionally makes long waits for housing the norm. This reality also makes it necessary
to pursue and implement short-term housing options as well as supportive services to
those who are not yet permanently housed.
The combination of longer waits for housing and more people in need is overwhelming
the middle portion of the homeless system. Trends in service delivery, based on
program enrollments and exits recorded in the City’s Homeless Management
Information System database, illustrate the system is unable to match demand.
Within City-funded programs, since 2013, there has been a steady decline in new
enrollments in case management and interim housing programs, with a drastic
reduction of new enrollments in 2016 of nearly 45%.
At the same time, the number of active clients in programs remains about the
same, while the number of clients exiting programs to housing has dropped 20%.
Of those entering programs, over 80% are entering directly from the streets or
places not meant for human habitation - an increase of 11% over 2015.
For people who are experiencing homelessness for the first time, whose situation is
largely caused by economic issues or who have well-developed resiliency skills, their
experience in the system may end with engagement. An effective outreach worker may
assess their situation and be able to connect them to existing local or county resources
that the household is able to navigate successfully without additional assistance, or they
may need only one or two case management meetings to get themselves on the path
out of homelessness. The County is investing heavily in Rapid Rehousing programs for
this sub-population; these programs provide short and medium term rental assistance
(up to 18 months) in order to divert these households from the shelter system, keeping
those beds available for higher need households.
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However, the City's homeless population is largely single adults, the majority of whom
are chronically homelessness and have numerous barriers to navigating the service and
housing system. Many chronically homeless individuals struggle to use shelters. In
addition, these highly vulnerable individuals tend to cycle through very high-cost
interventions such as first responders and emergency rooms. Therefore, they require
much more intensive and long-term supportive interventions, including treatment and
services that are delivered to them in the streets.
Care Management
The City has long prioritized the most vulnerable individuals for the limited local
services, shelters, and permanent housing resources. This approach has been adopted
nationally by the U.S. Department of Housing and Urban Development (HUD) and
county-wide as "Coordinated Entry". Since 2013, county-wide Coordinated Entry
System (CES) investments have focused on assessing as many people as possible.
Recently, under the County's Homeless Initiatives, expanding CES is a top priority,
including bolstering supportive care through the addition of housing navigators, care
coordinators and benefits enrollment specialists necessary to move people from the
point of engagement into permanent housing.
The City's Human Services Grants Program focuses on services that fall in the middle
of the continuum of care, ensuring that individuals identified by City partners and first
responders have the intensive services needed to move them from the streets into
housing. As described earlier, the HSGP does not directly fund outreach services.
Rather, it funds case management (individuals are assigned to a specific case
manager, who is responsible for coordinating all aspects of their care and housing plan),
mental health and substance use disorder treatment, primary health care, legal
services, employment support, benefits advocacy and other supportive care, in addition
to short-term beds. In FY 2016-17, the HSGP programs that provide case management
and interim housing to people who are homelessness served:
1015 total duplicated clients (clients may have accessed multiple programs)/ 728
unduplicated
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466 duplicated Santa Monica participants / 339 unduplicated
47 unduplicated clients report being veterans
59% identified as male, 40% identified as female, 1% identified as transgender
Local Service Capacity
This robust local capacity and comprehensive infrastructure coupled with highly
sophisticated non-profit providers makes Santa Monica programs and facilities the hub
of regional services in SPA 5. While Santa Monica’s approximately 92,000 residents
represent 14% of the overall population of SPA 5, we provide a much larger percentage
of the service infrastructure. For example, according to the Los Angeles Homeless
Services Authority Housing Inventory Chart for 2017, SPA 5 has 687 emergency and
transitional housing beds (excluding those on the VA campus), of which 275 (40%) are
located in Santa Monica. Narrowing that inventory to programs that serve single adults
only, the percentage of single-adult SPA 5 beds located in Santa Monica increases to
53%. This is in addition to 125 substance use disorder treatment beds for homeless
individuals available in Santa Monica that are not recognized in the county's homeless
bed inventory. Of the 728 unduplicated homeless individuals served by HSGP-funded
homeless programs in FY2016-17, 47% were eligible for City-funded services. In total
these facts illustrate the contribution of local services in serving the needs of the region.
As the City and the County embark on increased outreach and engagement, it will be
important to monitor the impacts on the current case management capacity and shelter
capacity. City staff will be tracking outreach contacts and referrals to services,
identifying individuals eligible for City-funded services, coordinating with the County and
SPA 5 representatives to divert ineligible individuals to non-City resources, and
monitoring the system capacity locally.
Multidisciplinary Street Teams
One way to address this gap between engagement and case management is through
the use of multi-disciplinary street-based teams that merge the traditional roles of
"outreach" and "case management" as well as comprehensive health and behavioral
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health services delivered by one team directly in the field. By bringing support services
out of offices and directly to individuals on the streets, engagement occurs
simultaneously with the delivery of services, rather than as a pre-cursor to a referral.
The team then also stays with the client throughout the housing placement process,
eliminating the need to hand-off clients from one team to another, which can disrupt the
trust built by outreach teams with the individual. This service delivery strategy is
relatively new compared to traditional service models and is less researched than
existing approaches. Proving the efficacy of multidisciplinary models to stabilize and
connect homeless individuals to housing is a concept included in the Strategic Plan and
implemented through the City’s new Homeless Multidisciplinary Street Team (HMST).
The HMST serves the highest utilizers of local emergency service resources by meeting
their complex needs with street-based interventions delivered by a skilled team of
interdisciplinary professionals. A 2016 report released by the LA County Chief
Executive’s Office revealed that nearly $1 billion was spent in FY 2014-15 providing
public services to homeless single adults, with more than 50% of public service costs
(including arrests/jail stays and medical/behavioral health hospitalizations) expended on
the top 10% of high utilizers.
Since launching in September 2016, the HMST has engaged 26 chronically homeless
individuals who have been identified by City staff and local hospitals as the highest
utilizers of emergency services in Santa Monica. The team, operated by local nonprofit
The People Concern (formerly OPCC), is staffed by a licensed clinical program director,
psychiatrist, physician assistant, clinical case manager, substance abuse clinician,
housing case manager, and peer support specialist. The team delivers medical and
behavioral health interventions on the streets or wherever clients may be located-
including jails, hospitals, courtrooms, or libraries. The team is currently funded though
FY 2018-19 with a mix of one-time funds from the City and discretionary funds from LA
County Supervisor Sheila Kuehl's office.
In the first year of its operation, the HMST has taken 19 of the 26 individuals off the
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streets, representing more than 200 collective years of homelessness. Six participants
have been placed into permanent supportive housing. The team has enrolled five clients
in the City’s Homeless Community Court (HCC) program. In addition, the HMST
interfaces closely with social workers at local hospitals, providing timely field-based care
to connect clients to outpatient clinics and curb the costly revolving door of paramedic
transports and emergency room visits. One client, with over 300 emergency room visits
prior to connecting to the HMST, is now stably housed with her mother appointed as her
conservator to ensure that her housing, treatment, and financial needs are met. The
client has not had any contacts with first responders or local hospitals since
reconnecting with her family.
The HMST engaged with another client during a lengthy incarceration in the LA County
Jail. Through building relationships and persistent advocacy, the HMST coordinated this
client’s release to one of The People Concern’s interim housing facilities, where the
client is actively participating in integrated services and pursuing permanent housing
opportunities. The client had approximately 15 arrests and 50 citations in Santa Monica
in the five years prior to engaging with the HMST. Since participating in services, this
client has remained free from legal issues and is on a path toward permanent housing.
The City’s Action Plan calls out the smart deployment of local resources to inform the
shift in the City’s outreach strategy towards addressing impacts of homelessness in
public spaces. Staff is recommending the use of one-time funds to pilot an additional
multidisciplinary team, using the county’s C3 (County/City/Community) team model.
These teams are staffed similar to the HMST, but rather than being assigned specific
individuals, the team is assigned to a specific area where they do generalized outreach,
identify the most vulnerable individuals in that area, and engage those individuals with
field-based treatment and clinical interventions in order to get them into stable housing.
LA County has existing non-profit vendors with whom they hold contracts for C3 teams.
By contracting with LA County as the sole-source provider of C3 teams, the City can
expedite the implementation of a new C3 team locally by leveraging the existing
contractor capacity, vendor selection process and staffing capacity.
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The RAND Corporation will evaluate the model, looking at the HMST’s clients and a
comparison cohort, to identify efficacy and outcomes as well as costs and cost
avoidance benefits.
Homeless Community Court
Despite the best outreach efforts, some people cannot successfully engage in services
and treatment without external motivation. For the most difficult to engage who are
frequently contacted by SMPD due to criminal behavior, Homeless Community Court
(HCC) offers a vehicle for enrolling in services as an alternative to jail. Though voluntary
participation in HCC, homeless individuals are connected to an HSGP-funded case
manager, treatment and housing options. Since the program's inception in 2007, 290
chronically homeless individuals have participated in HCC, with 176 graduating the
program, and 116 graduates exiting to permanent housing.
Permanent Affordable Housing and Homeless Prevention: Place/Sustain/Maintain
The key to ending and preventing homelessness is providing quality affordable housing.
The City has a number of strategies that support moving people from the streets into
permanent housing, as well as services to provide stability and housing retention. The
Action Plan proposes further studying the effectiveness of services to support housing
retention among formerly homeless and other vulnerable populations.
Flex Funds
While adopting the Housing First approach, the City recognized that federal housing
subsidies did not cover expenses to move people into apartments such as security
deposits, application fees and basic furnishings. In 2006, the City designated funding
that could be used flexibly for "whatever it took" to move someone into a home. When
the funding from the federal American Recovery and Reinvestment Act (ARRA) expired
in 2012, these "Flex Funds" were used to continue to provide short-term rental
assistance, back rent and utility payments for local low-income renters at imminent risk
of eviction. Flex Funds are accessed only through City-funded service providers,
ensuring that financial assistance is paired with case management and legal services
that aids the participant’s success in maintaining/securing their housing.
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In FY 2016-17, Flex Funds helped 51 households and totaled $52,031.
Half of the assistance was for short-term rental assistance and the retention rate
for all households is 100%.
FY 2017-18 first quarter requests are twice the number last year and the majority
of these requests are for move-in assistance for homeless individuals.
Senior Housing Task Force
The City's Senior Housing Task Force, established in 2015, serves low-income older
adult renters who are at immediate risk of eviction due to hoarding, health or cognitive
issues. Supporting this population to remain housed is critical. Providers meet seniors at
home to check for safety, hoarding, wellbeing and any resources needed to keep their
current housing. The Task Force meets monthly and brings staff together from the City
of Santa Monica and local non-profits to develop a plan to retain housing for vulnerable
seniors. Plans often include benefits advocacy, care management, home modifications
or legal representation. Task Force agencies can draw from a reserve of City Council
jumpstart funds to pay for decluttering and deep cleaning services to quickly address
hoarding conditions to keep clients housed. Since inception, over 40 longtime Santa
Monica residents have been served through Task Force coordination. One hundred
percent have avoided eviction and homelessness, remaining in-home or moving to
higher levels of care to support their wellbeing. Participating City departments include:
Fire, Code Enforcement, Rent Control, Police, City Attorney’s Office, and Housing.
Legal Services for Tenants
Preventing homelessness often requires legal intervention. Legal Aid Foundation of Los
Angeles (LAFLA) provides legal advice, eviction defense and anti-discrimination
intervention for low-income residents as part of the Human Services Grants Program. In
FY 2014-15, funding was added to the contract to provide eviction prevention and
tenant harassment assistance for 200 residents. In addition, housing-related legal
concerns reported to the City Attorney's Office are tracked and referred via Human
Services to LAFLA for their review and follow-up. In FY 2016-17, LAFLA's year-end
status report indicated that 145 residents received eviction prevention counseling.
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New Effort - Preserving Our Diversity (POD)
Implementing programs which assist people with remaining in their homes is more cost
effective than re-housing them once they have become homeless. One pilot program
aimed at preventing homelessness was approved by Council in July 2017 and began
implementation in November. Known as the Preserve Our Diversity (POD) program,
POD is targeted to 26 extremely low-income senior households (i.e., income of less
than $18,950 for 1-person household) who are currently paying more than fifty percent
(50 %) of their income toward rent. The program provides a monthly subsidy to
households to increase after-rent income to an amount sufficient to cover basic needs
including food, healthcare, and transportation. The subsidy amount adheres closely to
the Elder Index model (developed collaboratively by UCLA and the Insight Center for
Community Economic Development). At the end of initial pilot period, staff will evaluate
the effectiveness of the program and report findings to Council. The Housing Authority
created new protocols for the federal HOME program, which provides a voucher for
households at risk of losing their housing but not eligible for the Continuum of Care
Program. Twenty-five new HOME vouchers were issued to these households to prevent
homelessness.
Support for Low-Income Households
Another program that promotes greater housing and income stability for low-income
households is Family Self-Sufficiency (FSS)/Housing Self-Sufficiency program (HSS).
FSS is a federally funded program administered by the Santa Monica Housing
Authority. The program provides a vehicle for households with a Section 8 voucher to
become gainfully employed and establish a 5-year goal to be independent from welfare
assistance. Increases in rent that would be adjusted from earnings are placed in an
escrow account to be used for household goals upon completion. FSS families in this
program receive services such as child care, transportation, education job training,
employment counseling, financial literacy and homeownership counseling that are
provided by St. Joseph Center through the Human Services Grant Program. In FY
2016-17, 45 participants were enrolled in the program and all remained permanently
housed. Three graduates received a combined $50,000 from their escrow accounts.
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The HSS program serves low-income families who do not have Section 8 vouchers
through the Santa Monica Housing Authority but are vulnerable and at risk of
homelessness. These participants are also paired with St. Joseph Center case
management for as long as they need it to achieve self-sufficiency. While these
households are not eligible for the FSS escrow account, the City offers short-term
financial assistance to help with rent, utilities and other critical expenses through Flex
Funds. In FY 2016-17, 70 residents were served and all but one participant remained
permanently housed.
Permanent Affordable Housing
Housing persons who are homeless requires more permanent affordable housing, as
current demand exceeds supply. Increasing the supply of affordable housing stems
from the investment of public funds (i.e., capital subsidies), as well as inclusionary
zoning programs (i.e., requiring a percentage of newly-constructed housing to be
affordable). Formerly homeless persons are housed in both publicly-subsidized
developments (owned by non-profits), as well as in inclusionary housing (owned by for-
profits). Typically, persons who are homeless are extremely low-income (below
$18,950/yr.) and require rental housing vouchers, even in ‘affordable’ housing.
Additionally, not all persons who are homeless need the same level of supportive
services. Therefore, affordable housing created by both non-profits and for-profits can
benefit a range of persons who are homeless.
Rental housing vouchers may be ‘attached’ (known as ‘project-based vouchers’) to
buildings to provide income to operate the building and supportive services. For
buildings that require more intensive or specialized support services, capital
development funds are complemented by programmatic operating support through
federal, state and local funding, including the City's Human Services Grants Program.
New revenue from Santa Monica’s Proposition GSH, approved in November 2016, will
provide funding to create more affordable housing. A portion of those funds could be
allocated to developing permanent affordable housing targeted to persons who are
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homeless (known as ‘supportive housing’). The Housing Division is currently drafting a
multi-year plan for the use of housing trust funds, including GSH revenue. The plan will
be made available for public comment, as well as advisory input from the Housing
Commission, and then presented to the City Council for review and approval.
City affordable housing trust funds have provided approximately $25 million in capital
funding to develop five permanent supportive housing buildings containing 136
apartments for homeless households. Additionally, a Housing Trust Fund loan was
approved this month for the future development of a new supportive affordable housing
development for eight homeless young adults (18-24 year olds).
Housing Development - New Regional Partnerships
The City has funded five permanent supportive housing developments in Santa Monica,
and transitional supportive housing in West Los Angeles and Culver City. In support of
Council's Strategic Goal, taking a leadership role in regional efforts to address
homelessness, Housing staff recently presented a recommendation to the Housing
Commission to use locally allocated federal funds to support rehabilitation of a
permanent supportive housing development in Venice, in exchange for designating
three apartments for Santa Monica homeless residents. Housing staff will be coming to
Council on December 12, 2017 for authorization to advance this unique regional
partnership with Venice Community Housing Corporation. Opportunities for newly-
constructed permanent supportive housing could be prioritized to increase the supply of
this affordable housing type, whether in Santa Monica or in the region.
Housing Vouchers
The Santa Monica Housing Authority administers Continuum of Care (CoC) vouchers
which target chronically homeless households from Santa Monica. Voucher holders with
service support find an apartment in Santa Monica and access services as needed or
reside in supportive housing sites. Administered by the City’s Housing Authority, the
Santa Monica grants total approximately $3.2 million annually and provide for 239
vouchers. Forty-two of the 239 vouchers are linked to two permanent supportive
housing properties and the remaining 197 are dispersed in numerous properties
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throughout Santa Monica. Three local social services agencies (St. Josephs Center,
Step Up on Second, and The People Concern) provide support to the CoC program
participants. Furthermore, the Housing Division employs a contract licensed clinical
social worker to assist with coordination between landlords, tenants, and social service
agencies. The 197 ‘tenant-based’ vouchers conceptually facilitate greater housing
choice, however, this ‘choice’ means having to compete for vacant apartments in the
open market.
New Effort - Enhancing the Value of Housing Vouchers
A key challenge to the success of the CoC program has been the gap between market-
rents for most of the City’s housing stock and the maximum rental subsidy allowed
under the program. Such disparity, typically amounting to hundreds of dollars, limits the
effective choice of housing for program participants. Property owners are key to the
success of the CoC program, so a pilot program is underway to incentivize property
owners to participate in the voucher program. Council approved the pilot program,
known as Housing Opportunities Using Subsidy Enhancements (HOUSE), in 2016
(Attachment H). The HOUSE program provides: 1) a $5,000 signing-bonus for qualifying
apartments; 2) loss mitigation up to $4,000 per apartment for actual rent losses and
repairs beyond normal wear and tear; and 3) dedicated staff support to assist landlords
and coordinate with social services agencies. Furthermore, during 2016, the Housing
Authority successfully petitioned the federal government to allow Santa Monica to
increase its voucher payment standard, which made the voucher payments more
attractive to landlords in the housing marketplace.
New Effort - Graduating from Permanent Supportive Housing
The Housing Authority created a graduate program for existing Continuum of Care
voucher holders who currently reside in supportive but no longer need the level of care
that they originally did. Qualified stable tenants would ‘graduate’ from housing which
has intensive case management and move to less service enriched subsidized housing
developments targeted to them. The graduate program will consider a limited number of
graduates to be eligible for a Section 8 voucher. With a Section 8 voucher to move
anywhere, the tenant vacates the service enriched supportive housing apartment
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making it available for a new tenant who needs the services. A new housing
development intended for occupancy by CoC graduates was acquired by a local
nonprofit in 2016 using City housing trust funds and is currently undergoing
rehabilitation. Completion of rehabilitation is anticipated for the first quarter of 2018.
Outcomes of this approach will be evaluated, and if successful, the strategy could be
further implemented.
Regional and Local Coordination: Policy/Planning/Collaboration
Homelessness is a regional issue that requires resources and scale beyond any single
jurisdiction. Throughout LA County, critical physical health and behavioral health
services are provided though county departments of mental health, public health and
health services, who are tasked to care for the 88 cities and unincorporated areas of the
county. Affordable housing, shelter and services are unevenly distributed in the region
and require a mix of funding from federal, state and local sources, both private and
public. Solutions, therefore, must be reflective of this diverse set of regulations,
expectations and priorities, and coordinate across agencies and jurisdictions.
Regional Participation
The City participated in the development and implementation of a number of the county-
wide homeless strategies adopted last year, and continues to be involved in planning
and oversight of the County’s Measure H investments as a member of the Regional
Homelessness Advisory Committee, which is managed by United Way of Greater Los
Angeles and the Los Angeles Homeless Services Authority. Staff also actively engage
in the Westside Cities Council of Governments’ newly restored Homelessness Working
Group, comprised of representatives of Santa Monica, Culver City, Beverly Hills, West
Hollywood, City of LA Council Districts 5 and 11, County Supervisorial District 3 and
State Assembly District 50. Furthermore, staff attend quarterly meetings organized by
the County’s Housing Authority and including many regional housing authorities, to
enhance coordination and information sharing among housing authorities.
New Effort - Senior Advisor on Homelessness
In order to continue actively engaging with a growing number of county and regional
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partners in ever-accelerating homeless efforts, the City is investing in a Senior Advisor
on Homelessness. The Senior Advisor will ensure the City is participating in policy and
resource discussions regionally, while facilitating coordination across City departments.
While relying on and building upon the expertise of existing staff who have worked
diligently to address, implement and innovate in this arena, the Senior Advisor will also
support departments as they implement the activities outlined in the strategic goal
team’s Action Plan.
New Effort - SaMoStat
Each of the Council’s strategic goal teams have developed Action Plans, which are the
focus of monthly SaMoStat meetings. SaMoStat launched in June, 2017, with the City
Manager convening department heads and strategic goal team members to identify
tangible actions whose impacts can be measured using existing data sets. Each month,
the team reviews data from the previous month’s activities, identifies internal procedural
and resource barriers to tackle, and sets goals for the following month. The objective of
SaMoStat is to use data to take quick action that is relentlessly evaluated in order to do
more of what works and change what does not. The homeless strategic goal team has
participated in four SaMoStat meetings through November 2018.
New Effort - Homelessness Steering Committee
While the City continues to make addressing homelessness a priority, the issue itself
requires active engagement and support from the entire community to bring about
meaningful change. Activating community stakeholders is a concept included in the
Action Plan framework and depicted in Attachment I. Efforts are underway through the
emerging Santa Monica Homelessness Steering Committee to coordinate and develop
community-wide action steps to address the impacts of homelessness and the needs of
people living in parks and public spaces. The committee is comprised of representatives
of City departments, City Council, the business community, faith partners, non-profit
service agencies, offices of county and state elected officials, City commissions, people
with lived experience, and people who live and work in the city. The committee seeks to
engage all segments of the community and invite them to participate in specific actions
to improve public safety, enliven parks and advocate for adequate behavioral health
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care and housing options. In addition, GOOD Worldwide is developing a public
education and engagement campaign to inform residents and visitors of efforts to
address homelessness and activate public involvement in solutions.
Update on VA West LA Campus
The West LA VA Master Plan includes the proposed addition of 1,200 units of
permanent supportive housing for homeless veterans. In 2015, Building 209 re-opened
after significant reconstruction to house 65 homeless veterans, with Step Up on Second
providing on-site supportive services. Buildings 208 and 205, located in the same
courtyard with 209, are currently being renovated to produce another 100 units of
permanent supportive housing. These three buildings were identified as possible assets
for homeless vets in a 2004 review by the WLA VA, and designated as housing for
homeless veterans by the Department of Veterans Affairs in 2007. The City has actively
advocated for the development of these buildings for use as therapeutic housing for
homeless vets since 2005.
NEXT STEPS
The increases in street homelessness locally and regionally have created a community-
wide crisis. The City alone cannot address the needs and impacts of every person
experiencing homelessness. The scale and scope of this issue requires renewed
commitments from every sector.
The Strategic Goal Action Plan frames the City’s path forward. The City is committed to
continuing its role in developing, funding and advocating for more services and housing
locally and regionally, in addition to creating opportunities for the community to come
together to participate in designing and implementing solutions. Through community
feedback meetings and the homelessness steering committee, as well as continued
input from business and resident stakeholder groups, the City will continue to evolve its
response, adjusting outreach deployments and reviewing outcomes regularly to address
emerging needs.
City staff will maximize existing resources and apply the new $1.4M in Council-
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authorized funds to deliver additional outreach in public spaces as indicated in the
Strategic Goal Action Plan. Newly activated enforcement strategies are in motion and
upcoming additions to local social service outreach will address community concerns
and reach people experiencing homelessness who are not connected to services. Of
the $1.4M approved by City Council, up to $1,106,897 will be used to fund new place-
based outreach teams. The City will use two parallel processes to rapidly deploy new
outreach teams:
Upon Council approval, CCS will execute a contract with LA County to bring a C3
team to Santa Monica using one of the existing County vendors. The initial
contract, up to $400,000, will provide outreach services in geographic areas
identified by the City. Dependent on contract execution with the County, it is
anticipated a new team could be deployed by February 1, 2018.
Concurrently, in partnership with SMPD and SMFD, CCS will solicit proposals for
outreach solutions from existing City contractors. After a selection process, CCS
will execute one or more contracts up to $80,000 each to test and evaluate
selected proof of concept models. CCS will return to Council for additional
authority to modify contracts for those programs that demonstrate viability.
Contract execution is projected in February 2018 with new outreach staff
deployed by April 2018. If the County relationship, noted above, proves effective,
CCS may expand the County contract up to the full amount authorized for place-
based homeless outreach ($1.1million).
In addition, by maximizing existing resources, a new County grant and remaining one-
time funds approved by Council, City departments are engaged in the following
activities based on the concepts of the Strategic Goal Action Plan:
SMPD has made effective interaction with homeless individuals, including
connecting to non-law enforcement resources, a top priority for all personnel. An
internal recruitment is underway to assign two additional officers to the HLP
Team using existing resources.
The Library, with support from CCS, will be developing a scope of work and
Request for Proposals (RFP) to add a full time Licensed Clinical Social Worker
36 of 38
as a contractor to the Library team. Having dedicated social workers within the
Library is a promising practice that has been implemented by other Library
systems in the country. Approximately $95,000 in one-time funds will be used to
support this position.
The Library is also working with Human Resources to add two additional 18-
month limited-term full-time Library Services Officers. One position is being
funded through re-allocation of existing as-needed LSO hours. Approximately
$188,103 in one-time funds will be used to support the positions and associated
operating costs ($64,430 in FY2017-18, and $123,673 in FY2018-19).
CCS, in partnership with community groups, will continue to advance the Meet
Me at Reed program to activate the space through cultural, recreational, and
community-based classes, programs and events, as well as support events in
other under-utilized parks. Approximately $10,000 in one-time funds will leverage
existing operating funds to support events, marketing and stipends to performers.
Collectively using the SaMoStat model to evaluate available data across
departments, inform new deployment models and targeted interventions, and
establish baseline measures against which to evaluate the impacts of these
interventions.
Continuing to support the development of community action plans through the
homelessness steering committee.
CCS is the lead department coordinating the annual homeless count on January
24, 2018.
The Office of Communications, in partnership with CCS and the strategic goal
team, is launching a homelessness public education messaging by GOOD
Worldwide.
CCS, in partnership with Human Resources and SMPD, is developing a
community-wide training curriculum using a grant from LA County's Measure H
funding via United Way.
Using existing resources, the Library is implementing homelessness training for
Library staff.
The Library, in partnership with CCS, will conduct another Library Pop Up service
37 of 38
event for homeless patrons.
CCS, ISD, SMPD and SMFD will be working with Akido Labs to field test a
mobile data sharing platform for first responders.
CCS and Public Works, in partnership with SMPD, will be evaluating the physical
environment of identified public spaces most impacted by homelessness for
possible modifications to mitigate health and safety issues.
Staff will return to Council as needed to seek authorization to award contracts and
allocate funding as a result of the RFP processes for these new interventions.
VENDOR SELECTION
Staff recommends Los Angeles County to furnish and provide C3 outreach services as
an exception to the competitive process. Per section 2.24.080 (b), the County’s C3
vendors were already procured using their competitive bid procedures.
FINANCIAL IMPACTS AND BUDGET ACTIONS
Acceptance of the $70,000 grant from United Way of Greater Los Angeles requires the
following FY 2017-18 budget changes:
1. Establish a revenue budget at account 20262.410400 in the amount of $70,000.
2. Appropriate $70,000 to expenditure account 202628.579996. All Grant funds will
be expended in FY 2017-18 in accordance with the grant application and all
associated grant conditions and requirements included in the grant agreement.
The appropriation of set-aside funds requires the release of fund balance from reserve
account 1.380258 (Homeless Programs) of $1,181,327 in FY 2017-18 and $123,673 in
FY 2018-19.
An appropriation of $1,116,897 to account 012628.555060 in FY 2017-18 is required for
the following:
$400,000 to award a contract to LA County for the implementation of a C3 team
$706,897 to award contracts of up to $80,000 to selected City vendors for proof
38 of 38
of concept outreach programs and/or additional funds added to LA County C3
contract
$10,000 for community outreach efforts to activate public spaces
Staffing adjustments include a net increase of 1.0 FTE limited-term positions in the
Library Department. This addition requires an appropriation of $64,430 for six months of
staffing in FY 2017-18 and $123,673 for a full year of staffing in FY 2018-19.
Staff will return to Council for additional authority to award and/or modify contracts as
needed. In addition, staff may submit capital improvement projects for key public spaces
that cannot be funded with existing departmental resources for consideration during the
FY 2018-20 CIP budget process.
Prepared By: Margaret Willis, Administrator
Approved
Forwarded to Council
Attachments:
A. Attachment A - Position and Classification Changes
B. Attachment B - SaMoStat
C. Attachment C - May 8, 2017 Information Item
D. Attachment D - Homeless Strategic Goal Team Action Plan
E. Attachment E - October 24, 2017 Staff Report
F. Attachment F - FY2015-19 Human Services Grant Program
G. Attachment G - LA County SPA Map
H. Attachment H - April 12, 2016 Staff Report
I. Attachment I System to Address Homelessness
J. Attachment J - Action Plan to Address Homelessness
K. Written Communications
L. Powerpoint Presentation
ATTACHMENT A
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November 28, 2017
Santa Monica’s
PERFORMANCE
MANAGEMENT
PROGRAM
WHAT ARE WE TRYING TO DO?
HOW WELL ARE WE DOING IT?
HOW CAN WE DO IT BETTER?
WHAT?
What is performance management?
A process of (1) Determining outcomes which benefit the residents of Santa Monica; (2) Developing goals which align with outcomes; (3) Using data to track whether the organization is achieving its goals; and (4) Using data to determine how resources can be deployed to meet goals and whether goals should be modifi ed.
DIAGRAM SHOWING RELATIONSHIP:
OUTCOME GOAL ACTIVITY METRIC(WITH TARGET)
1 2 3 4
What is the Framework?
The Framework is the City’s way of organizing our work around six desired outcomes. It is built on the core beliefs, visions, and structures of The Wellbeing Index and the Sustainable City Plan. Organizing our work in this way allows us to use the tools of Performance Management and the budget process and to track our progress towards common goals and to fi nd ways to more effectively work together to provide services and programs to improve wellbeing in our community.
HOW?
How will departments develop metrics and report on
projects and activities?
With assistance from the City Manager’s Offi ce, departments
will develop metrics for each project which connect back
to one of the six outcome areas. Departments will receive
examples of metrics and developing metrics which align
throughout the organization’s budget framework. SaMoStat
will be a routine process through which strategic goal teams
and departments will report on the status of projects and
activities.
How are the five strategic goals connected to the
budgeting framework, performance management, and
the Civic Wellbeing Dimensions and Sustainability?
The Santa Monica City Council identifi ed fi ve strategic goals:
(1) Mobility: (2) Inclusive and Diverse Community; (3) The
Airport; (4) Homelessness; and (5) Learn and Thrive. These
goals are priority areas for the City of Santa Monica, each
of which includes a goal team with representatives from
several departments. The fi ve strategic goals connect to the
six outcomes of the Framework, which are based on concepts
from the Sustainable City Plan, Civic Wellbeing, and good
governance.
WHY?
Why is Santa Monica developing a performance
management program?
To ensure the work of City departments is aligned with the
achievement of outcomes for the residents of the City of
Santa Monica.
Tim DoddChief Performance Offi cer
Tim.Dodd@smgov.net | 310.458.8301
CONTACT INFORMATION
GOVERNANCE
COMMUNITY
LEARNING
ECONOMIC OPPORTUNITY
PL ACE & PLANET
HEALTH
Community: Foster a safe, connected and
engaged community.
Place and Planet: Protect natural resources
and cultivate an exceptional and resilient built
environment.
Learning: Champion lifelong education
achievement and opportunities for continuous
personal growth.
Health: Nurture opportunities for enriched
physical, social, and emotional health.
Economic Opportunity: Support community
needs through stable, vibrant and diverse local
economy.
Governance: Cultivate a trustworthy and
participatory local government through
equitable, transparent, and effective processes.
ALIGNMENT
Aligning work
efforts (department
operations, citywide
projects, strategic goal
efforts) with a City-
wide outcome.
ACTIVITY
Routine actions
monitored to achieve
specifi c results,
measured in numbers
or percentages.
KEY WORDS
INDICATOR
A metric used to track
performance towards a
stated goal or outcome.
MAPPING
Process of connecting
department programs
and activities with
City-wide outcomes.
BENCHMARK
A standard point of
reference developed
based on historic
precedent and scientifi c
evidence utilized to
develop a target.
GOAL
A specifi c objective
that an organization
is working to achieve.
Metrics are used to
monitor an organization’s
progress in achieving a
goal.
SIX CITY-WIDE OUTCOMES:
TARGET
A specifi c numeric value
or percentage connected
to a metric. Identifi ed
through a process of
benchmarking.
OUTCOME
An ideal state an
organization is striving
to achieve.
METRIC
A number or percent
utilized to determine
whether an organization
is working to achieve
its overall goal. Metrics
include a target, or the
number or percent, based
on past precedent and
scientifi c evidence.
PROJECT
A temporary, unique
action that has a defi ned
beginning and end,
with a defi ned scope
and resources. Success
is measured by the
completion of milestones.
ACCURATE AND TIMELY DATA:
Know what is happening.
RELENTLESS FOLLOW-UP ASSESSMENT:
If it works, do more.
If not, do something else.
RAPID DEPLOYMENT:
Take quick action.
EFFECTIVE TACTICS:
Have a plan.
ACCURATE AND TIMELY DATA:Know what is happening.
RELENTLESS FOLLOW-UP ASSESSMENT:
If it works, do more.
If not, do something else.
RAPID DEPLOYMENT:Take quick action.
EFFECTIVE TACTICS:
Have a plan.FOUR TENETS OF THE STAT APPROACH:
Information Item
1
Date: May 8, 2017
To: Mayor and City Council
From: Karen Ginsberg, Director of Community and Cultural Services
Subject: Local Homeless Efforts in a Regional Context
Introduction
Santa Monica’s long running local investment in permanent solutions to address
homelessness has produced a sophisticated, collaborative approach effective in
transitioning highly vulnerable individuals off the streets and into housing. Unfortunately,
the scale of the regional homeless crisis has pushed Santa Monica’s homeless service
system beyond its tipping point, contributing to increases in street homelessness. What
used to be an issue for a few isolated communities is now so ubiquitous that the public
has responded with unprecedented support for new sources of revenue specifically for
homeless services and affordable housing, including Measure GS and GSH locally and
Measure H and Proposition HHH for LA County and City respectively. The regional
homeless service system, which includes coordinated outreach, County mental health
and health services, homeless prevention and rapid re-housing programs, family
reunification, shelter and permanent housing, and employment opportunities is poised
to evolve quickly. While investments will be necessary to increase capacity across the
region, locally, new investments should align with Santa Monica’s established policies in
order to serve this community’s needs and to mitigate negative local impacts.
The City’s homeless policies, like its service system, have evolved over many years to
be a reflection of the priorities and needs of this community. Locally, the City should
continue to support long-standing policies and investments and look for opportunities to
leverage regional funds to support current strategies that are proving to be effective
2
such as street-based clinical services, new technology solutions for improved
information sharing, more affordable housing and support to low-income residents at-
risk of homelessness. In addition, the City should continue to advocate for policymakers
to look to the future and fund the long-term housing and clinical services, which are
often provided by the County, and are needed to sustain substantial progress towards
reducing homelessness. LA County is at an inflection point – the decisions made today
both locally and regionally on policy and implementation of new programs will decide if
the curve of homelessness continues to climb or whether strategic investments and
collaborative efforts can turn the tide.
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies.
Background
Santa Monica’s homeless service system has evolved significantly over 40 years and is
nationally recognized as an innovative model that addresses the complex issues that
contribute to long and repeated episodes of homelessness. The City’s significant
investments prioritize solutions that further the best practices of housing first, harm
reduction and assertive case management. Research has proven these strategies as
the most client-centered ways to deliver services and produce better outcomes1.
Despite a comprehensive system that included services and treatment from outreach on
the streets to permanent housing, for many years there remained a sub-population of
long-term entrenched homeless residents. These individuals had multiple conditions
that made navigating the system difficult. The traditional first-come, first-served model of
services – which best served high-functioning individuals who were able to keep
1 Tsemberis, S, Gulcur, L and Nakae, M (2004, April) HOUSING FIRST, CONSUMER CHOICE, AND
HARM REDUCTION FOR HOMELESS INDIVIDUALS WITH DUAL DIAGNOSIS. Retrieved May 2, 2017
from www.ncbi.nlm.nih.gov/pmc/articles/PMC1448313/
3
appointments, follow rules and self-regulate their behavior – was leaving these high-
need individuals on the streets.
In 2004, the City took its first steps towards changing from a first-come, first-served
model to one that prioritizes resources for those specific, highly vulnerable individuals
who generate the most calls to first responders, cycle through local emergency rooms
and are most likely to die on the streets. In consultation with local businesses and first
responders,, the City created the Chronic Homeless Project (CHP). It identified an
initial group of 25 individuals around whom an interdepartmental team representing
Community and Cultural Services (CCS), Santa Monica Police Department (SMPD),
Santa Monica Fire Department (SMFD), the City Attorney’s Office (CAO) and Housing
and Economic Development (HED) alongside nonprofit service agencies partnered to
coordinate efforts to engage and house. The CHP team took “a whatever it takes
approach” to remove barriers to housing and treatment and the lessons learned remain
foundational to the City’s coordinated efforts today.
In 2005, as part of a federal mandate, LA County conducted its first “point in time”
homeless count, which estimated 88,345 people were homeless in LA County during
the last week of January. There was an estimated 6,860 in Service Planning Area 5
(SPA 5). A portion of Santa Monica was included in the count, but the statistical model
used to extrapolate that count did not provide a viable estimate of numbers at a
community level. Locally, in 2005, the City created a dedicated Homeless Unit within
Community and Cultural Services to manage City grants to homeless service providers,
align policy and funding, and coordinate services.
In 2006, to further increase the impact and effectiveness of Santa Monica’s homeless
service system, the City contracted with The Urban Institute to evaluate the City’s
homeless system of care. The Urban Institute studied the City’s per capita share of the
homeless population, geographic size, and local bed inventory, and recommended the
City scale its efforts to a smaller, more targeted capacity that reflected the local need.
Recognizing the need to continue to provide a housing option for people who are newly
4
arrived in Santa Monica, the City launched Project Homecoming, a family reunification
program that to date has housed over 1,900 homeless individuals with family and
friends at a cost of about $226 per person. Also in 2006, the City created a new three-
person Assertive Case Management Team dedicated to continuing the CHP project,
and the Santa Monica Housing Authority received federal funding for 63 new permanent
housing voucher subsidies, for a total of 198 homeless housing vouchers.
In 2007, LA County conducted a second “point in time” count, and estimated 73,702
people were homeless during the last week in January. The report also estimated that
141,737 people experience homelessness at some point throughout the year. SPA 5
estimates placed 6,703 individuals homeless on a single night. However, the 2007
Count utilized a different methodology, making it incomparable to the 2005 results.
Also in 2007, the City, in partnership with LA County Superior Court, launched the
Homeless Community Court to promote engagement in case management, treatment
services and housing as an alternative to jail time for chronically homeless individuals
connected with CHP. Since 2007, over 111 homeless court graduates have moved into
permanent housing.
In 2008, the City reinforced its commitment to serving the most vulnerable homeless
individuals by implementing the by-name Service Registry. Using a standard
assessment tool that provided a numerical vulnerability score, City staff and community
partners interviewed hundreds of homeless individuals over three nights in and around
the downtown area. The Service Registry currently consists of 372 individuals, 324 of
whom are off the streets in interim or permanent housing. Also in 2008, Council adopted
the Action Plan to Address Homelessness, which formally established a Santa Monica
Priority Population criteria for City-funded homeless programs and the concept of “fair
share” which continue to guide City resources and policy today. To continue to house
vulnerable chronically homeless individuals, the Santa Monica Housing Authority was
awarded federal funds for an additional 15 homeless housing vouchers.
5
In 2009, the City of Santa Monica conducted its own homeless count, in conjunction
with LA County. Rather than a statistical sampling of census tracts, the City conducted a
full City-wide visual count. This methodology provides the basis for annual local counts,
allowing for comparisons across time. In 2009, a baseline of 915 homeless individuals
were identified, with 480 unsheltered and 435 indoors in shelters, local hospitals, or the
City’s jail on a single night in January. LA County estimated 48,053 homeless
individuals, attributing the reduction from 2007 to the roll-out of the County’s $100
million Homeless Prevention Initiative (which provided seed funding for Santa Monica’s
Homeless Community Court), as well as a shift to a permanent housing-focused model.
The City has conducted annual counts, rather than the federally mandated bi-annual
counts, since 2009, and LA County has followed suit since 2016. Continuing a
permanent housing focus, the Santa Monica Housing Authority was awarded federal
funds for an additional 25 homeless housing vouchers, for a total of $3.26 million
annually in federal homeless Continuum of Care funding for permanent supportive
housing supporting over 230 households.
In 2010, the regional shifts to Housing First and increased federal allocations of housing
subsidies combined with the local increased coordination of the Service Registry and
the implementation of the Action Plan contributed to a significant reduction in the annual
Santa Monica point-in-time count. That year, 742 individuals were counted, a 19%
reduction.
Between 2010 and 2016, the City’s strategic, collaborative approach and emphasis on
prioritization of the most vulnerable, long-term homeless individuals kept the local
homeless count relatively stable overall, with street homelessness beginning to increase
in 2015 and 2016. During this same period, LA County’s homeless count increased from
a low of 39,461 in 2011 to over 46,874 in 2016. This year’s local results, which will be
presented to the Council on May 9th, show a significant change in the Santa Monica
6
homeless community. The data supports anecdotal experiences and underscores that
the regional homeless crisis is causing acute impacts in Santa Monica.
While the City has evolved its approach to align with the Urban Institute
recommendations and has become more efficient, the City’s infrastructure still bears a
heavy responsibility to the broader needs of the Westside community and LA County.
The County’s overreliance on existing infrastructure places stress upon local service
systems. In order to mitigate the stress caused by County policies, the City’s work
includes advocating for the County to distribute access to services across the region
rather than relying on communities like Santa Monica that are already providing shelter
beds and other facilities. For example, the County’s Winter Shelter model does not
allow participant walk-ins and only provides a limited number of bus pick-up and drop-
off locations from which to access the shelters. This anchors winter shelter users in host
communities that have few, if any, daytime services. Santa Monica was a designated
regional pick-up site for the County’s 2007-08 Winter Shelter bus to the West LA
Armory. Data collected from surveys of Winter Shelter bus users indicated that people
waiting daily for the bus were not originally homeless in Santa Monica. Using this data,
coupled with the City’s significant year-round shelter bed capacity (293), the City
successfully advocated for the County to operate pick-ups at other regional sites that
were otherwise unserved by any shelter infrastructure. In parallel with pushing external
partners to increase access to services, the City routinely looks internally at existing
programs to ensure their relevance and service to the City’s goal of reducing the local
impacts of homelessness. In 2008, the City decided to close the showers operating at
the pier and redirected patrons to the local SWASHLOCK program, operated by
OPCC/The People Concern.2 SWASHLOCK ensures homeless individuals have access
to hygiene services that are provided in a holistic, housing-focused environment.
After scaling the Santa Monica homeless service infrastructure and reallocating
resources towards intensive services and permanent affordable housing, the City
recorded a baseline census of 915 homeless people during the 2009 point-in-time
2 https://www.smgov.net/departments/Council/agendas/2008/20080226/s2008022608-A.htm
7
count. While the City’s coordinated and targeted efforts produced early reductions in
count totals (results)3, progress has slowed in recent years. These increases are likely
due to the size of the region-wide homeless population, which exceeded 46,000 people
in 2016, 75% of whom are literally on the streets, in parks and public spaces (results).4
Santa Monica’s 2017 count results will be presented to Council on May 9th and County
results are expected later this spring.
The service needs of the vulnerable street homeless population are overwhelming
regional capacity and influencing a shift in the profile of the Santa Monica homeless
population to more transient individuals who are new to the city, though most have a
long history of homelessness in other communities. Santa Monica, like the rest of the
county, is feeling pressure from regional street homelessness at unprecedented levels.
In response to widespread and visible street homelessness, LA City and County
adopted aggressive strategies to address the needs of the County’s homeless
population. Voters across the county approved legislation in City of Santa Monica
(November ’16), LA City (November ’16) and County (March ’17) to create new funding
sources for housing (Santa Monica, LA) and services (County) to address the regional
barriers causing, and prolonging, homelessness.
Discussion
As one of 88 cities in a county with the largest street homeless population in the nation,
the persistent regional homeless crisis affects Santa Monica. At the regional level,
homeless service programs successfully rehouse people, but the rate of placement is
dwarfed by the estimated 13,000 people on public benefits in LA County who fall into
homelessness on a monthly basis.5 Relative to the scale and scope of needs of this
population, the supply of homeless services and housing resources is inadequate,
resulting in higher incidences of street homelessness region-wide since 2013.
3www.smgov.net/uploadedFiles/Portals/Homelessness/About_Homelessness/homeless_count_summary
_2016.pdf
4 https://documents.lahsa.org/Planning/homelesscount/2016/factsheet/2016-HC-Results.pdf
5 Flaming, D., & Burns, P. (2015, August 25). ALL ALONE ANTECEDENTS OF CHRONIC
HOMELESSNESS. Retrieved April 12, 2017, from https://economicrt.org/publication/all-alone/
8
Recognizing that local efforts alone could not adequately address the impacts of
homelessness, the City is re-emphasizing regional partnerships. In August, 2015, City
Council established taking a leadership role in regional efforts to address homelessness
as one of the City’s top five strategic priorities. The Council instructed staff to do more
on a regional level, especially by engaging with LA City and County partners to address
these local impacts. Based on this directive, the City is leveraging its expertise and local
resources to support regional partners to build housing and service capacity in the
Westside region (outside of Santa Monica), while continuing to pilot innovative new
strategies within Santa Monica. Additionally, the City is sustaining and expanding
investment in housing retention services to prevent existing Santa Monica residents
from becoming homeless.
Since 2015, the City has activated its leadership strategy by sharing successful local
homeless service models with regional partners for replication, while securing new
regional partnerships to expand services and housing choices for Westside consumers.
The following projects illustrate the City’s efforts:
• Sharing the Police Department’s Homeless Liaison Program model with LA
County Sheriff’s Department as they created new first responder homeless
training modules;
• Successfully advocating that the Westside Cities Council of Governments add
addressing homelessness to its work plan;
• Re-establishing a Westside Cities Council of Governments Homelessness Work
Group;
• Securing County matching funds to expand local Rapid Rehousing activities;
• Endorsing Venice Community Housing Corporation’s proposal to LA City Council
to lead a permanent affordable housing development in Venice;
• Representing the Westside Cities Council of Governments on the newly formed
LA Homeless Services Authority Regional Homeless Advisory Council;
9
• Identification of homeless individuals who originated outside of Santa Monica by
Human Services Division staff and coordinating their connection to new County-
funded homeless outreach teams.
As mentioned previously, Santa Monica’s sustained investments in homeless services
have fostered a dynamic, comprehensive service system that provides an array of
emergency services, case management, treatment, and housing options. While the City
has invested land, capital funding, operational support and significant political will to
develop and maintain this infrastructure, the lack of comparable services on the
Westside makes Santa Monica the “go to” community for County offices and community
groups seeking to expand services. For example, in the past year, two regional
programs opened in Santa Monica to serve homeless individuals originating from
outside the community:
(1) The Bruin Shelter, hosted at Mt. Olive Lutheran Church is a nine-bed shelter
for UCLA and Santa Monica College students who lack housing. The County
Supervisor’s Office, in response to Council’s call for matching contributions, is
providing Mt. Olive with funding to pay required permitting fees to make the
building compliant with shelter operator requirements.
(2) The County has contracted with a local board and care facility, The Manor, to
temporarily house vulnerable Venice homeless residents identified by the County
outreach team.
While seemingly beneficial, these projects use local service infrastructure and do not
reduce the impacts of homelessness in Santa Monica or serve our local priority
population. It also enables neighboring institutions and cities to avoid accountability by
not creating homelessness solutions within their own communities.
As Los Angeles City and Los Angeles County implement their coordinated strategies
and bring new programs and resources online to address homelessness across the
region, Santa Monica should support those programs that align with established policies
and service strategies and enhance the City’s efforts to address the impacts of
10
homelessness in this community. In order to do this, Santa Monica is designing and
testing coordinated strategies to address increasing regional street homelessness that
could be expanded or sustained with regional funding, including:
• The Homeless Multidisciplinary Street Team, serving the top 25 highest users of
first responder services. RAND is evaluating the efficacy, outcomes, costs and
cost avoidance benefits of this model. The program launched with City one-time
funds expiring in December 2017. The City has applied for County funds to
continue the program; however there may be a need for additional resources if
the County is unable to commit to full funding;
• Developing policies for data governance to facilitate data sharing between first
responders and social services;
• Testing a range of data-informed coordinated joint outreach approaches by first
responders and homeless outreach workers to specific areas in the City;
• Developing a field-based real-time software solution to enable first responders to
provide continuity of care. Dedicated funding for this project has not been
identified, although initial development work is being done through an in-kind
partnership;
• Developing a communications strategy to educate residents, business and
visitors about homelessness, stimulate behavior change and activate
partnerships. The City has contracted with GOOD to design and implement a
comprehensive community education campaign. In addition, staff will be
convening a broad group of stakeholders to identify areas for new partnerships,
resource development and system improvements.
The City’s new approaches align with outcomes associated with Community, Place and
Economic Opportunity. With appropriate resource allocations, these programs, policies,
and technologies have the potential, once scaled and implemented, to make a
measurable difference locally and beyond.
In addition to this new programming to address impacts of homelessness, supporting
low income residents vulnerable to losing their housing is critical both locally and
11
regionally to stop the homeless population from continuing to grow. The City has a
variety of housing retention programming across multiple departments including flexible
funding for eviction prevention, housing rights education and protection through the City
Attorney’s Office, tenant harassment and eviction defense through funding to Legal Aid
Foundation of Los Angeles, and the Senior Housing Taskforce to prevent low-income
seniors from eviction and homelessness. These programs will continue to be our first-
line of defense in preventing Santa Monica residents from becoming homeless.
Next Steps
On May 9, 2017, Council will receive a City Manager’s Update on the results of the
2017 Santa Monica Homeless Count. Later this fall, Council will receive a full review of
the City’s coordinated homeless strategies, including outcomes from the homeless
multi-disciplinary street team and Senior Taskforce, cost estimates to scale up solutions
to meet new demands, and updates on regional strategy implementation and funding
priorities for LA County Measure H.
Summary
The City recognizes that our local efforts alone cannot solve the region’s homeless
crisis. The City’s strategic priority to take a leadership role in regional issues balances
the need to continue to support existing policies and develop congruent local solutions
while thoughtfully expanding partnerships with LA City and County entities. In the past
year, the City has significantly evolved its strategic approach to homelessness by
enhancing the use of data to design targeted programs, continuing to focus on the most
vulnerable with innovative, street-based engagement and services, and working to
ensure that new regional resources and programs introduced in Santa Monica are
coordinated with local efforts. As resources become available through LA City and LA
County’s renewed commitment to addressing homelessness, the City will promote its
best-practice models and encourage neighboring communities to replicate these models
to serve their local homeless populations and low-income residents. In order for Santa
Monica to improve the quality of life for all residents, the City must evaluate proposed
solutions and support those that address existing local needs, get people into
12
appropriate housing with services, and reduce impacts on the city as a whole. The City
will actively advocate with other Westside entities to ensure that new regional resources
benefit the Westside and include investment in long-term permanent solutions to
address and prevent homelessness.
Prepared By: Elizabeth Anderson, Senior Administrative Analyst
Homelessness
5 Strategic Goals Action Plan
2
5 Strategic Goals
Mobility
Santa Monica has defined a new model of mobility that includes a wide
range of options—Expo Light Rail, Breeze bike share, direct bus routes with
real-time information, car share, expanded shared-ride services, and safer
walking and biking. (Desired outcomes: Place & Planet, Health, Community.)
Learn & Thrive
Our community believes in providing learning opportunities at every stage
in life. (Desired outcomes: Learning, Economic Vibrancy, Community.)
Inclusive and Diverse Community
Santa Monica is committed to maintaining an inclusive and diverse
community by expanding affordable housing, raising workers’ incomes,
and helping Santa Monica residents stay in their homes and build their
community network. (Desired outcomes: Community, Economic Vibrancy,
Place & Planet, Health.)
Homelessness
For 700 homeless individuals in Santa Monica and over 44,000 living in
Los Angeles County, life is a constant struggle. Santa Monica is taking a
leadership role in providing resources and assistance to the most vulnerable
members of community. (Desired outcomes: Community, Health, Economic
Vibrancy.)
Airport
In 2014, Santa Monica voters overwhelmingly supported Measure Local
Control (Measure LC) to prohibit new development on Airport land, except
for parks, public open spaces and public recreational facilities without
voter approval and to affirm the City Council’s authority to manage Airport
land. In 2017, the City Council reached a historic agreement with the
Federal Aviation Administration (FAA) that allows the closure of SMO after
December 31, 2028. (Desired outcomes: Place & Planet, Health, Community).
SaMoStat
Santa Monica’s Performance
Management System
The Framework captures the vision of the City
of Santa Monica. The City’s new performance
management system SaMoStat will collect, measure,
and track data to provide a cohesive structure to
identify where programs are working, where to
make changes, and how to best deploy City resources.
SaMoStat will follow four key, established tenents:
• Accurate and timely intelligence shared by all;
• Rapid deployment of resources;
• Effective tactics and strategies; and
• Relentless follow-up assessments
Beginning with the Council’s five strategic goals
and later with the departments reporting to the
City Manager, SaMoStat will help to drive a data-
driven culture. After the adoption of the budget,
the City will establish meaningful metrics for major
projects and at routine intervals, report on program
achievement based on these metrics through
SaMoStat.
2
In order to connect our desired outcomes to our day-to-day work, we identified five
council priority areas, or Strategic Goals, that are expected to have short-term impact on
community safety, quality of life, and prosperity.
3
The Framework: Sustainable City of Wellbeing
Outcome Areas
Our focus, as the Santa Monica city government, is to be a sustainable community that
delivers services that support the wellbeing of residents, employers, and employees.
Based on best practices from municipalities across the country, Santa Monica is now
using an approach to budgeting that connects the work of City Departments to a new
Framework and SaMoStat. This new process aligns departmental work efforts, measures
outcomes, and ultimately ensures that the City delivers these services effectively and a
transparent manner.
The Framework is built around its long-term commitment to sustainability infused
with its new Wellbeing Index, Santa Monica’s custom measurement tool that provides
an understanding of wellbeing in our community. The Framework is built on the core
beliefs, visions, and structures of these two exciting and groundbreaking approaches.
The five strategic goals connect to these outcome areas through a matrix- They are the
key drivers that will allow us to achieve outcomes for the residents of and visitors to Santa
Monica. In the spring and summer, The City will begin to develop metrics for each goal
and department project, eventually developing a process to use data to drive decisions.
FRAMEWORK FOR A SUSTAINABLE CITY OF WELLBEING
DEPARTMENT
PROJECTS &
PROGRAMS
GOVERNANCE
HEALTH
STRATEGIC GOALS
COMMUNITY PLACE & PLANET LEARNING HEALTH ECONOMICOPPORTUNITY
COMMUNITY ECONOMICOPPORTUNITY GOVERNANCEHEALTHLEARNINGPLACE & PLANET
Foster a safe,
connected and
engaged community.
Champion lifelong
education achievement
and opportunities for
continuous personal
growth.
Support community
needs through a stable,
vibrant and diverse local
economy.
Protect natural
resources and cultivate
an exceptional
and resilient built
environment.
Nurture opportunities
for enriched physical,
social, and emotional
health.
Cultivate a trustworthy
and participatory local
government through
equitable, transparent,
and effective processes.
4
Background
Theory of Change
Santa Monica will not accept that homelessness is inevitable. While the
regional homeless crisis can’t be “solved” within our borders, our City is
determined to invest additional local resources, stand with neighboring
communities and take a leadership role in regional solutions. We will
gather and share timely data to track and analyze both overall progress
and individual cases and share the models that prove effective; we
will relentlessly and compassionately engage people experiencing
homelessness in order to make appropriate referrals to local and regional
programs; we will mobilize a community-wide effort to augment and
target public, non-profit, civic and business resources; we will work with
LA County, LA City and other regional partners to continually innovate,
pursuing effective and compassionate approaches wherever they can be
found. We believe this comprehensive approach can make a difference
in the lives of vulnerable people and support health, safety and equity in
our local community.
Over the course of 40 years, Santa Monica’s local investment in permanent
solutions to address homelessness has produced a sophisticated, collaborative
approach effective in transitioning highly vulnerable individuals off the streets
and into housing. The City’s homeless policies, like its service system, have evolved
over many years to be a reflection of the priorities and needs of this community.
Homelessness, however, is not an isolated local concern. Santa Monica is but
one of 88 cities in LA County, which is home to the second largest homeless
population in the country – over 57,000 homeless individuals were identified
through the 2017 LA County Homeless Count. Unlike other urban centers where
the majority of homeless people are in shelters, 74% of LA County’s population
is literally on the streets and in public spaces. The scale of the regional homeless
crisis has pushed Santa Monica’s local homeless system beyond its capacity to
meet growing demand.
An increase in homelessness between 2016 and 2017 locally (26%) and regionally
(23%) precipitated the passage of new legislation in Santa Monica, LA City and
LA County that will generate tax revenue to fund housing and services for
low income and homeless households. The regional homeless service system,
which includes coordinated outreach, County mental health and health services,
homeless prevention and rapid re-housing programs, family reunification,
shelter and permanent housing, and employment opportunities, is poised
to evolve quickly. While investments will be necessary to increase capacity
across the region, locally, the City continues to support long-standing policies
and investments and looks for opportunities to leverage regional funds to
support current strategies that are proving to be effective such as street-based
clinical services, new technology solutions for improved information sharing,
more affordable housing and support to low-income residents to prevent
homelessness. In addition, the City will continue to advocate for policymakers
to look to the future and fund the long-term housing and clinical services,
often provided by the County, that are critical to reducing homelessness. LA
County is at an inflection point – the decisions made today both locally and
regionally on policy and implementation of new programs will decide if the
curve of homelessness continues to climb or whether strategic investments and
collaborative efforts can turn the tide.
5
Action Plan
Outcome Area
1. Place and
Planet
Smart
deployment of
local resources
Coordinated
outreach
operations
with City staff,
partners, and
service providers
in public spaces
with a high
volume of
homeless quality
of life issues
Number of
homeless related
public safety
(police/fire) calls
for service in
operational areas
during the time
period of the
specific operation
Number of
eligible people
who use Project
Homecoming
during the time
period of the
specific operation
Number of
people contacted
for violating laws
such as the City’s
park and Library
closure law
during the time
period of the
specific operation
• Number
of advisals
• Number of
field interviews
• Number
of citations
• Number
of arrests
PD/CCS D5 Support for
Homeless Case
Managers, E4
First Responders
Training, E6
Outreach System
Use data to
identify locations
Develop location-
specific outreach
model
Include external
partners and
internal resources
as appropriate
Enforce local laws
Use data to
develop
individualized
service plans
Gather data
before/during/
after operation to
evaluate success
Provide referral
information
to individuals
contacted
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
6
Action Plan Continued
Outcome Area
Place and
Planet (con’t)
Number of
people referred
to local resources
during the time
period of the
specific operation
Number of
people referred
to regional
resources during
the time period
of the specific
operation
Number of
people who
participate in
demographic
surveying during
the time period
of the specific
operation
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
Smart
deployment of
local resources
2. Place and
Planet
Develop data
governance,
sharing, and
privacy policies
Develop
pilot custom
software based
on established
policies
CCS / ISD / PDNew technologies
to improve
information
sharing and
coordination
of care
Implement pilot
software by
December 2017
Scale software
to include
larger group of
participants and
users by June
2018
D5 Support for
Homeless Case
Managers, E4
First Responders
Training
7
Action Plan Continued
Outcome Area
3. Place and
Planet
Prove efficacy
of models to
stabilize and
connect homeless
individuals to
housing
Assess the
effectiveness of
the Homeless
Multidisciplinary
Street Team
Reduction in the
number of arrests,
citations, field
interviews and
use of emergency
medical services by
known high users
of first responder
services between
Oct. 2016 – Sep.
2017, annually
thereafter
Number of
individuals placed
in housing between
Oct. 2016 – Sep.
2017, annually
thereafter
Number of
individuals receiving
mental health care
between Oct. 2016
– Sep. 2017, annually
thereafter
Number of
individuals
connected to
community-based
healthcare between
Oct. 2016 – Sep.
2017, annually
thereafter
CCS / ISD / PD D2 Expand Jail
In Reach, D5
Support for
Homeless Case
Managers, E6
Outreach System
Deliver services to
25 highest users
Collect data on 25
HMST participants
plus 25 non-HMST
individuals
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
8
Action Plan Continued
Outcome Area
4. Place and
Planet
5. Place and
Planet
Develop a more
proportional
distribution
of regional
housing and
services
Pilot “Office
Hours” Model
with the
People Concern
Outreach
Specialist for
homeless
individuals
Increase in
number of
individuals for
drop-in Office
hours between
July 2017 –
December 2018
Number of case
management
enrollments -
Ongoing
D5 Support
for Homeless
Case Managers,
E6 Outreach
System
HED
CCS
Increase
availability of
housing and
services in other
communities
Ensure effective,
safe, respectful,
use of Library
through policy
implementation,
enforcement,
and service
delivery
Set up weekly
study room
availability
Continue
outreach
efforts and
information
sharing by the
People Concern
and library staff
Monitor
and report
questions and
needs expressed
by office hours
visitors
Library / CCS
Increase in
regional
housing
capacity
through
partnerships,
technical
assistance and
leveraging by
June 2020
Increase in
regional
funding for
services by June
2020
Investment in
and advocacy
for regional
partnership and
more quality
housing and
social service
programs
outside of Santa
Monica
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
F1 Promote
Regional SB 2
Compliance and
Implementation,
F3 Inclusionary
Zoning for
Affordable
Housing, F5
Incentive
Zoning/Value
Capture
Strategies,
F6 Using
Public Land
for Homeless
Housing
9
Action Plan Continued
Outcome Area
6. Place and
Planet
Pilot Wellness
programs/
pop-up events
with Human
Services Dept.
and service
providers.
Library / CCSEnsure effective,
safe, respectful,
use of Library
through policy
implementation,
enforcement,
and service
delivery
Number of
individuals
participating in
pilot programs
between
September 2017
– December
2018
Number of
individuals
referred
to services
between
July 2017 – June
2018
Improved
understanding
of service needs
of homeless
patrons visiting
the library
between
July 2017 – June
2018
Collaborate
with the People
Concern to
identify piloting
1-2 wellness
groups or
programs at the
library
Organize and
implement
semi-annual
pop-up event
featuring
local and
regional service
providers.
Develop and
distribute
surveys during
pilot programs
to better assess
the needs
of homeless
patrons visiting
the library
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
C4 SSI Advocacy,
D5 Support for
Homeless Case
Managers, E3
Effective Access
to ACA Services,
E6 Outreach
System
10
Action Plan Continued
Outcome Area
7. Commnity Community
engagement,
education,
behavior
change,
partnerships,
and action
CMO / CCSActivate
internal and
external
stakeholders
to collectively
address
homelessness
Convene four
stakeholder
meetings each
fiscal year
Implement
public
education
campaign by
June 2018
Improvement
in the
community’s
perception
of the City’s
response to
homelessness
as measured
through
resident surveys
by June 2019
Generate new
funding streams
by June 2019
Generate new
public-private
partnerships by
June 2019
Develop
community
stakeholder
group
Develop public
education
messages, tools,
and resources
Develop
resources for
businesses
Develop new
public-private
partnerships
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
N/A
11
Action Plan Continued
Outcome Area
8. Economic
Opportunity
9. Economic
Opportunity
Assess the
effectiveness
of services
to support
formerly
homeless in
housing in the
Continuum of
Care Program
Financial
assistance
and services
resources
to promote
housing
stability and
support low-
income seniors
to remain in the
community.
HED
HED
Analyze
appropriate
intervention
and service
supports in
models of
supportive
housing to
retain housing
for homeless
and retain
landlord
participation
Prevent
homelessness
among low-
income
residents
Develop
protocols of
cost-effective
service models
for formerly
homeless in
supportive
housing and
scattered site
housing models
by January 2018
26 rent
burdened at
risk low-income
residents
maintained
in housing
and accessing
available
resources by
September 2018
Evaluate service
utilization of
tenants evicted
Evaluate
landlord
participation
after eviction
Evaluate service
utilization
of tenants
receiving service
intervention
Implement a
1-year POD
pilot program
based on 26
households
to determine
if a basic
needs model
is effective to
retain housing
and improve
quality of life.
Goals Measures of SuccessOutcomesActivities Lead Dept. / Div.County Strategy
B4 Utilization of
Federal Housing
Subsidies, B8
Housing Choice
Vouchers
for PSH, D5
Support for
Case Managers
A1 Homeless
Prevention
Program, D5
Support for
Case Managers
12
Resources and Partners
Homelessness impacts all facets of the community – from social services to
public safety, our libraries and parks, sanitation and public works crews, retailers
and hoteliers, residents and tourists. Addressing the impacts of homelessness
in Santa Monica requires the coordination of efforts across numerous city
departments, community-based organizations, the business community and
regional partners. Coordination occurs on multiple levels, from direct service
delivery to policy and planning.
Locally, the Community and Cultural Services Department (CCS) convenes the
Chronic Homeless Project (CHP) which brings local and county services together
to share resources and collaborate on case plans for homeless individuals. In
addition, the Santa Monica Police Department’s Homeless Liaison Program (HLP)
team hosts an interdepartmental meeting to track progress and coordinate
efforts to house chronic offenders. CCS also leads the Senior Housing Task Force,
which brings together city departments and non-profit providers to identify
and support low-income seniors at risk of homelessness, and partners with the
City Attorney’s Office to administer the Homeless Community Court. In June
2017, CCS and the City Manager initiated a community homelessness steering
committee comprised of representatives from the business community, City
commissions, faith partners, non-profit agencies, LA County services as well
as state and county elected offices. Local organizations such as the Westside
Coalition, Downtown Santa Monica, Inc., Santa Monica Chamber of Commerce
and Santa Monica Travel and Tourism frequently invite CCS staff to provide
updates on local and regional homeless issues.
Regionally, the City participates in a range of planning meetings hosted by LA
County’s Chief Executive Office, the Los Angeles Homeless Services Authority and
the United Way of Greater LA. The City also meets regularly with other Westside
jurisdictions and state and county elected offices to coordinate regional efforts
and leverage local resources.
Achieving the outcomes described in this Action Plan and addressing the
growing impacts of homelessness on the community will require the continued
investment in existing systems as well as significant new resources from both
local and regional public and private sources to test new approaches and scale
up solutions that prove effective.
City Council
Housing Authority
Redevelopment Successor Agency
Report
City Council Meeting: October 24, 2017
Agenda Item: 8.A
1 of 13
To: Housing Authority, Redevelopment Successor Agency, Mayor and City
Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Budget
Donna Peter, Director, Human Resources Department, Susan Cline, Director,
Public Works Department
Subject: FY 2016-17 Year-End Budget Changes; and FY 2017-18 Budget, Position
and Compensation Changes
Recommended Action
Staff recommends that the City Council, Housing Authority and Successor Agency to
the Santa Monica Redevelopment Agency:
1. Approve changes to the FY 2016-17 Revised Budget as detailed in
Attachment A; and
2. Approve changes to the FY 2017-18 Adopted Budget and FY 2018-19 Budget
Plan as detailed in Attachment B.
Staff also recommends that the City Council:
1. Review the City’s year-end financial status;
2. Adopt a Resolution establishing classification and salary rates for various
positions detailed in Attachment C;
3. Approve the position and classification changes detailed in Attachment D;
4. Adopt a Resolution incorporating a project funded by SB1: The Road Repair and
Accountability Act detailed in Attachment E;
5. Direct staff to proceed with creating new engagement models, including pursuing
regional partnerships, issuing a request for proposals, as needed, for street
outreach teams, and refocusing existing resources to address homelessness;
and
6. Authorize the City Manager to negotiate and execute a first modification to
Services Agreement #10391 (CCS) in the amount of $197,000 with Santa
Monica Travel and Tourism, a California-based company, for a destination
perception study.
Executive Summary
Each year at this time, staff reconciles actual results of the prior fiscal year with the
revised budget to determine the City’s final budgetary performance and identify
necessary adjustments. This is also the first opportunity to adjust the newly-adopted
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FY 2017-18 budget to reflect changes to staffing, revenues and expenditures. The
General Fund ended FY 2016-17 with revenues $4.5 million greater than estimated
actuals, and operating expenditures $6.4 million below budget, for a net $10.9 million
positive impact as compared to budget.
The context for this good news is crucial. Despite concerns about a slowing in the
growth of key economic drivers (particularly retail and tourism), the prior fiscal year
continued to reflect the underlying strength of Santa Monica’s diversified economic
base. Similarly, despite mounting concerns about personnel costs, expenses were
actually lower than projected. All this bodes well for Santa Monica maintaining long
term fiscal sustainability and its AAA bond rating (or equivalent) by all three municipal
credit rating agencies. On the other hand, it underscores the crucial need to not take
the existing economic base and sources of revenue for granted -- and to anticipate the
already identified challenges on the expense side, especially completing and operating
major capital projects and absorbing known future increases in pension contributions.
These reflect unaudited year-end results. As in years past, staff recommends that
surplus funds, the majority of which are one-time, be allocated to expenditure control
savings accounts (which share savings with the departments that generated them); one-
time capital contingencies; and a small number of initiatives that respond to recent
Council direction or that staff believes are critical to address at this time. These include
augmented resources to address local impacts of the regional crisis in homelessness;
investing in new technology and streamlined processes to make government services
more mobile, responsive and efficient (Total Workplace); initial funding for developing a
long-term strategy for Economic Sustainability recently initiated by City Council; and
setting aside an additional $3.7 million toward the Council’s commitment to full funding
of the construction of the Civic Center Multi-Use Sports Field project. Staff also
recommends various changes to the FY 2016-17 Revised Budget to align the budget
with accounting adjustments and to revise Capital Improvement Program budgets to
reflect changes that occurred in the later part of the year.
Non-General funds ended the year with revenues $28.6 million greater than estimated
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actuals, and operating expenditures $26 million below budget, for a $54.6 million
positive impact compared to budget. These funds will be used to build reserves, fund
ongoing operations, and support future capital projects.
Staff recommends $13.9 million in total citywide expenditure adjustments for
FY 2016-17, an increase of $21.3 million in the General Fund and a decrease of $7.4
million in other funds. The majority of these changes align the budget with accounting
actions taken during the year and have minimal impact on the City’s overall finances
when considering transfers to other funds and reimbursements.
Staff also recommends $8.8 million in expenditure adjustments in FY 2017-18, an
increase of $6 million in the General Fund, and an increase of $2.8 million in other
funds. These changes include staffing and classification-related adjustments,
expenditure control budget adjustments, and reappropriation of one-time savings for
one-time projects and activities taking steps towards achieving the outcomes of the
Framework for a Sustainable City of Wellbeing and supporting Council Strategic Goals,
and allocation of SB-1 Gas Tax funding to eligible projects.
Background
On June 14, 2016 (Attachment F), Council adopted the FY 2016-17 Budget as the
second year of the FY 2015-17 Biennial Budget and adopted the first year and
approved the second year of the FY 2016-18 Biennial Capital Improvement Program
Budget. Council approved certain revisions to the FY 2016-17 Revised Budget that
adjusted revenues, expenditures and staffing. Changes included in this staff report
represent the final modifications to FY 2016-17.
On June 27, 2017 (Attachment G), Council adopted the FY 2017-18 Budget and
approved the FY 2018-19 Budget Plan as part of the City’s biennial budget process, and
also adopted the Framework for a Sustainable City of Wellbeing, which includes six key
outcome areas: Community, Place and Planet, Learning, Health, Economic Opportunity,
and Governance. Aligned within the Framework are the City’s strategic goals approved
by Council in 2015, including taking a leadership role in regional efforts to address
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homelessness. Council also adopted the second year of the FY 2016-18 Capital
Improvement Program budget. Staffing changes, expenditure control savings
allocations and reappropriation of one-time savings for one-time projects and activities
are the first modifications to this budget.
Discussion
The year-end report provides Council with an overview of the City’s financial
performance as compared to budget, and aligns budget with significant operational
shifts and accounting actions whose impacts were not known until the last half of
FY 2016-17. The information gathered during staff’s review of year-end budget
performance will inform the upcoming financial status update, to be presented to
Council in January 2018, as well as the exception-based budget process that will be
completed in June 2018.
Fiscal Year 2016-17 Budget Year-End Status
General Fund
The City ended the year with greater revenues and lower expenditures than budgeted.
General Fund revenues were $4.5 million, or 1.2%, greater than the FY 2016-17
estimated actual amount. Approximately $1 million of the increase is anticipated to be
ongoing, including greater than anticipated revenue increases from transient occupancy
and parking facility taxes and development-related fees, partially offset by less
anticipated parking revenues and sales tax revenues. The remaining $3.5 million of the
increase is from one-time sources that will be used to support one-time costs. These
primarily include greater than anticipated development-related fees from several large
projects, documentary transfer tax from large property sales, and one-time revenues
such as a return of unspent contributions from EXPO.
Including the adjustments in this report, General Fund net expenditure savings were
$6.4 million, or 1.7% of the revised budget. This amount includes $7.1 million from
operating expenditure savings, offset primarily by the appropriation of one-third of non-
salary savings back to the departments as part of the expenditure control budgeting
program. Over 87% of the department savings was due to 121 vacant positions
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throughout the year as a result of retirements and the normal time lag in filling positions,
particularly in sworn public safety roles. Given the City’s historic record of running
budget surpluses as a result of vacancies, staff reviewed staff vacancy rates during the
FY 2017-19 Biennial Budget process and reallocated those anticipated savings to offset
rising costs.
On May 23, 2017, staff presented Council with the General Fund Financial Status
Update that showed positive balances during the first two years of the five-year forecast
and projected shortfalls of $3.8, $10.3 and $18.8 million (3.7% of the General Fund
Budget), respectively, in the last three years. The next financial status update, to be
presented to Council in January 2018, will inform the Council and community of the
City’s current and projected fiscal status as the City enters the FY 2018-19 exception-
based budget preparation process. The City’s pre-payment of pension contributions
(paying down our unfunded liability) and lower than anticipated increases in medical
benefit costs will significantly reduce the timing and size of projected future shortfalls.
However, while FY 2016-17 year-end results are better than projected, they are
primarily one-time in nature and therefore would not impact those future year
projections in a significant way.
Other Funds
Significant revenue variances in other funds include:
Special Revenue Source (04) Fund – $4.6 million in legal settlement receipts
from affordable housing litigation.
Miscellaneous Grants (20) – $2.3 million in earlier receipt of grant funds.
Pier (30) Fund – $1.5 million in percentage rents reflecting increased Pier
visitation.
Big Blue Bus (41) Fund – $11.2 million in earlier receipt of funds for capital
improvement projects and higher than anticipated passenger revenue and
formula funding from Metro.
Self-Insurance, General Liability/Auto (56) Fund – FY 2016-17 actuals were
$1.3 million higher than estimated actuals primarily due to a large settlement
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reimbursement by the City’s excess liability insurance.
Self-Insurance, Bus (57) Fund – FY 2016-17 actuals were $4.9 million higher
than estimated actuals primarily due to two large settlements reimbursed by the
City’s excess liability insurance.
Other funds ended the fiscal year with expenditures of $26 million or 10.9% below
budget. Savings in other funds were due to approximately 52 vacant positions
throughout the year, less use of Liquid Natural Gas (LNG) fuel in the BBB Fund, less
than anticipated participation in the water conservation rebate program, and timing of
grant expenditures, partially offset by higher than anticipated costs for temporary
employees and overtime. The Housing Authority Fund required a General Fund
operating subsidy. The Cemetery Fund and Community Broadband Fund required
General Fund loans.
While year-end savings, by default, revert to fund balances, reallocating a portion of the
funds, or assigning fund balance to future uses, provides an opportunity to address
unfunded critical or emerging needs. Staff recommends that the $10.8 million in
FY 2016-17 General Fund savings be appropriated or set aside as assignments in the
fund balance for key initiatives addressing Framework outcomes and strategic goals.
These uses are detailed in the “Fiscal Year 2017-18 Operating and Capital Budget
Changes” Section below.
Fiscal Year 2016-17 Operating and Capital Budget Changes
Operating Budget
Recommended changes detailed in Attachment A include $13.9 million in adjustments:
a $21.3 million increase in the General Fund that primarily aligns the budget with
accounting actions taken throughout the year, and a decrease of $7.4 million in other
funds. General Fund appropriations reflect the transfer of $17.8 million in affordable
housing funds to the Special Revenue Source Fund, and the transfer of $1.9 million to
the Resource Recovery and Recycling Fund that will be offset by a State SB90 claim
reimbursement, appropriation of $4.2 million previously set aside for litigation expenses
based on actual spending, a $1.1 million accounting adjustment to write off a portion of
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the loan repayment obligation from the Airport to the General Fund, and a budget
adjustment of $0.7 million associated with higher than budgeted costs for the Twilight
Concert Series. Staff is evaluating the future of the Concert Series and will return to
Council on December 12, 2017 with recommendations.
In other funds, significant budget adjustments reflect appropriations of $17.8 million to
transfer affordable housing funds from the General Fund to the Special Revenue
Source Fund, $6.5 million for grant-funded projects, and $8.8 million for payment of
liability claims from the City’s self-insurance funds, a large portion of which was
reimbursed by the City’s excess liability insurance, as noted above.
Capital Budget
Recommended changes to the FY 2016-17 capital budget detailed in Attachment A
include a net budget increase of approximately $0.1 million, comprised of approximately
$0.3 million in budget increases in General Fund project budgets and approximately
$0.2 million in decreases in non-General Fund project budgets. These changes are
largely related to accounting corrections, as well as small, unanticipated project costs or
project schedule changes.
Fiscal Year 2017-18 Operating and Capital Budget Changes
Operating Budget
Recommended changes detailed in Attachment B include $8.8 million in adjustments: a
$6 million increase in the General Fund and a $2.8 million increase in other funds.
General Fund budget changes reflect personnel changes, expenditure control budget
adjustments, reappropriation of FY 2016-17 operating unspent funds to complete
ongoing projects that extended beyond the fiscal year, such as website design and
development, the Pico Neighborhood Plan and the Gateway Access Master Plan, and
allocation of FY 2016-17 surplus funds, through appropriations and fund balance set-
asides, for initiatives addressing Framework outcomes and strategic goals. Other fund
budget changes reflect the appropriation of SB-1 Gas Tax funds and reallocation of
Proposition C funds to eligible projects.
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Specifically, FY 2016-17 General Fund year end savings are allocated for the following
initiatives:
Expenditure Control: Based on the City’s fiscal policy, one third of each year’s
General Fund non-salary operating savings may be reappropriated to the departments
that achieve the savings. This amount totals $647,515.
The Framework for a Sustainable City of Wellbeing’s Economic Opportunity outcome
seeks to support community needs through a stable, vibrant and diverse local economy.
Two allocations take steps towards this outcome:
Economic Sustainability. On September 26, 2017, Council held a study
session to discuss developing a strategic plan to support Santa Monica’s long-
term economic sustainability. Council indicated its desire to undertake a
community dialogue on the matter and directed staff to consider a variety of
questions related to the scope of the effort. Staff recommends that $200,000 of
year-end savings be appropriated for the effort during FY 2017-18. Prior to
initiating critical parts in the process, or making significant expenditures, staff will
return to Council for direction regarding next steps.
Santa Monica Travel & Tourism: Staff recommends a modification to the City’s
contract with Santa Monica Travel and Tourism to include a one-time $197,000
increased appropriation to the City’s annual contribution for a destination
perception study. The study will provide a comprehensive collection of qualitative
input from residents, local stakeholders and visitors as well as from national and
international focus groups and surveys related to homelessness, quality of life
issues and the tourism economy. The citywide study will establish benchmark
data, develop a monitoring system to track ongoing sentiment and perception, as
well as produce recommendations and identify best practices. The study results
will help the City in its efforts to address homelessness and sustainable economy
initiatives.
Addressing the Framework outcome of good governance, and building on the work of
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the Federal government, private sector, and other workplace innovators, Total
Workplace seeks to integrate space and technology by creating a more collaborative
and environmentally conscious workspace. The new City Hall 2020 (City Services
Building) will incorporate Total Workplace ideals to design a working environment that is
highly responsive, flexible, and efficient by making the best use of space, technology,
and people to increase productivity and provide excellent services for those we serve.
The Total Workplace initiative will engage staff to integrate City services in ways that
will better serve the public, leverage technology to more effectively collaborate and
reduce our dependence on paper, give staff more choices for where and how they work,
and develop best practices for etiquette, customer service and security in City Hall
2020. Funds of $2 million in year-end savings are recommended to be set aside in the
fund balance for the Total Workplace initiative. Staff recommends that $815,000 of the
funds set aside be appropriated for FY 2017-18.
Capital Budget
Recommended changes to the FY 2017-18 capital budget detailed in Attachment B
include a net budget increase of approximately $3.8 million, comprised of approximately
$1.7 million in increases to General Fund project budgets and approximately $2.1
million to non-General Fund project budgets. The most significant increases are the
appropriation of new SB 1 gas tax revenues for the Annual Paving and Sidewalk Repair
program, Proposition C Local Return funds for the Montana Avenue Signal
Synchronization and Upgrade program, and parking equipment replacement project.
Smaller adjustments include higher than anticipated computer replacement costs, which
are fully offset by reductions to the operating budget, and the appropriation of revenues
received for tree planting.
Additionally, staff recommends appropriating a total of $0.7 million in FY 2016-17 year-
end savings for two projects: renovating the iconic dinosaur fountains at the Third Street
Promenade and replacement of equipment for our Breeze Bikeshare service which has
significantly exceeded both financial and ridership expectations. These projects address
the Place and Planet outcome, which seeks to protect natural resources and cultivate
an exceptional and resilient built environment.
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Fund Balance Assignments
Addressing Homelessness: In August 2015, Council established taking a leadership
role in regional efforts to address homelessness as one of the City’s top five strategic
priorities. Historically, the City has made investments of land, capital funding,
operational support, and significant political will to address homelessness. One-time
City and County funds are being used to pilot new intensive street-based services to
high users of local emergency services and develop mobile technology to transform the
way that City first responders and front-line staff interact with people experiencing
homelessness.
In light of the dramatic and continuing impacts of homelessness, staff is proposing to
broaden its efforts through a set of new holistic strategies for public spaces, including
the Main Library. Strategies include appropriate and coordinated enforcement by sworn
and non-sworn public safety officers; multiple community-based outreach teams and
local and regional service coordination; and physical modifications to lighting,
hardscape, and landscape as appropriate. The City will seek to leverage available funds
(including County funds), to partner with the County and the business community, and
will continue activation of public spaces. Additionally, a community education and
engagement campaign is underway. These efforts will be visible, measurable, and
scalable, and in addition to ongoing work to serve and house the most chronic and
vulnerable homeless people, reunite people with friends and family, and prevent
homelessness.
As part of a multi-step process to implement this initiative, at this point staff requests
direction from Council to proceed with creating new engagement models, including
pursuing regional partnerships, issuing a request for proposals, as needed, for street
outreach teams, and refocusing existing resources as well as a $1.4 million set-aside in
the fund balance to initiate this strategy. Staff will return to Council at its November 28,
2017 meeting for specific authorization to spend this funding. At that Council meeting,
staff will also provide more information about existing and new interdepartmental and
community-wide strategies to address homelessness. Ongoing resources will need to
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be identified. Modest resource reallocations may surface in the FY 2018-19 exception-
based budget with significant reprioritizations in the FY 2019-21 budget. An allocation of
one-time funds now signals the Council’s ongoing commitment to a citywide priority of
addressing homelessness.
Set-Asides for Capital Projects: Also addressing the Place and Planet outcome are
two set-asides, or assignments of General Fund fund balance. Funds of $2.6 million are
recommended to be set aside in the fund balance pending the defeasance of the 2009
Public Safety Facility (PSF) bonds, to be completed in the coming months. This
defeasance will accelerate the payment of the PSF bond, freeing up the PSF to secure
a lease revenue bond that will finance the upcoming construction of Fire Station I later
this fiscal year. On top of the funding already reserved, $3.7 million is set aside towards
construction of the Civic Center Field, increasing the funding set aside for design and
construction to $7 million of the anticipated $8 million total budget. Finally, further
contributing to the Governance outcome, $1.2 million is set aside for future year Total
Workplace projects.
SB-1 Gas Tax Revenues
In April 2017, SB1, formally known as the Road Repair and Accountability Act (RMRA)
of 2017, was signed into law. SB1 establishes the Road Maintenance and Rehabilitation
Program (RMRP) to address deferred maintenance on the state highway and local
street and road systems. Current fund estimates provided by the League of California
Cities indicate that the City of Santa Monica will be eligible to receive approximately
$0.5 million in FY 2017-18 and $1.6 million in FY 2018-19, in addition to the City’s
existing annual gas tax revenues of approximately $2.1 Million.
Staff recommends using the FY2017-18 SB1 estimated allocation of $0.5 million for the
Annual Paving and Sidewalk Repair Program per the attached resolution. The additional
gas tax revenues will augment the Program and help maintain the City’s current
Pavement Condition Index score of 84.
Proposition C
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The Proposition C program is funded by a half cent sales tax measure approved in 1990
by Los Angeles County voters to finance public transit, paratransit and related
transportation infrastructure projects. The City receives approximately $1.4 million in
Proposition C Local Return funds annually.
Staff recommends allocating approximately $1.5 million in currently available funds to
the Montana Avenue Signal Synchronization project. This project would upgrade five
traffic signals along Montana Avenue between Lincoln Blvd and 26th Street. Work
would include the full replacement of all the traffic signal equipment, new pedestrian
indications, controller cabinets, battery backup systems, video detection for cyclists, and
traffic monitoring cameras. Signal equipment along this corridor is some of the oldest
remaining in the City—more than 50 years old. Controllers and signal equipment are
failing. Without upgrades, signals would need to remain in four-way flash mode for an
extended period and cause transit delays. The project would also install fiber optic
communication to interconnect traffic signals citywide and provide transit vehicle
progression efficiencies.
Personnel Changes
This report includes staffing adjustments to reflect ongoing operational changes and the
results of classification and compensation studies. A Salary Resolution detailing new
classifications and salary rates is reflected in Attachment C. Staffing adjustments are
detailed in Attachment D. These changes result in a net increase of 0.0 Full-Time
Equivalent (FTE) employees – 1.0 FTE increase in the General Fund and 1.0 FTE
decrease in the other funds. Together, position changes result in a net increase of
$0.17 million in FY 2017-18 for eight months of staffing – an increase of $0.2 million in
the General Fund and a decrease of $0.03 million in the other funds.
Next Steps
As the final step in the close of FY 2016-17, Council will receive the Comprehensive
Annual Financial Report later this fiscal year. Staff will consider impacts of year-end
results and any other significant budget adjustments with its regular six month financial
status update to Council in January 2018.
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Financial Impacts and Budget Actions
The budget changes recommended for FY 2016-17 result in a $13.9 million, or 1.9%,
net increase over the FY 2016-17 Revised Budget. Detail for these changes is in
Attachment A. Recommended FY 2017-18 expenditure changes result in an $8.8 million
or 1.1% increase over the expenditure budget. Recommended FY 2018-19 changes
result in a $0.2 million expenditure increase from the FY 2018-19 Budget Plan. Detail for
FY 2017-18 and FY 2018-19 changes is in Attachment B.
Prepared By: Susan Lai, Budget Manager
Approved
Forwarded to Council
Attachments:
A. 8a
B. FY 2017-19 Budget Adjustments
C. Classification Resolution
D. Position and Classification Changes
E. Capital Improvement Resolution
F. June 14, 2016 Staff Report (web link)
G. June 27, 2017 Staff Report (web link)
H. Brand Assessment Support Letter_10 24 17 8A
I. Written Comments
J. Powerpoint Presentation
HUMAN SERVICES GRANTS PROGRAM
FY2015-2019
July 2017
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Human Services
Grants Program
FY2015-2019
HUMAN SERVICES DIVISION
Community and Cultural Services Department
Setareh Yavari, Human Services Manager
JULY 2017
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FY2015-19 HUMAN SERVICES GRANTS PROGRAM
Overview
The purpose of the Human Services Grants Program (HSGP) is to develop, fund and sustain
human service programs and increase the impact of organizations by cultivating an effective
safety net, building on the unique assets and strengths of neighborhoods, community
organizations and public institutions. The Human Services Division will collaborate with public
and nonprofit organizations to improve the wellbeing and quality of life of low-income Santa
Monica residents including youth and families, people with disabilities, seniors, victims of
domestic violence, and those who are homeless.
Providing stable yet flexible resources, grants support organizational infrastructure; ongoing core
programs; emerging needs; programs which advance City initiatives; collaboration; and data
gathering and evaluation. In addition to providing multi-year grants, the City provides facilities;
technical assistance in the form of small one-time grants or training support to enhance
organizational capacity; program quality and effectiveness; parking permits; and donated
computer equipment to Santa Monica organizations.
Funding awarded through the HSGP comes from multiple sources both locally and nationally,
and includes the City’s General Fund, City development agreements (community benefit
resources), Los Angeles County Proposition A funds, Los Angeles Homeless Services Authority
(LAHSA) funds, federal entitlement (CDBG) and federal competitive grants. Further, it is required
that grantees provide a minimum of 30% cash match to the delivery of services for Santa
Monica residents and work to maximize leveraging of non-City dollars, volunteer and other in-
kind resources to augment City funding.
In response to the FY2015-19 HSGP Request for Proposals (RFP), 24 agencies submitted 50
proposals totaling $10 million, approximately $2.4 million over total FY 2014-15 funding levels.
To ensure a balanced assessment of all proposals, the HSGP review process included
4 representatives from City commissions, 16 external community partners and subject matter
experts, and an interdepartmental team of 23 City staff. All organizations recommended for
funding are required to provide services which align with Council-adopted funding guidelines and
selection criteria. This RFP process and its recommendations will serve as the foundation for
four years (2015-19). This enables well-performing agencies to annually renew grants
(contingent upon available funding) while making program or budget adjustments, in
consultation with and upon approval of City staff.
On June 23, 2015, Council reviewed and approved the funding recommendation for the
FY2015-19 HSGP. This update includes grantee approved funding for FY 2017-18.
1
Goals
Fund programs that respond to a clearly identified need in Santa Monica
Use City funds and cash match to serve eligible Santa Monica program participants
Target those who are most vulnerable, underserved or unable to access services
Implement a ‘whatever it takes’ approach across target populations
Utilize recognized best practice models that focus on evidence-based research
Focus on prevention and early intervention, when possible
Show program impact through valid, documented, high-impact outcomes that
demonstrate specific and substantial change in the community and lives of participants
Strengthen the link between supportive services and housing; get and keep people in
housing, increase their self-sufficiency
Operate from within a highly collaborative and coordinated service delivery system
Make sure organizational capacity is strong as well as community-based
Maximize leveraging of county, state, federal and private resources for Santa Monica
residents
Foster positive community relationships with neighboring businesses, residents, and
organizations
Strategies
Invest in programs that demonstrate effectiveness through high-impact measurable
outcomes achieved through collaboration
Fund programs that advance the goals of the Council-adopted Youth Violence Prevention
Action Plan, 2014/15 Youth Wellbeing Report Card, Evaluation of Services for Older
Adults, Action Plan to End Homelessness, the City’s Five Year Consolidated Plan (2015-
19), and the City’s Wellbeing Project.
Continue to align HSGP funding for youth and family programming with smC2C goal of
providing a safety net of services across the spectrum of vulnerable youth in Santa
Monica, thereby addressing the highest needs of youth from birth to 24 years of age
Continue to provide low or no-cost leases for over 50,000 square feet of facility space to
three non-profit human services agencies
Employ a scientific approach to data analysis, including developing a data management
system to identify trends, measure outcomes, evaluate effectiveness, determine capacity,
and illustrate the current and emerging needs of the Santa Monica community.
Use Development Agreement (DA) community benefit funds to enhance human service
facilities and programs; continue to monitor and work with Saint John’s Health Center to
ensure that its Santa Monica Community Access Plan (required by 1998 DA) provides
grants to City-supported organizations and projects
Monitor agencies for program and administrative performance
2
Approved Funding Recommendations
The Council-approved funding recommendation for the 2017-18 HSGP totals $8.267M. Funding
Sources for the 2017-18 HSGP are as follows:
Base General Funding: $7.721M (93%)
Federal entitlement and competitive grants: $227K (3%)
o Housing and Urban Development (HUD)/Los Angeles Homeless Services Authority
(LAHSA) Continuum of Care (CoC): $22K
o Community Development Block Grant (CDBG): $201K
o Santa Monica Housing Authority: $4K
Other local revenue sources: $321K (4%)
o LA County Proposition A: $248K
o Village Trailer Park Development Agreement Funds:$73K
A breakdown of Council-approved funding levels by agency is included in Attachment I.
Immediately following Attachment I are profiles of each agency and program that has been
approved for funding. Budget and program participant information included in the profiles is
sourced from program plans submitted and approved during contract negotiations with
participating HSGP agencies.
Attachments
I.Agencies Approved for Funding
II.Definition of Eligible Santa Monica Program Participants
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4
ATTACHMENT I
AGENCIES APPROVED FOR FUNDING
(a) Includes $56,832 in two year funding for FY2015-17
(b) Includes SHP funds of $44,605
(c) Includes SHP funds of $112,958
(d) Includes SHP funds of $63,432
(e) Includes SHP funds of $87,765
(f) LAHSA discontinued SHP funding for FY2016-17
(g) Agency declined funding for FY2017-18
The following pages provide a brief description of the agencies and programs approved for funding. Definitions are as
follows:
AGENCY BUDGET: Projected annual budget for the entire agency.
TOTAL PROGRAM BUDGET: Projected expenditures for the entire program, including services to all program participants.
SM PROGRAM BUDGET: The portion of total projected program expenditures used to provide services to Santa Monica
Program Participants (SMPP).
FY 2017-18 HSGP FUNDING: Agency approved grant.
SM CASH MATCH: (Minimum Requirement: 30%) Revenues from non‐City sources directly supporting SMPP.
ADDITIONAL CITY RESOURCES PROVIDED:
Low or no-cost lease Technical Assistance Donated Computer Equipment Parking Permits
AGENCY
Adopted
FY 2015-16
Santa Monica Grant
Adopted
FY 2016-17
Santa Monica Grant
Adopted
FY 2017-18
Santa Monica Grant
Boys & Girls Clubs of Santa Monica $ 135,000 $ 137,700 $ 195,862
Chrysalis $ 286,857 $ 291,594 $ 296,909
CLARE Foundation, Inc. $ 160,986 $ 164,123 $ 167,643
Connections for Children $ 920,590 $ 939,002 $ 1,133,160
Family Service of Santa Monica/Vista del Mar $ 409,092 $ 417,275 $ 426,455
The Growing Place $ 171,201 $ 174,625 $ 178,467
Hospitality Training Academy $ 149,520 (a) $ 152,511 (a) $ 96,622
Jewish Vocational Services $ 52,260 $ 53,305 $ 54,478
LACBA Counsel for Justice $ 52,888 $ 53,946 $ - (g)
Legal Aid Foundation of Los Angeles $ 558,864 $ 568,441 $ 579,186
Meals on Wheels West $ 50,883 $ 51,862 $ 52,961
New Directions for Veterans $ 44,605 (b) $ - (f) $ -
OPCC/The People Concern $ 1,620,928 (c) $ 1,537,429 (f) $ 1,570,481
Providence St. John’s Health Center $ 335,984 $ 342,703 $ 350,243
St. Joseph Center $ 952,402 (d) $ 905,119 (f) $ 923,236
Santa Monica College $ 141,782 $ 144,618 $ 147,800
Step Up on Second $ 224,907 (e) $ 126,106 (f) $ 128,823
Upward Bound House $ 15,529 $ 15,840 $ 16,188
Venice Family Clinic $ 360,788 $ 367,923 $ 375,930
Westside Center for Independent Living $ 210,503 $ 213,818 $ 217,538
Westside Food Bank $ 105,566 $ 107,677 $ 110,046
WISE & Healthy Aging $ 1,204,677 $ 1,223,885 $ 1,245,437
TOTAL GRANTS APPROVED FOR FUNDING $ 8,165,812 $ 7,989,502 $ 8,267,465
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PROGRAM DESCRIPTION:
The Out of School Time YRT Enrichment Program provides case
management services to 35 middle school SMMUSD students
ages 11-15 that are identified as being "at-risk" through Early
Warning Systems (EWS). Activities will promote academic success,
health and well-being and positive developmental assets while
focusing on the whole youth and their family and to help identify
and resolve signs of delinquency at the onset of the problem.
1220 Lincoln Boulevard, Santa Monica, CA 90401 • (310) 361-8500 • www.smbgc.org
CEO: Michelle Arellano
Boys & Girls Clubs of Santa Monica provides youth a safe and productive place afterschool and on non-school
days, including a wide range of educational, social, cultural, and recreational opportunities.
Agency Budget: $ 3,940,785
Out of School Time Enrichment Program
FY 2017-18 HSGP Funding $195,862
SM Cash Match (30%) $ 85,269
SM Program Budget $ 281,132
Total Program Budget $ 281,132
PROGRAM DESCRIPTION:
Santa Monica Employment Center will help 400 low-income
and homeless people develop the skills needed to obtain and
maintain employment.
1853 Lincoln Boulevard, Santa Monica, CA 90404 • (310) 401-9400 • www.changelives.org
President & CEO: Mark Loranger
Chrysalis is a nonprofit organization dedicated to creating a pathway to self-sufficiency for homeless and low-
income individuals by providing the resources and support needed to find and retain employment.
Agency Budget: $ 12,511,813
Santa Monica Employment Center
FY 2017-18 HSGP Funding $296,909
SM Cash Match (43%) $ 224,321
SM Program Budget $ 521,230
Total Program Budget $ 1,563,689
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909 Pico Boulevard, Santa Monica, CA 90405 • (310) 314-6200 • www.clarefoundation.org
CEO: Lisa Steele
CLARE Foundation, Inc. offers residential, outpatient, and community-based recovery services to adults, youth,
homeless people, and those facing criminal prosecution for drug or alcohol offenses.
Agency Budget: $ 7,353,369
Clarity For Youth
PROGRAM DESCRIPTION:
Clarity for Youth provides alcohol and other drug prevention
education, intervention, and recovery programming to 156
Santa Monica youth aged 13-24 at four locations. Services will
also target high risk older youth.
FY 2017-18 HSGP Funding $43,419
SM Cash Match (61%) $ 68,853
SM Program Budget $ 112,272
Total Program Budget $ 112,272
PROGRAM DESCRIPTION:
Coordinated Case Management provides 40 homeless Santa
Monica residents access to substance abuse treatment,
behavioral health assessment and services; coordinates with
local homeless service agencies.
909 Pico Boulevard, Santa Monica, CA 90405 • (310) 314-6200 • www.clarefoundation.org
CEO: Lisa Steele
CLARE Foundation, Inc. offers residential, outpatient, and community-based recovery services to adults, youth,
homeless people, and those facing criminal prosecution for drug or alcohol offenses.
Agency Budget: $ 7,353,369
Coordinated Case management
FY 2017-18 HSGP Funding $124,224
SM Cash Match (47%) $ 110,492
SM Program Budget $ 234,716
Total Program Budget $ 234,716
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PROGRAM DESCRIPTION:
Kindergarten Readiness in Santa Monica provides community-
wide and neighborhood-specific data through a formal
assessment of 650 kindergarteners in Santa Monica public
elementary schools. The agency will coordinate closely with
the efforts of the Santa Monica Cradle to Career Work Group to
ensure that this data is used to build on community assets and
addresses gaps for young children and families.
2701 Ocean Park Boulevard, Suite #253, Santa Monica, CA 90405 • (310) 452-3325 • www.cfc-ca.org
Executive Director: Patti Oblath
Connections for Children is a childcare resource and referral agency committed to improving the education,
development, and wellbeing of all children by providing assistance and support to families, childcare professionals,
and the community.
Agency Budget: $ 7,555,533
Kindergarten Readiness— Data to Action in Santa Monica
FY 2017-18 HSGP Funding $47,375
SM Cash Match (43%) $ 36,082
SM Program Budget $ 83,458
Total Program Budget $ 83,458
PROGRAM DESCRIPTION:
Santa Monica Early Education improves access to quality early
care by providing tuition subsidies for 180 Santa Monica low
and moderate-income families, information, and referral to
childcare programs, and support for childcare providers to
improve the quality of care for children.
2701 Ocean Park Boulevard, Suite #253, Santa Monica, CA 90405 • (310) 452-3325 • www.cfc-ca.org
Executive Director: Patti Oblath
Connections for Children is a childcare resource and referral agency committed to improving the education,
development, and wellbeing of all children by providing assistance and support to families, childcare professionals,
and the community.
Agency Budget: $ 7,555,533
Santa Monica Early Education—Family Support & Quality Improvement
FY 2017-18 HSGP Funding $1,085,785
SM Cash Match (40%) $ 730,649
SM Program Budget $ 1,816,434
Total Program Budget $ 1,816,434
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PROGRAM DESCRIPTION:
Community Mental Health provides mental health, case
management, and resource and referral services to 95 low-
income Santa Monica program participants, including children,
youth (including students at Santa Monica High School), adults,
and seniors.
1533 Euclid Street, Santa Monica, CA 90404 • (310) 451-9747 • www.vistadelmar.org
President & CEO: Nancy Tallerino
Family Service of Santa Monica, of Vista Del Mar Child and Family Services, has been serving individuals,
children, and families in need of mental health and other support services for the past 75 years.
Agency Budget: $1,285,546
Community Mental Health
FY 2017-18 HSGP Funding $111,160
SM Cash Match (55%) $ 137,028
SM Program Budget $ 248,188
Total Program Budget $ 248,188
PROGRAM DESCRIPTION:
Early Childhood Wellbeing Project provides developmental
screenings and assertive case management to 25 families with
high risk, vulnerable children aged birth to five and their families,
as well as mental health services and parenting groups/
workshops. Referrals are coordinated through a community
network of providers to support families’ linkage to needed
resources and increase children’s protective factors.
1533 Euclid Street, Santa Monica, CA 90404 • (310) 451-9747 • www.vistadelmar.org
President & CEO: Nancy Tallerino
Family Service of Santa Monica, of Vista Del Mar Child and Family Services, has been serving individuals,
children, and families in need of mental health and other support services for the past 75 years.
Agency Budget: $1,285,546
Early Childhood Wellbeing Project
FY 2017-18 HSGP Funding $147,119
SM Cash Match (30%) $ 61,885
SM Program Budget $ 209,004
Total Program Budget $ 209,004
10
PROGRAM DESCRIPTION:
Edison/McKinley/Muir Elementary School Based Programs
provide mental health counseling, case management, and
resource and referral services for 80 students aged 5-11 and
their families at Edison Language Academy, John Muir, and
McKinley Elementary schools.
1533 Euclid Street, Santa Monica, CA 90404 • (310) 451-9747 • www.vistadelmar.org
President & CEO: Nancy Tallerino
Family Service of Santa Monica, of Vista Del Mar Child and Family Services, has been serving individuals,
children, and families in need of mental health and other support services for the past 75 years.
Agency Budget: $1,285,546
Edison/McKinley/Muir Elementary School Based Programs
FY 2017-18 HSGP Funding $168,176
SM Cash Match (46%) $ 145,131
SM Program Budget $ 313,307
Total Program Budget $ 313,307
PROGRAM DESCRIPTION:
The Growing Place Marine Park will provide 58 children aged
birth to five, including up to 10 from low and moderate-income
families, with full-day childcare and early childhood education –
with a priority for City of Santa Monica employees and Santa
Monica residents.
1406 Marine Street, Santa Monica, CA 90405 • (310) 392-9737 • www.growingplace.com
Executive Director: Pauline McPeake
The Growing Place provides full-day and year-round quality early childhood education for infants, toddlers and pre-
schoolers of full-time working Santa Monica residents, including low-income families.
Agency Budget: $ 2,840,590
The Growing Place Marine Park
FY 2017-18 HSGP Funding $178,467
SM Cash Match (85%) $ 1,012,224
SM Program Budget $ 1,190,691
Total Program Budget $ 1,334,396
11
PROGRAM DESCRIPTION:
The Jobs Initiative Program provides employment assistance
including assessment, work readiness, skills training, and
placement services leading to economic stability to 50 low-
income families, including older and opportunity youth aged 16
-24 and adults.
130 South Alvarado Street, Second Floor, Los Angeles, CA 90057 • (310) 401-9400 • www.lahta.org
Executive Director: Adine Foreman
Hospitality Training Academy provides training for new hires or current/incumbent workers looking for
promotions through improved job skills and work experience.
Agency Budget: $ 875,493
Jobs Initiative Program
FY 2017-18 HSGP Funding $96,622
SM Cash Match (35%) $ 52,651
SM Program Budget $ 149,273
Total Program Budget $ 149,273
PROGRAM DESCRIPTION:
Santa Monica Youth Empowerment Program provides
intensive services focusing on economic security and
employment assistance, college and career readiness,
education, and family wellbeing for 30 vulnerable youth, aged
16-24.
6505 Wilshire Boulevard, Suite #200, Los Angeles, CA 90048 ● (323) 761-8888 ● www.JVSLA.org
CEO: Alan Levey
Jewish Vocational Service is a multi-service employment agency dedicated to helping youth and adults overcome
barriers to employment in order to find stable jobs and support their families.
Agency Budget: $17,588,648
Santa Monica Youth Empowerment Program
FY 2017-18 HSGP Funding $54,478
SM Cash Match (30%) $ 23,348
SM Program Budget $ 77,826
Total Program Budget $ 77,826
12
PROGRAM DESCRIPTION:
Domestic Violence Clinic provides family law attorneys to help
140 survivors of domestic violence and their children with
various legal issues, such as child abduction and sexual assault,
obtaining custody, visitation rights, divorce, restraining orders,
etc.
1640 5th Street, Suite #124, Santa Monica, CA 90401 • (310) 899-6200 • www.lafla.org
Executive Director: Silvia Argueta
Legal Aid Foundation of Los Angeles (LAFLA) is the frontline law firm for low-income people in the Los Angeles
area. LAFLA is committed to promoting access to justice, strengthening communities, fighting discrimination and
effecting systemic change through representation, advocacy, and community education.
Agency Budget: $ 13,805,267
Domestic Violence Clinic
FY 2017-18 HSGP Funding $83,025
SM Cash Match (30%) $ 34,840
SM Program Budget $ 117,864
Total Program Budget $ 244,147
PROGRAM DESCRIPTION:
General Community Legal Services Program provides a full
range of legal services and representation before courts and
administrative agencies to 900 residents. Services include legal
counsel on consumer issues, family law & government benefits,
as well eviction prevention support for tenant harassment and
eviction concerns.
1640 5th Street, Suite #124, Santa Monica, CA 90401 • (310) 899-6200 • www.lafla.org
Executive Director: Silvia Argueta
Legal Aid Foundation of Los Angeles (LAFLA) is the frontline law firm for low-income people in the Los Angeles
area. LAFLA is committed to promoting access to justice, strengthening communities, fighting discrimination and
effecting systemic change through representation, advocacy, and community education.
Agency Budget: $ 13,805,267
General Community Legal Services Program
FY 2017-18 HSGP Funding $496,162
SM Cash Match (42%) $ 363,434
SM Program Budget $ 859,595
Total Program Budget $ 859,595
13
PROGRAM DESCRIPTION:
More than a Meal: Home Delivered Meals provides a hot
lunch and Wellness check to 395 seniors, people with
disabilities, and those unable to leave their home because of
injury or poor health. The program also provides referrals to
and information about more than thirty social service
providers.
1823-A Michigan Avenue, Santa Monica, CA 90404 • (310) 394-5133 • www.mealsonwheelswest.org
Executive Director: Chris Baca
Meals on Wheels West is dedicated to providing a comprehensive nutrition program with the goal of assisting
people to age in place and recover at home with independence, dignity, and wellbeing.
Agency Budget: $ 859,528
More Than A Meal: Home Delivered Meals
FY 2017-18 HSGP Funding $52,961
SM Cash Match (94%) $ 860,509
SM Program Budget $ 913,470
Total Program Budget $ 1,038,034
PROGRAM DESCRIPTION:
Annenberg Access Center provides permanent housing
placement, integrated outreach and engagement services, and
case management services for 170 chronically homeless Santa
Monica residents with the goal of permanent housing
placement and retention.
1453 16th Street, Santa Monica, CA 90404 • (310) 264-6646 • www.thepeopleconcern.org
Executive Director: John Maceri
OPCC/The People Concern provides a continuum of housing options and supportive services for low-income and
homeless youth, adults and families, battered women and their children. OPCC/The People Concern empowers
people to rebuild their lives by providing comprehensive services to assist individuals in returning to lives of self-
sufficiency.
Annenberg Access Center
FY 2017-18 HSGP Funding $233,911
SM Cash Match (69%) $ 516,764
SM Program Budget $ 750,675
Total Program Budget $ 2,207,867
14
PROGRAM DESCRIPTION:
Cloverfield Services Center, which houses the Daybreak and
Safe Haven projects, provides a comprehensive continuum of
services and interim housing for 220 highly vulnerable
homeless individuals living with serious mental illness,
substance abuse disorders, and chronic medical conditions.
1453 16th Street, Santa Monica, CA 90404 • (310) 264-6646 • www.thepeopleconcern.org
Executive Director: John Maceri
OPCC/The People Concern provides a continuum of housing options and supportive services for low-income and
homeless youth, adults and families, battered women and their children. OPCC/The People Concern empowers
people to rebuild their lives by providing comprehensive services to assist individuals in returning to lives of self-
sufficiency.
Cloverfield Services Center
FY 2017-18 HSGP Funding $373,746
SM Cash Match (65%) $ 706,506
SM Program Budget $ 1,080,252
Total Program Budget $ 2,348,374
PROGRAM DESCRIPTION:
Interim Housing & Wellness Program provides fully integrated
supportive services and interim housing for 200 chronically
homeless Santa Monica residents with the goal of permanent
housing placement and retention.
1453 16th Street, Santa Monica, CA 90404 • (310) 264-6646 • www.thepeopleconcern.org
Executive Director: John Maceri
OPCC/The People Concern provides a continuum of housing options and supportive services for low-income and
homeless youth, adults and families, battered women and their children. OPCC/The People Concern empowers
people to rebuild their lives by providing comprehensive services to assist individuals in returning to lives of self-
sufficiency.
Interim Housing & Wellness Program
FY 2017-18 HSGP Funding $898,651
SM Cash Match (38%) $ 542,844
SM Program Budget $ 1,441,495
Total Program Budget $ 2,677,061
15
PROGRAM DESCRIPTION:
Sojourn Services for Battered Women & Their Children
provides shelter-based services including social services
assistance, resource referral, clinical therapy, peer counseling,
and court advocacy to 280 victims of domestic violence.
Children Empowerment programming and Youth Violence
Prevention and Education Workshops are also provided.
1453 16th Street, Santa Monica, CA 90404 • (310) 264-6646 • www.thepeopleconcern.org
Executive Director: John Maceri
OPCC/The People Concern provides a continuum of housing options and supportive services for low-income and
homeless youth, adults and families, battered women and their children. OPCC/The People Concern empowers
people to rebuild their lives by providing comprehensive services to assist individuals in returning to lives of self-
sufficiency.
Sojourn Services for Battered Women & Their Children
FY 2017-18 HSGP Funding $56,765
SM Cash Match (93%) $ 707,809
SM Program Budget $ 764,574
Total Program Budget $ 955,718
PROGRAM DESCRIPTION:
Westside Domestic Violence Network provides community
trainings and workshops to 75 individuals from local non-profit
and community-based agencies, law enforcement, legal
professionals, and other institutions that have contact with
families affected by domestic and community violence.
1453 16th Street, Santa Monica, CA 90404 • (310) 264-6646 • www.thepeopleconcern.org
Executive Director: John Maceri
OPCC/The People Concern provides a continuum of housing options and supportive services for low-income and
homeless youth, adults and families, battered women and their children. OPCC/The People Concern empowers
people to rebuild their lives by providing comprehensive services to assist individuals in returning to lives of self-
sufficiency.
Westside Domestic Violence Network
FY 2017-18 HSGP Funding $7,408
SM Cash Match (49%) $ 7,000
SM Program Budget $ 14,408
Total Program Budget $ 19,210
16
PROGRAM DESCRIPTION:
The Child/Youth Development Project provides mental health
counseling and case management services for 40 students aged
5-11 who demonstrate challenges in academic achievement,
classroom behavior, and/or attendance at Will Rogers Learning
Community elementary school.
1339 20th Street, Santa Monica, CA 90404 • (310) 829-8921 • california.providence.org/saint-johns
Executive Director: Rebecca Refuerzo
Saint John’s Child & Family Development Center provides a wide range of comprehensive mental health, out-
reach, developmental and educational services in response to community needs using culturally appropriate ap-
proaches.
Agency Budget: $ 5,000,000
The Child/Youth Development Project
FY 2017-18 HSGP Funding $63,032
SM Cash Match (57%) $ 84,274
SM Program Budget $ 147,306
Total Program Budget $ 147,306
PROGRAM DESCRIPTION:
Using a collaborative model, the Youth Development Project
provides school and community-based mental health services,
including crisis intervention, individual, group and family
counseling, to 100 multi-impacted, high-risk youth and young
adults aged 12-24 at JAMS, Lincoln, Olympic HS, and the Pico
Youth & Family Center.
1339 20th Street, Santa Monica, CA 90404 • (310) 829-8921 • california.providence.org/saint-johns
Executive Director: Rebecca Refuerzo
Saint John’s Child & Family Development Center provides a wide range of comprehensive mental health, out-
reach, developmental and educational services in response to community needs using culturally appropriate ap-
proaches.
Agency Budget: $ 5,000,000
Youth Development Project
FY 2017-18 HSGP Funding $287,211
SM Cash Match (44%) $ 227,511
SM Program Budget $ 514,721
Total Program Budget $ 514,721
17
PROGRAM DESCRIPTION:
Pico Promise provides individualized counseling and case
management for 50 low-income youth ages 17-24 who live in
Santa Monica and have previously attended a SMMUSD school,
seeking to transfer to four-year institutions.
1900 Pico Boulevard, Santa Monica, CA 90405 • (310) 434-4912 • www.smc.edu
President: Kathryn Jeffery
Santa Monica College, a two-year community college opened in 1929, is a thriving campus with approximately
34,000 students and offerings in more than 80 fields of study.
Agency Budget: $ 197,144,845
Pico Promise
FY 2017-18 HSGP Funding $147,800
SM Cash Match (37%) $ 87,507
SM Program Budget $ 235,308
Total Program Budget $ 235,308
PROGRAM DESCRIPTION:
Family Self Sufficiency helps 102 low-income Santa Monica
families on Housing Choice Voucher transition to greater
economic self-sufficiency and stability. FSS participants have
access to case management, education, job training and fiscal
management support to increase household income and
become eligible for a federally-matched escrow account that
can be used for continuing education or home ownership.
204 Hampton Drive, Venice, CA 90291 • (310) 396-6468 • www.stjosephctr.org
President & CEO: Va Lecia Adams Kellum
St. Joseph Center empowers low-income and chronically homeless individuals, youth, and families through multi-
faceted intervention, prevention, education services, food/nutrition support, child care and access to affordable
housing to promote housing and economic stability.
Agency Budget: $ 11,723,630
Family Self Sufficiency
FY 2017-18 HSGP Funding $ 183,303
SM Cash Match (31%) $ 81,136
SM Program Budget $ 264,439
Total Program Budget $ 264,439
18
PROGRAM DESCRIPTION:
The Santa Monica Chronic Homeless Program (CHP) provides
case management, access to emergency services and homeless
court, benefits assistance, mental health and substance abuse
treatment and permanent housing and retention services for
70 of the most vulnerable and chronically homeless Santa
Monica priority individuals.
204 Hampton Drive, Venice, CA 90291 • (310) 396-6468 • www.stjosephctr.org
President & CEO: Va Lecia Adams Kellum
St. Joseph Center empowers low-income and chronically homeless individuals, youth, and families through multi-
faceted intervention, prevention, education services, food/nutrition support, child care and access to affordable
housing to promote housing and economic stability.
Agency Budget: $ 11,723,630
Santa Monica Chronic Homeless Program (CHP)
FY 2017-18 HSGP Funding $388,976
SM Cash Match (30%) $ 165,723
SM Program Budget $ 554,699
Total Program Budget $ 554,699
PROGRAM DESCRIPTION:
Shelter Plus Care Program seeks to prevent a reoccurrence of
homelessness for 44 formerly homeless Santa Monica residents
through ongoing, intensive case management services while
they are in permanent housing.
204 Hampton Drive, Venice, CA 90291 • (310) 396-6468 • www.stjosephctr.org
President & CEO: Va Lecia Adams Kellum
St. Joseph Center empowers low-income and chronically homeless individuals, youth, and families through multi-
faceted intervention, prevention, education services, food/nutrition support, child care and access to affordable
housing to promote housing and economic stability.
Agency Budget: $ 11,723,630
Shelter Plus Care Program
FY 2017-18 HSGP Funding $41,317
SM Cash Match (30%) $ 17,945
SM Program Budget $ 59,262
Total Program Budget $ 59,262
19
PROGRAM DESCRIPTION:
The Youth Resource Team provides assertive case
management, referrals, and support services to 35 opportunity
youth aged 15-24 and their families. Areas of service include
education/re-engagement/re-entry, economic vitality and
stability, and youth engagement and resiliency.
204 Hampton Drive, Venice, CA 90291 • (310) 396-6468 • www.stjosephctr.org
President & CEO: Va Lecia Adams Kellum
St. Joseph Center empowers low-income and chronically homeless individuals, youth, and families through multi-
faceted intervention, prevention, education services, food/nutrition support, child care and access to affordable
housing to promote housing and economic stability.
Agency Budget: $ 11,723,630
Youth Resource Team
FY 2017-18 HSGP Funding $309,640
SM Cash Match (30%) $ 135,885
SM Program Budget $ 445,525
Total Program Budget $ 445,525
PROGRAM DESCRIPTION:
Sanctuary provides housing retention services (including
mental health support, life skills and benefits assistance) to 75
permanently housed, formerly homeless Santa Monica
residents with severe mental illness.
1328 Second Street, Santa Monica, CA 90401 • (310) 394-6889 • www.stepuponsecond.org
President & CEO: Tod Lipka
Step Up on Second provides assistance to individuals and young adults affected by or at risk of developing severe
and persistent mental health issues and operates 124 permanent supportive housing units.
Agency Budget: $ 10,317,245
Sanctuary
FY 2017-18 HSGP Funding $128,823
SM Cash Match (30%) $ 55,215
SM Program Budget $ 184,038
Total Program Budget $ 184,038
20
PROGRAM DESCRIPTION:
Family Place Transitional Housing provides vital housing and
supportive services including case management, financial
literacy, employment services, and child care to 7 Santa Monica
homeless families (an estimated 17 individuals) to help them
obtain and retain permanent housing.
1104 Washington Avenue, Santa Monica, CA 90403 ● (310) 458-7779 ● www.upwardboundhouse.org
Executive Director: Christine Mirasy-Glasco
Upward Bound House provides emergency, transitional and affordable housing and case management to home-
less families with minor children and very low-income seniors.
Agency Budget: $ 2,706,895
Family Place Transitional Housing
FY 2017-18 HSGP Funding $16,188
SM Cash Match (76%) $ 51,390
SM Program Budget $ 67,578
Total Program Budget $ 417,393
PROGRAM DESCRIPTION:
Common Ground provides outreach, screening, education,
prevention and medical treatment programs including case
management, behavioral health care, and supportive/referral
services to 150 people living with HIV/AIDS, hepatitis C and
substance abuse, including youth, homeless individuals, and
very low-income households.
604 Rose Avenue, Venice, CA 90291 • (310) 392-8630 • www.venicefamilyclinic.org
CEO: Elizabeth Benson Forer
Venice Family Clinic provides primary care, specialty care, mental health, dental, and health education visits
to low-income people of all ages. All services – including diagnosis, treatment, medications, follow-up care, and
laboratory tests – are provided free of charge.
Agency Budget: $ 28,078,770
Common Ground
FY 2017-18 HSGP Funding $97,127
SM Cash Match (67%) $ 198,481
SM Program Budget $ 295,608
Total Program Budget $ 1,773,647
21
PROGRAM DESCRIPTION:
Primary Health Care for Low-Income Santa Monica Residents
provides access to primary medical care and medications to low-
income populations, including 3,300 youth, seniors, and
homeless individuals in Santa Monica.
604 Rose Avenue, Venice, CA 90291 • (310) 392-8630 • www.venicefamilyclinic.org
CEO: Elizabeth Benson Forer
Venice Family Clinic provides primary care, specialty care, mental health, dental, and health education visits
to low-income people of all ages. All services – including diagnosis, treatment, medications, follow-up care, and
laboratory tests – are provided free of charge.
Agency Budget: $ 28,078,770
Primary Health Care for Low-Income Santa Monica Residents
FY 2017-18 HSGP Funding $101,265
SM Cash Match (97%) $ 2,932,149
SM Program Budget $ 3,033,414
Total Program Budget $ 19,294,351
PROGRAM DESCRIPTION:
SAMOHI Wellness Center provides a range of resources to support
300 students aged 14-18 and their families in meeting the
challenges of adolescence through prevention, wellness
education, early intervention, crisis intervention, and youth-
centered, family focused physical and mental health services.
Additionally, program seeks to better integrate and coordinate
health and wellness services and provide more comprehensive,
high quality, physical and mental health care.
604 Rose Avenue, Venice, CA 90291 • (310) 392-8630 • www.venicefamilyclinic.org
CEO: Elizabeth Benson Forer
Venice Family Clinic provides primary care, specialty care, mental health, dental, and health education visits
to low-income people of all ages. All services – including diagnosis, treatment, medications, follow-up care, and
laboratory tests – are provided free of charge.
Agency Budget: $ 28,078,770
SAMOHI Wellness Center
FY 2017-18 HSGP Funding $177,538
SM Cash Match (30%) $ 76,231
SM Program Budget $ 253,769
Total Program Budget $ 253,769
22
PROGRAM DESCRIPTION:
Home Access Program provides home modifications and
adaptive equipment necessary for 44 low-income Santa Monica
residents with disabilities to achieve/maintain accessibility and
safety in order to remain in their homes.
12901 Venice Boulevard, Los Angeles, CA 90066 • (888) 851-9245 • www.wcil.org
Executive Director: Anastasia Bacigalupo
Westside Center for Independent Living is dedicated to assisting persons with disabilities and seniors achieve and
maintain self-directed and community based independent lives. This is accomplished in a non-residential environ-
ment with support services and training programs provided by their peers.
Agency Budget: $ 1,720,143
Home Access Program
FY 2017-18 HSGP Funding $36,644
SM Cash Match (35%) $ 19,769
SM Program Budget $ 56,413
Total Program Budget $ 56,413
PROGRAM DESCRIPTION:
Independent Living Service provides comprehensive services to
160 Santa Monica residents with disabilities, including case
management, benefits and healthcare assistance, in-home care
provider registry, peer counseling, housing assistance and
placement, independent living skills, assistive technology
services, community education and advocacy technical
assistance and emergency fund support.
12901 Venice Boulevard, Los Angeles, CA 90066 • (888) 851-9245 • www.wcil.org
Executive Director: Anastasia Bacigalupo
Westside Center for Independent Living is dedicated to assisting persons with disabilities and seniors achieve and
maintain self-directed and community based independent lives. This is accomplished in a non-residential environ-
ment with support services and training programs provided by their peers.
Agency Budget: $ 1,720,143
Independent Living Service
FY 2017-18 HSGP Funding $180,894
SM Cash Match (41%) $ 124,997
SM Program Budget $ 305,891
Total Program Budget $ 1,625,046
23
PROGRAM DESCRIPTION:
Emergency Food Distribution provides supplementary and
emergency food to agencies and food pantries that allow them
to serve 13,860 low-income and homeless Santa Monica
residents.
1710 22nd Street, Santa Monica, CA 90404 ● (310) 828-6016 ● www.westsidefoodbankca.org
Executive Director: Bruce Rankin
Westside Food Bank supplies food to the food assistance programs of social service agencies. Through the
services of member agencies, the WFB ensures that the most vulnerable members of the Santa Monica community
have access to nutritious food.
Agency Budget: $ 1,413,650
Emergency Food Distribution
FY 2017-18 HSGP Funding $110,046
SM Cash Match (84%) $ 597,474
SM Program Budget $ 707,520
Total Program Budget $ 1,608,000
PROGRAM DESCRIPTION:
Adult Day Services provides day care services for 50 adults age
50 and older who suffer from cognitive impairment as well as
physical limitations. The program includes activities, health
monitoring, socialization, and assistance with daily activities to
support seniors to continue living at home.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
Adult Day Services
FY 2017-18 HSGP Funding $138,376
SM Cash Match (56%) $ 175,629
SM Program Budget $ 314,005
Total Program Budget $ 753,611
24
PROGRAM DESCRIPTION:
Care Management functions as a centralized intake point for
referral and coordination with WISE & Healthy Aging’s other
programs and with other local service providers. The program
provides assertive outreach and care management for 283
adults aged 60 and older, and disabled adults 18 and older who
need direct support to live independently for as long as
possible.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
Care Management
FY 2017-18 HSGP Funding $286,568
SM Cash Match (40%) $ 187,342
SM Program Budget $ 473,910
Total Program Budget $ 535,870
PROGRAM DESCRIPTION:
Club 1527 provides 650 older, active adults over 50 years of age
with a variety of social, intellectual, and physical programs on
the 1st floor of the Ken Edwards Center. The program includes
the “WISE Connects” membership option that supports added
“aging-in-place” services. Program fees are subsidized for low-
income Santa Monica residents.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
Club 1527
FY 2017-18 HSGP Funding $173,566
SM Cash Match N/A
SM Program Budget $ 123,534
Total Program Budget $ 190,052
25
PROGRAM DESCRIPTION:
Paratransit – Transportation and Mobility Services provides
outreach and education to 4,892 older adults and people with
disabilities about transportation and mobility options. In
partnership with the Big Blue Bus and Human Services Division,
the program directly provides Dial-A-Ride and Door-Through-
Door programs, after-hours taxi service and social outings, and
day excursions.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
Paratransit - Transportation and Mobility Services
FY 2017-18 HSGP Funding $287,483
SM Cash Match N/A
SM Program Budget $ 287,483
Total Program Budget $ 287,483
PROGRAM DESCRIPTION:
Senior Peer Counseling uses the skills of older adults to
provide emotional and social support to 81 of their peers
through individual and group counseling and time-limited
workshops on issues such as hoarding, grief and loss, and
managing life transitions.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
Senior Peer Counseling
FY 2017-18 HSGP Funding $113,428
SM Cash Match (42%) $ 82,738
SM Program Budget $ 196,166
Total Program Budget $ 339,053
26
PROGRAM DESCRIPTION:
WISE Diner — Congregate Meals Program provides healthy
nutrition, social contact, and self-reliance for 300 older adults
through the provision of meals and on-site opportunities for
information and linkage to social services in the community.
1527 4th Street, 2nd Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthyaging.org
President & CEO: Grace Cheng Braun
WISE & Healthy Aging is a multi-service agency that works to enhance the independence, dignity, and quality of
life of older adults through leadership, advocacy, and innovative services for seniors, their families, and caregivers.
Agency Budget: $ 4,449,841
WISE Diner—Congregate Meals Program
FY 2017-18 HSGP Funding $246,016
SM Cash Match N/A
SM Program Budget $ 210,871
Total Program Budget $ 246,016
27
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ATTACHMENT II
DEFINITION OF ELIGIBLE SANTA MONICA PROGRAM PARTICIPANTS
For the purposes of the HSGP, an eligible Santa Monica Program Participant (SMPP) is defined
as:
An individual whose permanent address is in Santa Monica; or
A student currently attending a Santa Monica public school in the Santa Monica-Malibu
Unified School District (SMMUSD); or
A youth, age 16 – 24, recently enrolled in a Santa Monica-Malibu Unified School District
high school that can demonstrate a continued tie to the Santa Monica community; or
A youth residing in Santa Monica that currently is or has been in the foster care system
or has aged out of the foster care system.
A Santa Monica program participant is not:
A student attending a private school in Santa Monica who lives outside of Santa Monica;
or
A student attending Santa Monica College who lives outside of Santa Monica and
attended a non-SMMUSD high school; or
A homeless individual or family who recently arrived in Santa Monica or intermittently
stays in Santa Monica.
For programs proposing to serve people who are homeless or opportunity youth, the following
additional criteria apply to be eligible SMPP:
For programs proposing to serve homeless households (individuals or families), eligible SMPP
are:
Homeless households whose last permanent address is in Santa Monica; or
Individuals that have been documented as homeless in Santa Monica for five or more
years; or
Vulnerable members of Santa Monica’s workforce (homeless individuals and families
with a household member who has worked full-time within the City of Santa Monica); or
Homeless individuals on the Santa Monica Service Registry or identified by Human
Services Division staff as high users of City resources and services; or
Formerly homeless individuals and families who are participating in supportive housing
in Santa Monica.
29
For programs proposing to serve youth aged 16-24 who are not in school or working and/or
lack supportive networks (“opportunity youth”), eligible SMPP are:
Youth aged 16 to 24 years whose permanent address is in Santa Monica; or
A youth, age 16 – 24, recently enrolled in a Santa Monica-Malibu Unified School District
high school that can demonstrate a continued tie to the Santa Monica community; or
In addition to the above, two or more of the following risk factors must be present:
o Youth is out of school and has not obtained a High School diploma, GED or
equivalent;
o Youth is unemployed and not in school;
o Youth has a history of incarceration or family history of incarceration;
o Youth is gang-involved or has family members that are gang-involved;
o Youth has psychological/social issues and/or an identified mental illness;
o Youth has history of substance abuse;
o Youth has history of physical and/or emotional abuse;
o Youth has a history of personal or family trauma (e.g., death of parent,
incarceration of parent); or
o Youth is a member of a low-income household.
At any point during the grant cycle, staff may revise target population eligibility criteria based
on new data that may identify an emerging need.
30
August,2002LosAngelesCounty
Children'sPlanning CouncilDataPartnership(213)893-0421
Miles
1050
LakeLosAngeles
Redman
GreenValley
LakeHughes
Quartz Hill
Valyermo
Littlerock
Acton
Altadena
EagleRock
ElSereno
MountWashington
HaciendaHeights
AguaDulce
Canyon Country
Tujunga
Sunland
UniversalCity
Hollywood
SunValley
Sylmar
Pacoima
Sepulveda
VanNuys
ShermanOaks
Reseda
EastL.A.
Naples
Jefferson
ParkLaBrea
HydePark
Crenshaw
Mid-City
Watts
Florence
Athens
Lennox
BrentwoodPacificPalisades
Playa del Rey
Venice
Wilmington
SanPedro
Sandberg
Gorman
Valencia
Saugus SandCanyon
Castaic
StevensonRanch
Northridge
Chatsworth
Encino
Canoga Park
Woodland Hills
WestHills
Pasadena
San Fernando
Burbank Glendale
Santa Clarita
Lancaster
Palmdale
Arcadia
Monrovia
Duarte Azusa
Citrus
Bradbury
Glendora
Covina
Walnut
Avalon
Claremont
Pomona
Irwindale
Alhambra
Rosemead
MontebelloCityofCommerce
Whittier
Downey
Norwalk La Mirada
La HabraHeights
Lakewood
Cerritos
Lynwood
Compton
CarsonTorrance
Hawthorne
Inglewood
Gardena
Lomita
Lawndale
Long Beach
RanchoPalosVerdes
RollingHills
Palos VerdesEstates
RedondoBeach
ManhattanBeach
HermosaBeach
ElSegundo
CulverCity
SantaMonica
Malibu
Calabasas
Agoura Hills HiddenHills
WestlakeVillage
BeverlyHills
WestHollywood
LosAngeles
Paramount
Bellflower
SouthPasadena
SanMarino
SanGabriel
MontereyPark
SierraMadre
ElMonte
South ElMonte
PicoRivera
SantaFeSpringsSouthGate
HuntingtonPark BellGardens
Vernon
Artesia
HawaiianGardens
Signal Hill
SanDimasBaldwinPark
La PuenteValinda
West Covina
City ofIndustry DiamondBar
La Verne
Angeles National Forest
Angeles National Forest
TempleCity
Nottoscale.
Catalina
Island
Los Angeles County
Service Planning Areas
Note:City names are shown in BLACK.
Communities areshown in GRAY italics.Map usedby permission.
Service Planning Areas
1 -Antelope Valley
2 -San Fernando
3 -San Gabriel
4 -Metro
5 -West
6 -South
7 -East
8 -South Bay/Harbor
City Council Report
City Council Meeting: April 12, 2016
Agenda Item: 3.K
1 of 8
To: Mayor and City Council
From: Andy Agle, Director, Housing Division, Housing and Economic Development
Subject: New and Amended Housing Programs: Housing Opportunity Utilizing Subsidy
Enhancements (HOUSE), and Revisions to the Affordable Housing Production
Program Administrative Guidelines
Recommended Action
Staff recommends that the City Council:
1. Approve the proposed Housing Opportunities Utilizing Subsidy Enhancements
(HOUSE) pilot program parameters outlined in Attachment A to expand and
sustain opportunities for households with housing vouchers; and
2. Approve the revised Administrative Guidelines to the Affordable Housing
Production Program, as redlined in Attachment B.
Executive Summary
Affordable housing opportunities for tenants with housing subsidy vouchers are very
limited in the current housing market, due to the significant gap between voucher
payment standards and market rents. As part of a “jump start” program associated with
the Council-approved Strategic Goal of Maintaining an Inclusive and Diverse
Community, staff proposes a pilot program to incentivize new owner participation and
maintain existing owner participation in voucher programs. Key elements of the
proposed HOUSE (Housing Opportunities Utilizing Subsidy Enhancements) pilot
program include a signing bonus, loss mitigation measure, liaison services, and
targeted outreach. Staff also proposes minor revisions to the Administrative Guidelines
of the Affordable Housing Production Program to clarify protocols regarding eligibility,
rent increases, and waitlist management.
Background
At its retreat in August 2015, Council identified Maintaining an Inclusive and Diverse
Community as a top strategic goal and specified that affordable housing is a critical
component of that priority. At its August 25, 2015 study session (Attachment C)
regarding affordable housing, Council discussed the current state of affordable housing
in Santa Monica and considered opportunities to increase affordable housing
2 of 8
opportunities. The proposed HOUSE program and the existing Affordable Housing
Production Program (AHPP) are both discussed in this report.
Participants issued housing vouchers are experiencing significant barriers to finding
owners willing to accept the voucher rent levels established by federal Department of
Housing and Urban Development (HUD), which are well below market rents.
For example, the Housing Authority payment standard (i.e., monthly rent limit) for a
one-bedroom apartment under the voucher program is $1,352 and recent data indicates
that the median market rent for a one-bedroom apartment in Santa Monica ranges from
$1,900 to $2,850 (based on data from the Rent Control Board and Westside Rentals).
At its October 27, 2015 meeting (Attachment D), Council approved a FY2015-16 budget
allocation of $250,000 to develop a pilot program to incentivize property owners to rent
to households with vouchers. The proposed program is intended to encourage greater
owner participation in voucher programs through participation-based financial
incentives, loss-mitigation assurances, and enhanced communications and outreach.
Concurrently, staff has submitted a request to HUD for an increase in the maximum
payment standard for Santa Monica vouchers, to be more competitive with market
rents. The request has received support from Congress member Ted Lieu, who is
advocating on behalf of the City. While it is uncertain whether HUD will approve an
increase in the payment standard, it is unlikely that, even with an increase, vouchers
would be fully competitive in the Santa Monica market. Therefore, staff recommends the
pursuit of additional tools that could increase voucher utilization, such as the proposed
HOUSE program.
Furthermore, declining voucher utilization negatively affects the Housing Authority’s
annual budget allocation, based upon HUD protocols. The annual budget allocation is
based on the number of vouchers under lease during the prior period. From 2012
through 2015, voucher utilization has progressively declined from 1,018 to 945, which
represents a loss of 73 vouchers that would house 73 families for an entire year.
Each declining voucher utilization period is followed by a subsequently reduced annual
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budget allocation. The situation slowly erodes the voucher programs’ capacity and
results in fewer households that can be assisted.
The AHPP requires market-rate multifamily housing developers to either include
affordable housing within their developments or pay fees toward the development of
affordable housing. Over 1,000 deed-restricted, affordable apartments located on 133
properties have been completed under the AHPP (and previous inclusionary housing
programs), which represents 24 percent of the City’s deed-restricted affordable housing
stock. Based on experience administering the AHPP, staff has identified discrete areas
within the AHPP Administrative Guidelines that would benefit from clarification.
Discussion
To address affordable housing programmatic challenges, staff recommends that
Council approve the HOUSE pilot program to incentivize owners to participate in
housing voucher programs, as well as adopt revisions to the AHPP Administrative
Guidelines.
Owner Incentive Program
Housing Authority voucher programs are critical in the continuum of Santa Monica’s
affordable housing options. Voucher programs serve extremely low-income households,
including elderly and disabled households, with incomes below 30 percent of the area
median income (e.g., $17,950 for a 1-person household). As a result of state-mandated
vacancy decontrol of rent-controlled apartments and continually increasing market rents
in Santa Monica, the reach of the voucher programs has become more and
more limited. Housing Authority data indicate that only seven percent of program
participants reside in housing not subject to rent limits (i.e., deed-restricted and rent-
controlled housing). The situation reflects the large gap between the voucher payment
standard and current market rents, leaving no economic incentive for the private
housing market to participate in the voucher programs. Existing tenants with vouchers
are protected from arbitrary evictions based upon Measure RR, adopted in 2010 by
Santa Monica voters. However, landlords often leave the voucher program as
apartments become vacant.
4 of 8
Additionally, the housing market is very competitive as owners have numerous
applicants competing for a vacant apartment. To narrow the applicant pool, owners
conduct credit checks and review rental history to assess credit-worthiness. Voucher
program participants are extremely low-income or very low-income households who
might have experienced a past financial emergency, resulting in an undesirable credit
score or rental history. Such incidents act as a barrier to obtaining decent, safe and
affordable housing.
Finally, the households served by voucher programs include veterans, seniors, formerly
homeless persons, and persons living with disabilities. A portion of this population
struggles with living independently and benefits from social services. Targeted social
services support not only the tenants, but the owners as well, by providing specialized
assistance which enables tenants to remain in the community.
The proposed HOUSE Program would implement strategies to recruit and retain owners
to participate in voucher programs. The proposed components would include: 1) Signing
Bonus; 2) Loss Mitigation; and 3) Liaison and Outreach. Program components are
summarized below and the parameters of the proposed HOUSE Program are provided
in Attachment A.
1. Signing Bonus:
o objective - incentivize and increase owner participation in housing voucher
programs; leverage unused federal voucher funds equal to approximately
$12,000 annually; match voucher holders with unsubsidized apartments;
o method - provide $5,000 to the first 45 property owners of non-deed-
restricted, rent-controlled apartments who lease a vacant apartment to a
household with a housing voucher; the $5,000 amount is intended to
approximate the one-year gap between the payment standard and the
average rent-controlled, one-bedroom rent;
o eligibility – new voucher participants only; limited to rent-controlled
apartments without deed restrictions (i.e. apartments not subject to property-
specific covenants which restricts rent levels); not eligible if new voucher
holders are moving from deed-restricted or rent-controlled apartments;
5 of 8
o estimated budget - $225,000
2. Loss Mitigation:
o objective - provide assurance to property owners of non-deed-restricted,
rent-controlled apartments who ease credit standards to accommodate
tenants; prioritize involuntarily displaced Santa Monica tenants, and
veterans, seniors, formerly homeless persons, persons living with disabilities,
and families; couple loss mitigation assurance with signing bonus as an
enhanced incentive;
o method - reimburse a maximum of $4,000 per apartment for actual rent loss
due to household hardship or default in rent, applicable attorney fees, and
excess wear and tear; documentation would be required regarding the actual
rent loss and the cost associated with restoring the components which
incurred excessive wear and tear; would be offered on discretionary basis
until all funds are reserved, and funds would only be accessed once the
tenant’s security deposit is exhausted;
o estimated budget - $36,000
3. Owner Liaison and Outreach:
o objective – provide support to help stabilize and prevent eviction for tenants
with special needs, including elderly, persons living with disabilities, and
formerly homeless; inform and educate existing and prospective owners
about the opportunities associated with the voucher programs and the
HOUSE Program;
o method – dedicated staff to respond and resolve owner concerns, including
assistance from a Licensed Clinical Social Worker (LCSW) under contract
with the Housing Authority to connect tenants with government and social
service agencies; estimated staff time of 18 hours per week, as well as 8-10
hours per week for LCSW; targeted outreach and marketing to individual
owners and owner organizations, and faith-based organizations, including
brochures, flyers, and newsletters; would also include occasional owner-
appreciation events;
o estimated budget - $89,000 ($50,000 for staff and $39,000 for LCSW).
The $350,000 overall budget of the proposed HOUSE Program includes $100,000 of
discretionary funds reallocated from FY 2013-14 to FY 2015-16 and budgeted by
Council on June 23, 2015 (Attachment E), for use toward loss mitigation measures, and
$250,000 budgeted by Council on October 27, 2015, for owner incentives.
The recommendations above include estimated budget amounts for the various
components of the proposed HOUSE Program. The pilot program may require flexibility
6 of 8
during implementation to shift resources to more successful elements of the HOUSE
Program. As a result, staff requests flexibility over line-item budgets, though the
allocated budget of $350,000 would not be exceeded. Additionally, the Housing
Commission recommended a quarterly status report, which staff proposes to prepare in
the form of an Information Item.
Proposed Revisions to AHPP Guidelines Staff proposes amendments to Section 7 of the AHPP Administrative Guidelines, which
provides guidance regarding eligibility, rent increase limitations, and waitlist
management. Staff proposes minor ‘clean-up’ of existing language throughout the
Guidelines to reflect Council-approved revisions to the AHPP in 2013, as well as
specific stylistic changes. The proposed revisions to the Guidelines are provided as
Attachment B in redline format.
During the course of AHPP compliance monitoring, issues have arisen regarding
tenant eligibility. One issue involves clarification that the affordable residence must be
the household’s sole residence. Another involves clarification that ineligible occupants
include employees associated with the owner, including the property management firm,
except when State law requires on-site staff. Staff also recommends that when the rent
being charged is below the deed-restricted rent limit, rent increases shall be restricted to
five percent annually.
Staff also recommends a change to the waitlist protocol in Section 7(C) (2). The current
protocol indicates that the waitlist will be re-opened when the number of households in
any income category decreases below 300; staff recommends that the language be
eliminated for consistency with a new waitlist approach involving a substantially reduced
and more active waitlist. Additionally, the language in Section 7(D) (1) regarding rules
for increases in household income is simplified and reformatted, without substantive
changes.
Commission Action
At its February 11, 2016 meeting, the Housing Commission voted to support the
proposed revisions to the AHPP’s Administrative Guidelines, with minor modifications.
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Staff has incorporated the suggested modifications into the proposed Guidelines
attached to this report.
On February 18, 2016, staff presented the proposed HOUSE Program to the Housing
Commission, with the same components as proposed in this report but with different
estimated budget allocations. The Commission voted to support the Program, with the
stipulation that the proposed Program include metrics of success (see page 3 of
Attachment A), and that staff provide quarterly status reports to the Commission.
Financial Impacts and Budget Actions
The cost of the proposed HOUSE Program would not exceed $350,000. Budget
authority was approved by Council on October 27, 2015 and the Fiscal Year 2015-16
appropriation of $250,000 is available in account SO015203.589000. Additional budget
authority of $100,000 from discretionary funds for loss mitigation measures was
approved by Council on June 23, 2015 and the Fiscal Year 2015-16 appropriation is
available in account 01201.579001. There is no immediate financial impact or budget
action necessary as a result of the recommended action regarding revisions to the
AHPP Administrative Guidelines.
Prepared By: James Kemper, Housing Administrator
Approved
Forwarded to Council
Attachments:
A. Proposed HOUSE Program Guidelines
B. Proposed AHPP Guidelines
C. Staff Report 8.25.2015
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D. Staff Report 10.27.2015
E. Staff Report 6.23.2015
F. Written comments
Attachment I
TO: City of Santa Monica Social Services Commission
FROM: Ad Hoc Committee to Prepare for the November 28, 2017, City Council Annual
Homelessness Report (Commissioners Ana Maria Jara, Shawn Landres, and Bill
Parent)
DATE: November 26, 2017
RE: Concerns and Questions Regarding the Annual Staff Report on Homelessness and the
Homelessness Strategic Goal Team Action Plan
At the direction of the Social Services Commission, the Ad Hoc Committee has conducted a review of the
Annual Report and on Homelessness and the Homelessness Strategic Goal Team Action Plan. The
Committee had hoped to recommend Commission endorsement of the Report and Strategic Goal Action
Plan prior to the November 28 City Council meeting. At this time, the Committee is unable to recommend
that the Social Services Commission endorse the Report or the proposed Strategic Goal Action Plan. While
we appreciate the significant work accomplished to date, we believe the Report and, in particular, the
Action Plan in their current forms remain incomplete. We are confident that our concerns and questions—
many of which commissioners and others have posed in earlier meetings of the Commission and at
meetings of the Homelessness Steering Committee—are addressable. We look forward to working with
City staff and the City Council to assure that the needs and concerns of persons experiencing homelessness,
as well as city residents, visitors, and people doing business in Santa Monica can be addressed through a
more comprehensive and better documented strategic approach than currently is outlined in the Report
and Action Plan.
Bearing in mind that a more complete Annual Report and Strategic Goal Action Plan likely will require
further policy and budgetary action by Council, the Ad Hoc Committee does recommend that the Social
Services Commission endorse the other staff recommendations, specifically that Council:
(1) Authorize the City Manager to negotiate and execute an agreement with Los Angeles County
for the implementation of a C3 homeless outreach team to operate within Santa Monica city limits,
under the direction of the City;
(2) Direct staff to undertake a selection process with pre-qualified City vendors and the County of Los
Angeles to identify and incubate flexible multidisciplinary teams to provide outreach and
engagement services to homeless individuals in City public spaces and return to Council for
additional authority as needed;
(3) Authorize the City Manager to accept a grant award in the amount of $70,000 from United Way of
Greater Los Angeles (UWGLA) Planning Grants for Cities for the development of a community-
wide homelessness training strategy;
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 2 of 8
(4) Approve the staffing and position changes as detailed in Attachment A; and
(5) Authorize budget changes as outlined in the Financial Impacts and Budget Actions section of the
Annual Report.
General Concerns
The Annual Report opens with a vivid description of the new faces of homelessness in Santa Monica. “. . . A
disturbing change in the incidence and severity of untreated mental illness, substance abuse and anti-social
behavior among the homelessness population. This has eroded our community’s sense of Santa Monica as a
safe and desirable place to live, play, and do business.” (p.2) The remainder of the report, however, never
deals directly with these new challenges. There is little assessment of the different needs and strategies
needed to serve diverse pre-existing and new populations currently experiencing homelessness and/or at
risk of imminent homelessness. There is no mention of methamphetamine, heroin, and opioid-related
crime, addiction, and recovery. There is no mention of the hygiene, public health and quality of life issues;
the syringes and human feces in doorways and the smell of urine that permeates business and building
entrances. There is no mention of the upticks in crime related to homelessness, e.g. stolen bikes, assaults,
and threatening behavior. There is also little attention paid to the increasing problems associated with
acute mental illness.
The Annual Report and Plan make scant use of the 47 (now 51) Countywide strategies, still less any
explanation of how Santa Monica’s homeless populations vary from those Countywide, and how those
might affect the City’s options and best possible approaches.
Most of the initiatives in this report are focused of outreach and first contacts, but the greatest resource
need according to the report, besides housing, is in case management. While the innovative redefinition
and bolstering of multidisciplinary street teams is a promising step in this direction, we feel that a much
more comprehensive approach to case management is necessary.
While the Annual Report does mention homelessness prevention, including the City’s innovations in this
area through, among other programs, the new Preserving Our Diversity pilot, which includes wraparound
social service benefits enrollment assistance, the Action Plan does not sufficiently prioritize it. A more
complete Report would more fully document, and the Action Plan address, hidden homelessness (e.g.,
housing overcrowding and couch-surfing) as well as the substantial scope of the housing insecurity that
places many vulnerable Santa Monicans, especially the elderly, just one emergency away from becoming
homeless. As the City completes its midterm reviews of Human Services Grants Program recipients, we
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 3 of 8
recommend that ahead of the upcoming 2019 grant cycle, the HGSP goals and guidelines be assessed
separately for their relationship to the goals of the Action Plan, including improving housing security and
expanding benefits enrollment.
The core commitment of the City’s strategy remains unchanged: outreach, treatment, shelter, and housing
for long-term Santa Monicans experiencing homelessness who have potential for employment and stable
independent living, as well as those who require more intensive long-term support. Aside from helping he
libraries cope with increased day use by homeless individuals and bolstering multi-disciplinary street
teams, the staff report largely outlines a recommitment to the efforts from the 2010 Action Plan. While
these priorities and efforts are necessary and commendable, the report seems out of touch with the current
level of community frustration, inadequate in terms of adaptations to new populations and challenges,
vague in terms of defining desired outcomes from new initiatives, and overly focused on process,
conceptual frameworks of change, and improved public relations.
Questions
1. Data on Effectiveness. “The homeless Multidisciplinary Street Team, Ambassadors in Tongva and
Palisades Park, and homeless outreach in the main library are new models demonstrating efficacy and
producing positive results.” (p. 33).
Ahead of the RAND evaluation, is there existing third-party data on the efficacy and positive results?
2. “Care management services follow individuals as they transition from the streets into permanent
housing. CHP services providers address clients’ ongoing needs once they are housed with the goal to
enable them to retain housing. The on-going need for supportive services puts a strain on case
management capacity over time if additional resources specifically for housing retention are not scaled to
match the number of people placed into housing annually.” (p.6.)
How many people, annually and cumulatively, have been housed (and through which CHP programs),
whether indirectly or directly. What is the recidivism rate?
3. Cost Benefit Analysis. “The City must weigh the impacts of anchoring of anchoring new programs
locally versus the slower process of advocating and supporting other Westside entities to build momentum
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 4 of 8
and expertise to implement their (sic) own long-term permanent solutions to address and prevent
homelessness.” (p 7).
Where is this “weighing” discussion happening? Do the impacts of anchoring locally include
projections of the number of people moved into housing over a shorter time?
4. Policing Strategies. “Santa Monica Police Department is jump-starting new approaches by enhancing
officer training, re-deploying existing officers to high-impact areas and expanding the Homeless Liaison
Program (HLP) Team.” (P.9)
Does this include more community policing, i.e. walking (not driving) regular beats, streets alleys, in
highly impacted areas?
5. Street Team Evaluation. “The Homeless Multidisciplinary Street Team is serving the top 26 utilizers of
emergency services. In just one year 19 individuals are no longer living in community open spaces and six
are permanently housed.” (p. 9)
What is the success rate over time? What is the specific time period described? Is the ratio of served to
permanent housing consistent over time? This particular year where did the other 18 people go? Are
there other high utilizers of emergency services, and if so, how are they being served?
6. Regional Housing and Service Solutions
“Increase availability of housing and services in other communities
Housing staff recommend use of locally allocated federal funds to support
rehabilitation of a Venice supportive housing development in exchange for three units being dedicated to
Santa Monica homeless residents.” (p 9).
Three seems a modest number of housing units for the singular example of a major strategic goal
The staff report makes no references to two major sources of direct and indirect funds and coordinated
care - the inter jurisdictional permanent supportive housing pool and the Countywide memorandum of
understanding for services attached to permanent supportive housing (PSH) units. No calculation is
provided as to the total cost-benefit of using a pooled PSH voucher outside the City (balancing voucher loss
and administrative expenses against savings in first-responder and other costs) nor of the long-term risks
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 5 of 8
and advantages of accepting the terms of the services MOU, even if it is potentially tied to the availability of
finite Measure H funds.
7. Continuum of Care (CoC) “Assess the effectiveness of services to support formerly homeless individuals
in housing in the Santa Monica Continuum of Care Program.” (p. 10).
This is the first mention of CoC in the report; has its effectiveness not been previously assessed?
8. Coordinated Entry System and Santa Monica. “Since 2013, SPA 5 providers have engaged and
assessed over 2,000 homeless individuals for the barriers causing their homelessness and entered these
individuals into the Coordinated Entry System. In the previous fiscal year, SPA 5 agencies housed 654
chronically homeless individuals, including veterans, through the CES system. There are still an estimated
1,500 individuals on the CES list waiting for services and housing in SPA 5 alone.” (p.11).
Does the “previous fiscal year” refer to 2012 or 2016? Of the 654 housed in SPA 5, how many are from
Santa Monica? How many are housed in Santa Monica? What is the demographic breakdown of those
successfully housed vs. unhoused: veterans, transition-aged youth, seniors, families, etc.? How many of
the 1,500 on the waitlist are in Santa Monica, and how many are within the Santa Monica Priority
Population as currently defined?
9. “First Touch” The Ambassadors (who do not directly provide services to homeless individuals), West
Coast Care, and Project Homecoming are referred to as “first touch” engagements. (p.12)
Shouldn’t SMPD and SMFD be similarly counted as first touch engagements?
10. Project Homecoming. “In FY 2016-17, Project Homecoming assisted 181 individuals with
transportation to a willing and supportive host home at an average cost of $300.
Follow up contact by case managers indicated that 99% arrived at their destination and 53% remained
housed when they were contacted at least three months later. “
Do we know roughly how many returned to SPA 5?
11. Surge of Outreach Teams. “. . .staff is proposing to use a significant portion of one-time funds to create
a surge of outreach teams - partnering with the County and local non-profits - using different staffing
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 6 of 8
configurations to pilot different approaches in City parks and libraries. The goal is to create a highly visible
increased presence in targeted geographic areas. Teams will proactively engage homeless individuals,
triage their needs, and connect them to appropriate resources, with a heavy focus on leveraging county
programs. These teams will also coordinate with first responders, helping to identify behavioral issues that
could result in 911 calls, creating a presence to mitigate illegal activity and ensuring homeless individuals
are aware of regional services.” (p. 13)
Are there distinct goals beyond creating a “highly visible presence?” Are there strategies for homeless
individuals who are not eligible for City-funded support? Who is going to be directly responsible for
managing and evaluating the surge?
12. Acute Mental Illness. “Additional challenges are encountered among patients experiencing untreated
severe and persistent mental illness. These patients' behavior can at times become unpredictable or
dangerous. Still, SMFD is limited to transporting patients to local emergency rooms, even when an acute
psychiatric facility would be more appropriate.” p.16
This is one of the only specific mentions of persistent mental illness in the report. Should Santa Monica
take a lead in advocating for/ building an acute psychiatric care facility?
13. The Library. “In FY2016-17, the Community Outreach Specialist contacted 408 unduplicated
individuals, providing information and linkages to local and regional resources.” (p. 18).
Is there any follow-up data or subjective speculation by the specialist or others on effects? Roughly
what is the average ratio of people experiencing homelessness to other Santa Monica residents,
including families and children using the library. Is that changing?
14. Community Training Curriculum “The City is currently soliciting proposals for a consultant to
develop a comprehensive, modular, scalable training curriculum that could be used by staff at all levels,
local businesses and community groups to inform safe and effective ways to approach people who are
homeless, engage in meaningful dialogue, make appropriate service referrals and manage anti-social
behavior. A training plan and curriculum are expected to be completed by June 2018.” (p. 20)
When will that contract be awarded, and what are the terms of the RFP?
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 7 of 8
15. Case Management
• “Within City-funded programs, since 2013, there has been a steady decline in new enrollments in case
management and interim housing programs, with a drastic reduction of new enrollments in 2016 of
nearly 45%.
• • At the same time, the number of active clients in programs remains about the same, while the
number of clients exiting programs to housing has dropped 20%.
• • Of those entering programs, over 80% are entering directly from the streets or places not meant for
human habitation - an increase of 11% over 2015.”
What might explain these findings? These data points bear further exploration.
16. Multidisciplinary Street Teams The new definition of multidisciplinary street teams (p. 23-24) seems
to be a genuine innovation, its details seem buried in the report.
Who is directing the planning, training, and piloting? How will the RAND evaluation inform the
efforts?
17. Vouchers. “The 197 ‘tenant-based’ vouchers conceptually facilitate greater housing choice, however,
this ‘choice’ means having to compete for vacant apartments in the open market. “
How many are currently looking/waiting? How many are housed? Again, what is the cost-benefit of
participation (or non-participation) in the interjurisdictional permanent supportive housing pool?
18. Public Engagement The “Strategic Goals Action Plan” requires further development and refinement,
especially with respect to its theory of change and the identified outcomes (some of which—e.g., “smart
deployment of local resources,” p.5—read more as outputs). On p. 10, it identifies as a measure of success
“improvement in the community’s perception of the City’s response to homelessness as measured through
resident surveys by June 2019.”
Who will develop and implement the independent third-party assessment (whether or not via
“resident surveys”) of “the community’s perception of the City’s response to homelessness”? Obviously
it cannot be the same vendor developing the outreach and education campaigns.
Social Services Commission Ad Hoc Committee Report
November 26, 2017, page 8 of 8
19. Homelessness Steering Committee.
Earlier this year the Social Services Commission circulated a proposal for multi-stakeholder engagement on
homelessness. Among other key priorities, the Commission sought—and still seeks—to improve
community engagement and understanding in issues around homelessness and to provide effective liaison
between policymakers and the public. With the establishment of the Homelessness Steering Committee, the
Commission set aside its own proposals, pending the HSC’s promise to fulfill these and other purposes.
However, the purpose, membership, and accountability structure of the Homelessness Steering
Committee remain opaque even to its members (three of whom, including one of its co-chairs, are
Social Services Commissioners). Despite multiple requests to add more individuals with lived
experience, as well as representatives of the Santa Monica-Malibu Unified School District and Santa
Monica College, it remains unclear whether all appropriate stakeholders have been invited to
participate and, if so, whether or not they plan to do so. Questions about the purpose and process of
the work with GOOD, Inc., not only were ignored but indeed exacerbated by the “survey” sent to
residents. Concerns raised at HSC meetings about drafts of this Action Plan have gone unaddressed.
Annual Homelessness Report
-Spotlight On -
New Approaches to Addressing the
Regional Homeless Crisis
City Manager’s Report to City Council
November 28, 2017
Homelessness
A crisis that demands a
community-wide response
Guiding Frameworks
2015 Council Strategic Goal Strategic Goal Action Plan
Wellbeing Outcomes
Place, Community, Economic Opportunity
LA County Homeless
Strategies
Action Plan to Address Homelessness
Continue existing strategies &
expand focus on Place through proactive engagement
Regional Context
LA County Homeless Strategies
•Measure H funding fuels implementation
LA County Department of Mental Health
•High utilizers and conservatorship
Strategic Goal Action Plan
Impacting Wellbeing: Place & Planet
•Smart deployment of local resources
•Prove efficacy of models to connect homeless individuals
to housing
•Increase availability of housing and services in other
communities
•Ensure effective, safe and respectful use of the Library
Strategic Goal Action Plan
Impacting Wellbeing: Community
•Activate internal and external stakeholders to collectively
address homelessness
Impacting Wellbeing: Economic Opportunity
•Analyze appropriate interventions for housing retention
and landlord participation
•Prevent homelessness among low-income residents
Action Plan -Implementation
Maximizing Existing Resources
•Police Department re-deployment, engagement, enforcement
Council-approved $1.4M >> Focus on Place
•New: 10-12 outreach workers in impacted places
•New: 1 full time social worker in Library
•New: 2 additional Library Services Officers
Volunteer
Donate
Advocate
www.smgov.net/volunteer
www.santamonicahomelesscount.com
Community Connections
Staff Recommendations:
•Endorse the concepts in the Strategic Goal Action Plan and direct staff to
continue implementation
•Authorize the City Manager to execute an agreement with Los Angeles County
for the implementation of a C3 homeless outreach team
•Direct staff to incubate flexible to provide outreach and engagement services
•Authorize the City Manager to accept a grant award from United Way of
Greater Los Angeles (UWGLA)
•Approve the staffing and position changes as detailed in Attachment A.
•Authorize budget changes as outlined in the Financial Impacts and Budget
Actions section of this report.
REFERENCE –
AGREEMENT NO.
10593 (CCS)